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Human Resource Management (HRM) is a critical determinant of organizational productivity and competitiveness in the era of globalization and digital transformation. This study employs a Systematic Literature Review (SLR) approach to synthesize empirical findings on HRM strategies published between 2019 and 2024. The review identifies six key domains of effective HRM: competency-based recruitment, continuous training and upskilling, transparent performance evaluation, reward and incentive systems, workforce diversification and inclusion, and technology-enabled HRM. Evidence demonstrates that competency-driven recruitment reduces turnover and enhances job fit, while continuous training fosters innovation and adaptability. Transparent evaluation systems increase motivation and fairness, and balanced reward packages combining financial and non-financial recognition improve retention and engagement. Workforce diversification enhances problem-solving and innovation when paired with inclusive leadership practices. Technology integration, particularly HRIS and people analytics, streamlines processes and strengthens decision-making. Importantly, bundled strategies yield stronger productivity outcomes than isolated interventions, with improvements occurring through capability, motivation, and coordination pathways. The findings underscore the need for organizations to align HRM practices with strategic goals and global trends. This study contributes to HRM literature by providing evidence-based insights and offers practical guidance for managers seeking to enhance productivity in competitive environments.

This research investigates the relationship between public service motivation (PSM) and employee performance (EP) within public sector organizations. Utilizing a mixed-methods approach, the study analyzes quantitative data from employee surveys and qualitative insights from interviews with public sector employees. The findings reveal a significant positive correlation between PSM and EP, indicating that employees who are motivated by a desire to serve the public tend to exhibit higher performance levels. Additionally, the research identifies key factors that enhance this relationship, including organizational support, leadership styles, and job design. The study highlights the importance of fostering a motivating work environment to improve employee performance in the public sector. Based on these findings, recommendations for future research and practical implications for public sector management are provided, emphasizing the need for targeted training programs and employee engagement strategies. This research contributes to the understanding of how intrinsic motivations can drive performance outcomes in public service settings.

The population is increasing every year and in line with the increasing number of dwellings in the city of Medan, the Fire and Rescue Service is needed to provide services in terms of creating peace and public order in the fire sub affairs so that the city government needs to pay special attention in improving equipment, facilities and infrastructure that support employees in order to carry out their duties properly. In terms of using the equipment and all facilities provided by the organization to work, employees must first be trained so that skills, knowledge and work attitudes are formed so that employees are able to make maximum use of all facilities. Organizational leaders who have been able to create a work atmosphere where employees' needs are met, considered and their development is supported will increase work involvement, especially employees of the Medan City Fire and Rescue Service in providing services to the community. Employees who are trained and have a high sense of work engagement will consistently show good performance with the support of motivation from the organization such as incentives and policies that facilitate employees in carrying out their duties. Leaders also need to consistently provide direction to members in achieving performance goals because employees will be better able to carry out tasks and challenges in their work. Research conducted in clarifying the influence between training and work involvement on performance through motivation with quantitative methods shows the study findings that training and work involvement have a positive effect on motivation, training and work involvement have a positive effect on performance. Motivation as an intervening variable between training and work engagement on performance has a positive effect. Meanwhile, training and work engagement have no simultaneous influence on motivation.