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This study aims to determine the application of competitive Human Resource Management (HRM) to employee productivity at Angkringan Lestari Restaurant. Human resources are a crucial factor in the success of a business, particularly in the culinary industry, which relies heavily on service quality, work speed, discipline, and employee ability to serve customers. Competitive HRM implementation is achieved through improving employee performance, knowledge, skills, motivation, discipline, and assigning appropriate responsibilities to employees to optimally increase work productivity.The research method used was descriptive qualitative, with data collection techniques through observation, interviews, and documentation. The study was conducted at Angkringan Lestari Restaurant, focusing on the application of HRM to support employee productivity. The results indicate that the implementation of competitive HRM positively impacts employee productivity. This is evident in improved service quality, punctuality, employee collaboration, and increased customer satisfaction with the service provided.Furthermore, work performance, knowledge, and skills are important factors in increasing employee productivity. However, several obstacles remain, such as limited job training and a lack of continuous competency development. Therefore, efforts are needed to improve the quality of human resources through training, work motivation, and skills development so that employee productivity can continue to increase and be able to compete competitively.

Human resources (HR) are an important factor in determining the success of a business because they play a role in increasing productivity, service quality, and company competitiveness. In an era of increasingly intense business competition, companies are required to have a competitive, professional workforce that is capable of adapting to technological developments and customer needs. This paper aims to identify competitive human resource development strategies at Helen Cempaka Bakery and their impact on business progress. The method used in this paper is a descriptive method with a literature study approach and observation of the business conditions at Helen Cempaka Bakery. The results of the discussion show that human resource development strategies at Helen Cempaka Bakery are implemented through job training, guidance and supervision, motivation, improvement of work discipline, teamwork development, and the use of modern technology and equipment. In addition, indicators of competitive human resources include ability, expertise, knowledge, and good work attitudes. Human resource development has a positive impact on improving employee performance quality, business productivity, service quality, and customer satisfaction. Therefore, continuous human resource development is highly necessary so that Helen Cempaka Bakery can maintain competitiveness and continue to grow amid business competition.

Printing businesses such as Anugerah Digital Printing Maumere face increasingly fierce competition, yet many have not fully implemented the concept of competitive human resources effectively. This study aims to analyze the role of competitive human resources in improving service quality and work productivity. The method used involves direct interviews with management and literature studies. The results indicate that the current condition of human resources still faces several challenges, including a lack of mastery of new technology, limited creativity and innovation, and a need for improved discipline. The efforts undertaken to address these issues include skills training and development, provision of motivation and rewards, optimization of technology usage, and establishment of a positive work culture. The implementation of these strategies has proven effective in enhancing employee performance and service quality. This research provides practical implications for business owners in their efforts to increase company competitiveness despite limited resources..

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 study aims to analyze the effectiveness of human resource management at Company X in improving organizational performance. Human resources are a strategic factor that plays an important role in supporting the operational success of a company. This research uses a descriptive approach with qualitative methods supported by simple quantitative data analysis. Data were collected through interviews, observations, and documentation related to workforce management within the company. The results indicate that the number of employees has increased along with the development of the company's operational activities. The workforce structure is dominated by productive-age employees who have good adaptability to technological developments and work demands. However, several challenges were identified in human resource management, particularly in workforce planning, recruitment processes, and the effectiveness of training and employee performance evaluation programs. Therefore, the company needs to improve its human resource management system through more selective recruitment processes, relevant training programs, and a more objective performance evaluation system. These improvements are expected to enhance employee productivity and strengthen the company's competitiveness.

This study aims to determine the influence of Diklat on employee performance at the Department of Education and Culture of Gorontalo Province. The sample in this study consisted of 58 respondents. The data used in this research were primary. Data collection was conducted through the distribution of questionnaires. The data analysis technique employed was simple linear regression. The results of this study indicate that Diklat have a positive and significant influence on employee performance at the Department of Education and Culture of Gorontalo Province, with a coefficient of determination of 66.90%, while the remaining 33.10% is influenced by other variables not examined in this study, such as organizational culture, work environment, leadership, career management, work commitment, work supervision, and information technology within the organization. The positive test results imply that the improvement in employee performance at the Department of Education and Culture of Gorontalo Province occurs due to intensive Diklat that align with the needs of human resource development in public sector organizations.

This study aims to analyze the implementation of human resource management (HRM) audits in motivating employee performance at CV Cipta Alignment Constructions (CV.CLC). HRM audits serve as an evaluative and strategic tool in assessing the effectiveness of personnel functions such as recruitment, training, career development, and reward systems. The study used a qualitative approach with a case study method through interviews, observation, and documentation. The results show that HRM audits have a positive effect on employee motivation and performance by increasing work morale, placing employees according to competencies, and reducing turnover. Based on Resource-Based Theory (Barney, 1991), HRM audits are valuable and difficult-to-imitate strategic resources, thus supporting a company's competitive advantage. These findings emphasize the importance of implementing HRM audits continuously as part of a management strategy to improve organizational effectiveness. The implications of this study provide recommendations for companies to integrate HRM audits into strategic planning to achieve optimal and sustainable performance. In addition, this study also opens opportunities for further studies to strengthen the implementation of HRM audits in different sectors and company scales.

This study aims to analyze the implementation of the 360-degree feedback method in employee performance evaluation in the Preventive Maintenance department of PT. Doulton. Employee performance evaluation is a crucial element in an organization to ensure work effectiveness, competency improvement, and continuous development of human resource quality. This study uses performance assessment data from six employees with indicators in the form of assessment scores, performance categories, feedback, and corrective action plans. The results show that employee performance assessment scores range from 28.6 to 40.2, with the majority of employees falling into the “adequate” performance category. The findings also indicate that the dominant aspects of feedback are the need to improve consistency, communication, initiative, and work effectiveness. The most recommended follow-up strategy is coaching, while for employees with excellent performance, development through leadership training and promotion is recommended. Conceptually, the implementation of feedback-based performance evaluation has supported the principle of continuous development, but the implementation of the 360-degree method still requires strengthening, especially in the multi-source aspect of assessment to be more objective, comprehensive, and in accordance with the theoretical characteristics of 360-degree feedback. Thus, implementing this method can be an effective strategy for improving employee performance and career development in the Preventive Maintenance department if implemented systematically and involving various assessors.  

This study aims to conduct a pilot evaluation of employee performance in the Raw Material Warehouse Section at PT. IKPP Serang Mill using a checklist-based performance appraisal model. Performance evaluation is a crucial aspect in ensuring the smooth operation of raw material warehouses, which involve a high level of occupational risk and have a direct impact on the continuity of the production process. The checklist method is applied because it integrates quantitative assessment through scoring results with qualitative evaluation in the form of behavioral feedback. This study employs a qualitative descriptive approach supported by quantitative data obtained from performance assessments of ten employees holding various positions, including forklift operators, checkers, shift administrators, and shift supervisors. The results indicate that employee performance falls within a diverse spectrum, categorized as “performance” and “need to improve,” influenced by compliance with standard operating procedures (SOPs), work discipline, communication, and awareness of occupational health and safety (OHS). The findings also demonstrate that the checklist-based model is effective in identifying performance gaps and serves as a basis for formulating improvement actions such as coaching, OHS training, promotions, and administrative sanctions. This study concludes that the checklist model functions not only as an administrative evaluation tool but also as a strategic instrument for human resource development and sustainable organizational performance improvement.

This study examined the operational performance of CV Fortis Sportwear Indonesia (FSI) before implementing the Balanced Scorecard approach, identified the factors that hindered each Balanced Scorecard perspective, and analyzed the company's operational performance when measured using this approach.This study employed a descriptive quantitative method, aimed at providing a systematic, factual, and accurate overview of CV FSI's operational performance based on the Balanced Scorecard approach. Data were collected through interviews, questionnaires, observations, and literature review to obtain information related to the four main perspectives of the Balanced Scorecard: financial, customer, internal business processes, and learning and growth.After implementing the Balanced Scorecard, the performance evaluation of CV Fortis Sportswear Indonesia became more comprehensive compared to the previous system, which focused solely on financial aspects. The financial perspective showed improvement, but the customer aspect remained adequate, with declining retention and increasing complaints. Internal business processes still faced inefficiencies and quality issues, despite the introduction of new technology. The learning and growth perspective also improved through training, but employee satisfaction remained moderate. The Balanced Scorecard proved to provide a more comprehensive performance assessment and identified the need for improvements in customer, internal processes, and human resource development.

This study aims to conduct a Systematic Literature Review (SLR) regarding the influence of career development on organizational commitment. Based on the analysis of various scientific articles, career development is an important approach in human resource management, which focuses on improving employees’ skills, enthusiasm, and readiness to face job challenges and promotion opportunities. On the other hand, organizational commitment refers to the emotional connection that employees have with their workplace, which includes aspects of emotional attachment, obligation, and enduring bonds. The results of the systematic literature review indicate that many previous studies have found a strong and positive correlation between career development and organizational commitment. Workers who are aware of support for their career development, including training programs, mentoring, or predetermined career paths, generally show a higher level of dedication to their organization. Furthermore, various studies have shown that career development can also have an indirect effect on organizational commitment through mediating factors such as job satisfaction, work motivation, and employee performance. However, several studies have shown that career development does not always have a significant impact on organizational commitment, particularly in organizations without a structured career system or when employees have negative perceptions of career opportunities. These varying results highlight the existence of contextual factors that influence the relationship between variables. Overall, this study offers in-depth insights into the significance of career development as a strategic factor in enhancing organizational commitment, along with suggestions for organizations and future researchers conducting similar studies.