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The effectiveness of public sector organizations in delivering quality services and achieving their mandates depends critically on how they manage their human resources. This study examines the relationship between strategic human resource management (SHRM) practices and organizational performance in Indonesian public sector organizations. Employing a mixed-methods research design, data were collected from 312 public sector managers and HR professionals across 45 government agencies through surveys and 32 in-depth interviews. The research investigates five key SHRM dimensions: strategic recruitment and selection, performance management systems, employee development and training, compensation and rewards, and employee engagement. Findings reveal significant positive relationships between SHRM practices and multiple performance indicators including service quality, operational efficiency, employee productivity, and organizational innovation. Regression analysis demonstrates that SHRM practices collectively explain 47.3% of variance in organizational performance scores. Qualitative data illuminate implementation challenges including limited HR professional capacity, rigid civil service regulations, political interference, and resistance to performance-based management. The study identifies critical success factors such as top management commitment, alignment between HR strategy and organizational strategy, investment in HR analytics capabilities, and cultural transformation toward merit-based practices. Results indicate that high-performing public organizations distinguish themselves through systematic talent management, data-driven HR decision-making, continuous learning cultures, and stronger linkages between individual performance and organizational outcomes. This research contributes empirical evidence on SHRM effectiveness in public sector contexts and provides actionable recommendations for HR practitioners and policymakers seeking to leverage human capital for improved public service delivery.

This paper aims to analyze the influence of Human Resource Reform and Transformational Leadership on Civil Servant Professionalism, with Resistance to Change as a mediating variable. The research focuses on civil servants at the Semarang City Personnel, Education and Training Agency (BKPP Semarang City), an institution at the forefront of bureaucratic reform and talent management. A quantitative approach was employed through a survey of 77 civil servants using a saturated sampling technique. Data analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the direct and mediation relationships between the research variables. The results showed that Human Resources Reform of Civil Servants and Transformational Leadership had a positive and significant effect on ASN Professionalism. Transformational Leadership was also proven to reduce Resistance to Change, while Human Resources Reform had an indirect effect through reducing resistance. In addition, Resistance to Change had a significant negative effect on ASN Professionalism and mediated the relationship between Human Resources Reform of Civil Servants and ASN Professionalism. These findings confirm that merit system reform, competency development, and inspirational leadership are key factors in improving ASN professionalism, especially when psychological and structural barriers in the form of resistance to change can be minimized. This study provides theoretical contributions in the development of a model of ASN professionalism as well as practical recommendations for local governments in strengthening the implementation of bureaucratic reform.

This study conducts a systematic literature review (SLR) and bibliometric analysis to map and synthesize research on digital transformation in talent management and its impact on employee retention in Micro, Small, and Medium Enterprises (MSMEs). Against the backdrop of high turnover rates and intense competition for talent, this research aims to identify the key interconnections between digital technologies, talent management practices, and retention outcomes within the MSME context. The methodology involved a comprehensive analysis of reputable databases using VOSviewer software for bibliometric mapping, focusing on co-authorship, co-occurrence, and citation networks. The findings reveal a robust, interconnected model centered on three core pillars: the adoption of digital technologies (e.g., AI, cloud-based HR systems), the implementation of strategic talent practices (notably digital employer branding and work flexibility), and the critical mediating role of employee psychological factors (job satisfaction and organizational commitment). The analysis demonstrates that successful retention in MSMEs is not merely a function of technological adoption but is achieved through a synergistic integration where technology enables effective talent management, which in turn fosters commitment and reduces turnover intention. This review contributes a comprehensive conceptual model that clarifies these dynamic relationships. The practical implication for MSME managers is the necessity of a holistic strategy that simultaneously develops digital infrastructure, refines talent management, and cultivates a supportive organizational culture to secure a sustainable competitive advantage through enhanced employee retention.

Human resource management (HRDM) is a crucial factor in supporting the success of companies in the digital era which is full of rapid change and global competition. Companies are required to not only adapt to technology, but also be able to build strategic and innovation-oriented MSDM systems. This study aims to examine the strategic role of MSDM in PT Telkom Indonesia (Persero) Tbk in supporting digital transformation and achieving organizational goals. Using a literature study approach, data was obtained from books, scientific journals, company annual reports, and official online sources. The results of the study show that PT Telkom Indonesia manages human resources strategically through various initiatives, such as the Great People Development Program (GPDP), digitization of the Human Capital Management (HCM) system, and strengthening the value-based work culture of "The Telkom Way" which includes Integrity, Enthusiasm, and Totality. This approach has a positive impact on increasing employee engagement, productivity, innovation, and the company's competitiveness in the highly competitive telecommunications industry. In addition, the implementation of digital technologies in HR management, such as the use of analytics platforms for performance measurement and online learning systems, has helped companies in accelerating the internal transformation process. However, challenges such as the digital divide between employees, differences in expectations between generations, and resistance to change are still obstacles that need to be addressed with a more inclusive, adaptive, and employee-well-being-oriented management strategy. This research provides the implication that the integration of technology, organizational culture, and talent development is an important combination in creating a resilient and sustainable HR system. The limitations of the research lie in the literature approach that has not touched the empirical aspect, so it is recommended that there be field studies or in-depth interviews with related parties in the next research to get a more holistic and accurate picture.

Talent management is a crucial element in human resource (HR) management in Islamic educational institutions to achieve optimal education quality. This study aims to examine the HR talent management process in Islamic educational institutions with a focus on aspects of recruitment, development, spiritual and moral guidance, performance evaluation, career development, and talent identification. The research method used is quantitative descriptive with data collection through questionnaires distributed to 30 educators and staff in Islamic educational institutions. The results of data analysis show that the talent management process has been carried out effectively, with an average score above 4.0 for all aspects analyzed. This study recommends improving the evaluation system and spiritual guidance as the key to sustainable HR development in Islamic education.

Human resource (HR) planning and development is an important foundation in supporting the achievement of strategic organizational goals. This article comprehensively discusses the HR needs planning process in the managerial and operational context, as well as sustainable HR development strategies. The method used is a literature study with a descriptive approach to explore concepts, theories, and best practices in HR management. The results of the study indicate that HR planning not only includes recruitment and training, but also talent management, career development, and structured performance evaluation. On the other hand, HR development strategies focus on improving competencies through technical training, leadership development, and soft skills to face changes in the business environment. The synergy between planning, operational implementation, and HR development is very important to form an adaptive, competitive, and sustainable organization.  

This research investigates the relationship between virtuous leadership behaviors and talent management practices in business organizations, focusing on the strength and impact of these behaviors on talent management practices. The descriptive approach was used in the research, and a total of 150 questionnaires were distributed to a sample of working individuals represented by (faculty members) at Al-Noor Private University. The Likert scale (three-point) was used to answer the questionnaire paragraphs, and the statistical program represented by (Spss) was used to analyze the research data. The research showed a set of results, the most important of which is the existence of a strong positive relationship between virtuous leadership behaviors and talent management. The results also indicate that after self-control came the strongest association with talent management, followed by courage and humanity in third place, while after justice came in fourth place with a strong association with talent management Finally, after rationality, it came in last place with the strength of the association with talent management. The research presented a number of proposals, including the formation of a set of precise and direct criteria for selecting academic leaders based on capabilities and intelligence to master extensive knowledge, science and learning, with the necessity and guarantee of a pledge to remain in his position or leadership position for a specific period of time. The formation of a set of precise and direct criteria for selecting academic leaders based on capabilities and intelligence to master extensive knowledge, science and learning, with the necessity and guarantee of a pledge to remain in his position or leadership position for a specific period of time.

The purpose of the Federal Capital Territory (FCT) of Abuja is to implement government directives in order to achieve national development goals. To accomplish this, recruitment and retention strategies in the civil service (CS) play a crucial role in providing the human resources needed. This study empirically investigates the recruitment and retention strategies applied in the FCT. The study utilized a survey method by distributing questionnaires to civil servants and conducting structured interviews to collect the necessary data to achieve the research objectives. To analyze the collected data, the study used the chi-square analytical technique. The findings reveal that the recruitment strategy in the CS is based on a combination of political and merit-based factors. Regarding employee retention, the study found that the CS has implemented relatively effective incentives to retain its workforce. However, while these incentives are sufficient for short-term retention, they are inadequate to retain skilled employees compared to the incentives offered by private companies. The recommendations from this study suggest that, in order to maintain a skilled workforce and enhance performance, the CS must implement more competitive incentives that are comparable to those offered by the private sector in order to attract and retain the best talent in the long run.

This study aims to analyze the implementation of the talent management system in the context of retaining millennial generation employees. Using a qualitative research method with a literature study approach, this study explores the characteristics and expectations of millennial employees, the factors that affect the effectiveness of talent management, and the challenges in its implementation. The results of the study show that the success of talent management for the millennial generation is greatly influenced by the integration of digital technology, personalization of development programs, and work flexibility. Organizational and leadership support, along with a culture that supports innovation and collaboration, are critical factors in increasing engagement and talent retention. The research also identified key challenges such as the generation gap and the complexity of measuring program effectiveness. An effective talent management model requires a holistic approach that aligns the various components of the system, supported by comprehensive metrics for program impact evaluation. These findings make a significant contribution to the development of talent management practices that are adaptive to the needs of the millennial generation

This study explores the factors influencing customer satisfaction in Indonesia's IT talent provider industry through a qualitative empirical analysis. Employing secondary data sources such as academic literature, industry reports, and customer feedback, the research identifies key drivers of satisfaction, including project-based work setups, client involvement, teamwork dynamics, the nature of work, and employee engagement. Findings suggest that customer satisfaction is a multifaceted concept influenced by effective communication, cohesive teamwork, and robust talent management strategies. The study underscores the need for IT talent providers to adopt comprehensive approaches to enhance service quality, retain skilled professionals, and meet evolving client demands, thereby strengthening their competitive position.

This study aimed at the effectiveness of talent management in entrepreneurial performance at the University of Baghdad, where the study was conducted on the creativity of leaders in a number of colleges of the University of Baghdad in various (deans, heads of departments and assistant deans) where the questionnaire was used as a main tool in collecting successful data about the art of study, where ((204 questionnaires were distributed and (4 questionnaires were not returned, and (7) questionnaires were not valid for analysis, so the total number of cosmetic questionnaires for analysis is ((193 and the analysis and testing of hypotheses were conducted using the program (SPSSV.20), (PLS SMART), but the beginning that begins with the message was the descriptive analytical composition, and a group of colleges were selected at the University of Baghdad represented by linking (College of Law, College of Administration and Economics, College of Education Ibn Rushd, College of Engineering, College of Medicine, College of Arts, College of Sciences, College of Sciences Agricultural Specialties, College of Dentistry, College of Education and Nursing Sciences, College of Fine Arts, College of Education for Girls, College of Languages, College of Political Science, College of Medicine Al-Kindi, College of Medicine Al-Kindi, College of Media, College of Science for Girls).

The current research aims to verify the relationship between talent management practices represented by (attracting talent, investing talent, localizing talent, retaining talent) and the creative work behavior of employees represented by (exploratory creative work behavior, investment creative work behavior), among a sample of teaching staff in private universities and colleges in the Middle Euphrates region, numbering (276) instructors. The researchers adopted the descriptive analytical approach, taking the questionnaire as a basic mechanism for collecting the necessary data for the practical aspect of the study. The study concluded that there is a relationship between talent management practices and the creative work behavior of employees. As a result, the study reached a set of recommendations, the most prominent of which is that private universities and colleges must create a flexible academic environment that encourages innovation, such as remote work options or flexible work schedules, which supports work-life balance and makes room for creative thinking, in addition to implementing a periodic evaluation system to measure the level of employee engagement and creative behavior, and using the evaluation results to improve programs and practices. Continuously.

Competition in this world is getting tighter, including in the business world, this is due to the large number of companies competing to dominate market share, because globalization is a challenge for business people to maintain the opportunities they have and obtain or achieve new opportunities. The topic of employee performance has become a concern among academics in the last decade. The main reason is that employee performance is closely related to organizational productivity and achievement and vice versa. Increasing employee performance can be driven by talent management. Apart from talent management, another factor in efforts to improve employee performance is Employee Engagement. This research is quantitative research using a survey research design. The sample in this study consisted of 100 employees of PT. Oscarmas Heavy Equipment taken through Purposive Sampling Technique. The data collection instrument is a questionnaire with a Likert Scale format consisting of five alternative answers. Data from filling out the questionnaire will be analyzed using the Partial Least Square (PLS) technique. The research results show that the Talent Management variable has a significant influence on Employee Engagement and Employee Performance, the Employee Engagement variable has a significant influence on Employee Performance and the Employee Engagement variable is able to mediate the Talent Management variable on Employee Performance.

Digital technology is beneficial in running a business in production, marketing, and finance. However, not all business actors have used digital technology and the digital economy to help run their businesses, especially micro and small business actors. This study aims to investigate the role of digital technology literacy and the digital economy in encouraging the interest of micro and small business actors to use digital technology that will drive the sustainability of their businesses. The survey was conducted on 162 micro and small business actors in Banten province. This study uses the technology acceptance model (TAM) theoretical framework. In this research, data analysis using SEM-PLS. The study results show that digital technology and economic literacy significantly affect perceived Ease of use and usefulness. Digital technology literacy has an effect on business sustainability, but digital economic literacy has no effect. Perceived Ease of use and perceived usefulness significantly affect the intention to use. Intention to use has a significant effect on business sustainability. This research also strengthens the role of TAM as a mediating variable for business sustainability variables. This research provides scientific insights in the field of digital technology and business sustainability, as well as provides practical insights for business actors and the government.

This study aims to analyze the integration of Artificial Intelligence (AI) into Strategic Human Resource Management (SHRM) and its contribution to enhancing organizational performance using a bibliometric approach. The research method involves analyzing data from Scopus and Crossref databases with the help of VOSviewer software to map research trends, keyword relationships, and publication distributions. The findings reveal that AI plays a significant role in optimizing HR processes, such as data-driven decision-making, productivity enhancement, and more efficient talent management. Key trends include innovations in HR practices, the utilization of big data, and sustainability practices (green HRM). The analysis identifies a significant increase in publications since 2020, reflecting growing academic interest in this topic. This research provides practical significance by helping organizations understand the strategic benefits of AI in addressing HR challenges and driving sustainable performance. The findings of this study are expected to serve as a reference for future research exploring AI implementation across various organizational contexts.

This research aims to explore strategies for realizing sustainable performance management at PT. Tanjungpinang Branch Pawnshop. This research uses qualitative research through data collection, observation and interviews. The sampling technique used was purposive sampling. The informant is Mr. HR as Marketing Officer. The data analysis used in this research is descriptive analysis, namely the researcher collects, processes and analyzes data to describe the problems that exist at PT Pegadaian Tanjungpinang Branch. The research results show that the strategy applied at PT. Pegadaian Tanjungpinang Branch in realizing sustainable performance management, namely the digitalization strategy of Human Resources and Talent Management. In this case, the Human Resources digitalization strategy includes transforming the Human Resources Management system through digital platforms, increasing employee skills in technology, using data for strategic decision making, and implementing an adaptive technology-based work culture. Meanwhile, talent management includes recruitment planning and appropriate individual selection, as well as skills development through training and mentoring.

The purpose of this research is to build a mutation pattern policy based on Justice, Certainty, and Benefit. this policy is associated with talent management that has been implemented in Financial and Development Supervisory Board (BPKP). The method used in this research is a case study method based on phenomena that occur in BPKP. the result of this research is the formation of a mutation pattern policy, namely mutations based on organizational needs with the pattern Organization - Organization - Domicile and mutations based on employee needs. With this mutation pattern policy, employees are expected to improve their performance. But this research does not further examine the effect of this mutation policy on employee performance and also does not consider other factors such as age, gender of employee and Fund to apply this policy

This study examines the impact of green talent management practices on HR performance quality in eco-friendly hotels in Central Java, Indonesia, using a phenomenological approach. Through in-depth interviews with 24 participants across six star-rated hotels, direct observation, document analysis, and focus group discussions, the research explores how green HRM practices influence employee performance and career development opportunities for young talent. The findings reveal that eco-friendly hotels have implemented various green talent management practices including environmentally-conscious recruitment, sustainability training, green performance management, and employee involvement in environmental initiatives. These practices positively impact multiple dimensions of employee performance: task performance through improved resource efficiency; contextual performance through enhanced teamwork; adaptive performance through increased innovation capability; and environmental performance through strengthened pro-environmental behaviors. The effectiveness of these practices is influenced by top management commitment, integration with business strategy, training quality, organizational culture, and resource availability. Young employees perceive involvement in green initiatives as valuable for developing leadership skills, expanding professional networks, and enhancing market competitiveness, although they identify the need for clearer sustainability-focused career paths. The study contributes to GHRM and talent management literature by explicating the mechanisms linking green talent management with performance outcomes in the hospitality industry context, while providing practical implications for hotel managers seeking to enhance both environmental sustainability and human resource performance. The research underscores the importance of a holistic approach to green talent management that aligns environmental priorities with employee development and organizational strategy.

Talent management in the digital era is a complex phenomenon that requires a comprehensive approach in dealing with contemporary organizational transformation. This study aims to explore the dynamics of talent management through a systematic literature review of ten reputable scientific journals covering various organizational and industrial contexts. The research method uses the Systematic Literature Review (SLR) approach with content analysis and narrative synthesis techniques. The findings of the study reveal that talent management is no longer just an administrative function but a strategic strategy that determines the sustainability and competitiveness of organizations in the digital era. The results of the study identify four main dimensions in talent management in the digital era, namely: transformation of management approaches, technology adaptation, development of individual competencies, and the formation of a responsive organizational ecosystem. This research makes a theoretical contribution to produce a comprehensive conceptual framework of cutting-edge talent management practices. The practical implications show the need for a multidimensional approach that pays attention to the technological, psychological, and organizational aspects of managing human resources. This research offers a holistic perspective in understanding the complexity of talent management in the sustainable digital era.

This research discusses the importance of talent management as a key element in improving employee performance and maintaining an organization's competitive advantage. Using a literature review approach, this research examines theory and empirical results that are relevant to understanding the impact of talent management on company productivity and competitiveness. The analysis results show that talent management makes a positive contribution to improving the quality of recruitment, employee retention and work productivity through training, career development and mentoring programs. Research also finds a significant relationship between talent management and the creation of unique organizational capabilities that are difficult for competitors to imitate.