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This article discusses the critical importance of employee development as a strategic approach to enhance organizational performance. In an increasingly competitive business environment, organizations must prioritize the growth and development of their workforce to maintain a competitive edge. By identifying specific training and development needs, organizations can create tailored programs that effectively improve employees' skills, knowledge, and competencies. This research employs a qualitative approach, utilizing case studies from several companies in Indonesia to explore various employee development initiatives and their impact on organizational outcomes. The findings indicate that investing in employee development not only enhances individual performance but also contributes significantly to the overall achievement of organizational goals. Furthermore, the study highlights the role of leadership, mentoring, and the integration of technology in facilitating effective employee development strategies. Ultimately, this research underscores the necessity for organizations to adopt comprehensive employee development practices to foster a culture of continuous improvement and engagement.

This research analyzes the role of emotional intelligence in enhancing organizational commitment and employee job satisfaction. Emotional intelligence, which includes the ability to manage one's own emotions and understand the emotions of others, has been shown to improve interpersonal relationships, reduce work-related stress, and strengthen employee commitment to the organization. The methodology employed is a literature review, with data gathered from relevant journals and books. The findings indicate that emotional intelligence significantly contributes to increased job satisfaction and organizational commitment, which, in turn, positively influences employee performance. This study suggests that organizations should implement emotional intelligence training programs to foster a supportive work environment that promotes employees' emotional well-being and enhances overall performance.

This research examines the influence of human resource development on the competency and performance of employees at the Customs and Excise Supervision and Service Office Type Madya Customs B Medan. Through interviews with five employees of the Medan Customs and Excise Supervision and Service Office of Type A Customs, this research identified the steps taken by the leadership to improve employee competency and performance, as well as overcome the obstacles faced. The main focus of research is development programs which include training, skills and mental development, assessment, and providing motivation through capacity building activities. The theory used refers to the concept of employee performance according to Sedarmayanti, with a qualitative approach that includes observation, interviews and collecting supporting documents. The research results show that the human resource development carried out plays an important role in improving the competency and performance of employees in the office.

PT. Talco Creative Indonesia Tangerang City is a company engaged in digital marketing and social media management which runs various kinds of event programs, media releases and social media management. This company has been established since 2020 and is located in Griya Jakarta block i1 No. 24 South Tangerang, Banten Province, Indonesia. PT. Talco Creative Indonesia Tangerang City also makes a product that focuses on media relations and event organizers. As well as focusing on solving problems by providing main needs such as pre-production to post-production needs and educational needs in the form of event planning, leadership and organizational structure. The data collection methods in this thesis research are questionnaires, observations, literature studies with a population of 33 employees and using a sample of 33. Determined using saturated sampling techniques and using the SPSS version 26 program. The results of this research show that work culture has a partial and significant effect. on employee performance. The work environment has a partial and significant effect on employee performance. Work Culture and Work Environment simultaneously influence employee performance.

This research is motivated by the less than optimal performance of the organization which is marked by the less than optimal achievement of the planned work targets according to the time and proportion that has been set. The less than optimal performance of the organization is thought to be caused by the less effective conflict management and low work culture in the Pangandaran port office. Conflict management managed by the leadership is less effective in controlling the running of the organization which is full of conflicts between employees, both openly and secretly. Employees at the Pangandaran port office seem to form groups that create a gap so that there is no compact cooperation among employees in carrying out their main tasks and work programs. The purpose of this study is to determine how conflict management affects organizational performance, how work culture affects organizational performance, and how conflict management and work culture affect organizational performance. The method used in this study uses a quantitative descriptive method. To analyze it, statistical correlation and multiple regression test data analysis was used using SPSS version 22.00. The results of the study obtained provide the conclusion that conflict management has a positive and significant effect on organizational performance, work culture has a positive and significant effect on organizational performance, and conflict management and work culture have a positive and significant effect on organizational performance.

This study investigates the relationship between performance-based accounting practices and employee motivation within organizations. Utilizing a quantitative research design, a survey was conducted among employees in a specific industry to analyze how performance measurement systems impact motivation levels. The sample included 200 employees in PT. Pabrik TERIGU Makassar, and data were collected on their perceptions of performance-based accounting practices, such as clarity of performance metrics and reward systems. Statistical analyses, including linear regression and correlation analysis, revealed a significant positive correlation between effective performance-based accounting and increased employee motivation. The findings suggest that organizations that implement clear performance metrics and recognition programs can enhance employee engagement and productivity. This study contributes to the existing literature by providing empirical evidence of the positive influence of performance-based accounting on employee motivation, highlighting practical implications for management practices aimed at fostering a motivated workforce.

This study aims to analyze the implementation of management regarding Human Resources, in order to improve the quality of education at SMA Negeri 1 Bandar Khalipah. Effective human resource management is a key to achieving a quality education goal. This study uses a qualitative approach with a case study method. The methods used to collect data are by conducting observations, interviews, and documentation. Data analysis is carried out using data reduction techniques, data presentation, and drawing conclusions. As for checking the validity of the data, it is by using triangulation of methods and sources. The results of this study will later present a description of the implementation of Human Resource Management to improve the quality of education at SMA Negeri 1 Bandar Khalipah by: 1) Analysis of the work carried out by the principal on educational and teaching staff, 2) Very comprehensive and structured human resource planning in the management of educational and teaching staff, 3) Procurement of human resources involves various stages and depends on the status of prospective educators (Honorary and PNS), 4) Selection of human resources involves various different stages for prospective educators, CPNS selection is stricter and more formal while honorary is more flexible, 5) Orientation of human resources involves stages and depends on the status of honorary or PNS, for honorary workers it is more flexible with an observation period while PNS is structured and comprehensive, 6) Appointment and placement of human resources depends on the status of honorary employees or PNS, honorary workers are placed according to the orientation period if accepted before the opening of a new class while PNS are based on SK and qualifications, 7) Compensation of human resources depends on employee status and applicable regulations, 8) Development of human resource careers human resources that should involve strategies and programs, both internal and external, 9) Evaluating human resource performance is done with various methods and frequencies, 10) Dismissal and termination of employment of human resources in this school depends on the conditions of the work contract, teacher requests and policies from the head of the education office and the principal. This study found that active participation from all parties in the school, including the principal, teachers, and staff plays an important role in supporting the improvement of the quality of education. This study concludes that in order to obtain quality human resources, in its management, it is necessary to implement good and correct human resource management so that it is in accordance with the expected needs.

The development of human resources within a company is an effort to enhance the quality of human resources aimed at improving the quality of workers. Every company hopes and strives to advance by implementing various structured methods in education, training, and development programs to enhance employee performance. The purpose of this research is to determine the influence of motivation and work environment on employee job satisfaction at PT. KB Bank Tbk Jakarta. The data collection method in this study was conducted by distributing questionnaires to 70 respondents who are employees of PT. KB Bank Tbk Jakarta. The method used is a quantitative method with a saturated sampling technique. The data utilized consists of primary and secondary data. The results of this study indicate that motivation and work environment have a positive and significant impact on job satisfaction. 

The role of Human Capital Division is very influential in improving the employee performance Corporate Social Responsibility (CSR) of Head Office PT ANTAM Tbk South Jakarta. These significant results are based on investment in increasing employee skills, knowledge and experience which makes employees the capital or assets of a company which is the focus of improving employee performance. The purpose of this research is to find out the role of Human Capital Division in improving the employee performance Corporate Social Responsibility (CSR) of Head Office PT ANTAM Tbk South Jakarta. In this research, the author used a qualitative descriptive research method to develop a theory that was built when obtaining data in the field using data collection techniques in the form of observation, interviews and documentation. The research results show that increasing employee performance is a significant result of the role of the human capital division based on aspects of work quality, work quantity, task implementation and responsibility which are the focus of improving employee performance. The author's findings show that the emphasis on skills achieved through the recruitment process is the main thing. The human capital division ensures that the employees recruited have the skills necessary to make maximum contributions to the programs implemented by CSR. Increasing employee performance is achieved through various factors related to the role of the human capital division of PT ANTAM Tbk South Jakarta Head Office, such as providing training that is relevant to employee duties and responsibilities, not only increasing an employee's competency but also forming a strong foundation for increasing productivity. Regular evaluation also has a positive impact on improving employee performance, where there will be input and encouragement for each employee. This also makes employees open to each other so that communication is established well and loyalty is created between employees. Overall, this thesis confirms that the human capital division has an important role in improving employee performance. This is also formed from employees who are competent and willing to continue to improve their abilities and skills.      

Human Resources (HR) is a crucial asset for every organization, including CV Wahyu Artha Technic. Effective HR management through good leadership and proper training is essential to achieve company goals. This study aims to explore the relationship between leadership style and job training on employee performance at CV. Wahyu Artha Technic, West Java. Data were obtained through questionnaires completed by 65 respondents in May 2024, with a 100% response rate. The results showed that participative leadership style and timely job training have a positive and significant influence on employee performance. Sales data shows fluctuations from year to year, which is closely related to the lack of training and ineffective leadership style. A survey of respondents showed that employee performance can be improved through opportunities provided by leadership to convey feedback and complaints. Training that is relevant to operational needs and technological developments is proven to improve employee competence and productivity. The conclusion of this study is that good leadership style and structured job training significantly improve employee performance at CV. Wahyu Artha Technic. The recommendations of this study include the importance of effective communication between management and employees as well as the development of continuous training programs to maintain employee competence and motivation. Implementation of these strategies is expected to optimize overall organizational performance.

This research discusses the influence of communication, work motivation, and work commitment on employee performance. Effective communication in the workplace plays an important role in building good relationships between managers and employees as well as between employees. High work motivation can increase employee productivity and work quality, while strong work commitment leads to high loyalty and dedication to the organization. This research uses a survey method by distributing questionnaires to employees at the same level from service companies. The collected data is analyzed using statistical techniques such as regression to identify relationships between these variables. The research results show that effective communication significantly contributes to improving employee performance. Work motivation has also been proven to have a strong influence on performance, with employees who feel motivated tending to be more productive and innovative. Apart from that, the level of employee work commitment to the organization also influences their performance positively. Employees who have high levels of commitment tend to show lower levels of absenteeism and greater loyalty to their companies. The implication of these findings is that organizations need to pay attention to and improve internal communication strategies, develop effective work motivation programs, and promote strong work commitment bonds to improve overall employee performance.      

Human resource management (HRM) at SMK Al-Mahrusiyah focuses on the recruitment and selection of high-quality teachers and staff to ensure adequate qualifications and competencies. This process includes planning, selection, and placement conducted by the HR department. With the right strategies, the school can improve educational quality and create a positive learning environment for students. In addition to recruitment, SMK Al-Mahrusiyah emphasizes the importance of professional development and training programs for teachers and staff. Investment in continuous education and training enhances the skills and competencies of educators, directly impacting the quality of education. The principal and administrators actively participate in designing and implementing these programs to ensure ongoing professional growth. Employee engagement and retention are also key focuses in HRM at SMK Al-Mahrusiyah. Good management practices influence employees' perceptions of organizational support and improve retention strategies. Effective leadership can inspire and motivate staff, create a supportive work environment, and enhance employee satisfaction and performance, ultimately strengthening the institution's overall reputation and quality.

The implementation of bureaucratic reform at the Secretariat General of the Ministry of Cooperatives and SMEs of the Republic of Indonesia is still seen as an additional task and has not become an integrated part of the strategy to increase efficiency and effectiveness in realizing agency performance, then the organizational and governance restructuring carried out still requires adjustments to tasks and functions in achieving output as expected, then another problem is the still limited professionalism of the apparatus, especially in terms of competence and commitment in implementing bureaucratic reforms. This study aims to identify and analyze the strategy for implementing bureaucratic reform in government institutions, the Office of the Ministry of Cooperatives and SMEs of the Republic of Indonesia, especially the Secretariat General based on Geoff Mulgan's theory, of purpose, environment, direction, action, learning. The method used is descriptive with a qualitative approach. Data collection techniques through interviews, observation, and documentation. The results of the study show that the objective indicators are optimal, namely the leaders of the bureaucratic reform team and employees are trying to increase the value of bureaucratic reform indicators with various activity programs. Environmental indicators are not optimal, due to the lack of human resources in abilities, knowledge, attitudes. The direction indicator is optimal, because employees get guidance and direction from the leader in terms of coordination, communication and motivation. The action indicators have not been optimal, because they are still faced by unresolved obstacles such as the transfer of positions between units and policy changes. In learning indicators that are not optimal, in the performance targets of each individual and organizational performance, the results are still lacking and there are still supervisors who do not reflect the feasibility and appropriateness so that they must be retested in order to realize good practice.

Optimizing employee performance is the main goal in human resource management, and education and training strategies play a key role in achieving this goal. Employee education and training aims to improve abilities, knowledge and skills, thereby producing employees who are competent, innovative and adaptive to change. The process of implementing this strategy includes needs analysis, curriculum development, implementation and ongoing evaluation. The benefits obtained include increased skills and knowledge, higher productivity, adaptability to industry changes, and increased employee satisfaction and loyalty. Case studies from various industries show that companies that are committed to employee development through effective training programs are able to achieve significant results. Although there are challenges such as budget constraints and resistance to change, the right strategy can overcome these obstacles and encourage optimal employee performance. Employee education and training, therefore, is a worthwhile investment in the long-term success of an organization.

PT. Garuda Utama Persada is a company that provides security and loss prevention services to clients in related fields, mining, offices, housing, airports, power plants, factories, hotels, restaurants, banks, hospitals, shopping centers, warehouses and high-rise buildings. The aim of this research is to analyze the influence of training and development programs on employee performance at PT. Garuda Utama Persada. The research was conducted for 3 months (April – June 2024). The data collection method was through interviews and questionnaires which were distributed to 105 respondents. The analysis method is quantitative statistics. Data analysis includes instrument quality tests consisting of validity and reliability tests, classical assumption tests, t tests and F tests. The results of this research show that the training program partially has a positive and significant effect on employee performance (t count 3.114 > t table 1.98350 and sig value 0.002 < 0.05). Partial development has a positive and significant effect on the performance of PT employees. Garuda Utama Persada (t count 3.992 > t table 1.98350 and 0.000 < 0.05). The implication of the results of this research is that providing good training and development programs will improve employee performance.

This research aims to analyze the certification training needs of employees for their development at PT PLN Nusantara Power Services. In the context of increasing industry competition and rapid technological advancements, the need for relevant certifications and training has become crucial to enhance employee competence and competitiveness. The research employs a qualitative approach, collecting data through interviews and observations. The findings indicate several key areas where training certification is highly needed, including technical fields, occupational safety, and project management. Furthermore, the results reveal that structured and continuous certification programs can boost employee motivation and performance, supporting the achievement of the company's strategic goals. Recommendations from this research include the development of training curricula that align with industry needs, increased collaboration with external certification institutions, and the development of a continuous evaluation system to ensure the effectiveness of the certification programs. Thus, the implementation of these training certification programs is expected to contribute positively to the human resource development at PT PLN Nusantara Power Services.

This research discusses office management in creating effective employee performance according to William H. Leffingwell. Office management is a series of activities to plan, manage, organize, direct, supervise the implementation of office work effectively and efficiently so as to achieve the expected goals. Office life will be well managed and run smoothly with all existing activities and programs, if the office applies management sciences to it. Management is needed, so that offices can be managed well, by making optimal use of existing infrastructure, organizing employees appropriately, arranging employee duties and responsibilities well, and evaluating the results of employee performance and the office's achievements. This research uses library research by collecting all data and information related to creating effective employee performance in office management through books and scientific articles that are relevant to the topic discussed.

This study aims to analyze the impact of the implementation of sustainable human resource management (HR) on organizational performance in the Kerinci tourism sector. The research method used is qualitative with a case study approach, where data is collected through in-depth interviews with HR managers, employees, and company leaders in the tourism sector, as well as direct observation in the field. The results of the study show that organizations that implement sustainable HR management experience increased employee productivity, workforce welfare, and business competitiveness. Training programs related to sustainable skills and employee involvement in corporate social responsibility (CSR) initiatives play an important role in increasing employee motivation and commitment. In addition, organizations that focus on work-life balance tend to have higher levels of employee loyalty and reduced turnover. However, the study also found that small and medium enterprises (SMEs) in the Kerinci tourism sector still face challenges in implementing sustainable human resource management, mainly due to limited resources and lack of understanding of the concept of sustainability. This research recommends the need for collaboration between the government, companies, and local communities to promote sustainable HR management more broadly in Kerinci.

Career development is the process of improving the performance capabilities of each individual taken by the organization to ensure that each individual in the organization has the right qualifications and experience available when needed. By referring to the work standards that have been set, performance is also interpreted as the result of employee work both in terms of quality and quantity. Career development is one of the variables that affect individual performance, such as motivating employees to do better work. This study aims to do determine the effect of career development on employee performance. This study used the literature research method and field research by distributing questionnaires. The results of this study show that career development has a significant influence on employees, companies are required to pay attentions to career development programs to increase the responsibility of each individual’s duties.

This research investigates the pivotal role of Emotional Intelligence (EI) in mitigating employee turnover from a psychological perspective. Emotional Intelligence—encompassing self-awareness, empathy, and stress management—is identified as a crucial factor in enhancing job satisfaction and organizational commitment, thus influencing employee retention. Employing a library research methodology, the study reviews existing literature on EI's impact on reducing turnover and highlights how high EI levels contribute to lower turnover rates by improving job satisfaction and fostering a stronger commitment to the organization. The study finds that employees with elevated EI are adept at managing workplace stress, fostering positive relationships, and aligning with organizational values. This alignment enhances their job satisfaction and commitment, leading to reduced turnover rates. The findings have practical implications for organizations, suggesting that integrating EI assessments into recruitment processes, developing EI training programs, and creating supportive work environments can significantly improve employee retention. Prioritizing EI development helps in building a more resilient and engaged workforce, thereby contributing to organizational stability and performance.