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This study aims to analyze the influence of work discipline, professionalism, and organizational culture on organizational commitment among employees in the Public Service Sector. Organizational commitment is an important factor that reflects employee loyalty and attachment to the institution, while the three independent variables are considered as internal factors that can strengthen this commitment. The method used in this study is associative quantitative with a multiple linear regression approach. Data were collected through distributing questionnaires to 46 respondents based on probability sampling techniques. Data processing and analysis in this study used SPSS software version 27. Based on the results of the study, it was found that there is a significant influence of work discipline on organizational commitment. In addition, professionalism has a significant effect on organizational commitment, organizational culture has a significant effect on organizational commitment. Based on simultaneous hypothesis testing, it is proven that work discipline, organizational culture, and professionalism jointly influence organizational commitment. While the amount of contribution is 54% to organizational commitment, while the remaining 46% of organizational commitment is influenced by other factors such as leadership style, motivation, competence, rewards, job satisfaction, and employee performance. Thus, this study confirms that to increase organizational commitment, government agencies need to strengthen a healthy work culture, enforce discipline, and encourage a professional attitude in the work environment.

Strategic management plays a crucial role in ensuring the operational sustainability and competitiveness of PT Karya Giri Palma, a manufacturing company specializing in springbed and furniture production. In an increasingly competitive market environment and amid ongoing production challenges, the company is required to implement well-structured and adaptive strategic management practices. This study employs a qualitative research approach to explore the implementation of strategic management within the organization and to identify obstacles that arise during its integration into daily operational activities. Data were collected through in-depth observations and interviews to obtain a comprehensive understanding of managerial practices and employee involvement. The findings reveal that the active participation of both management and employees in the formulation and implementation of strategies significantly contributes to improved employee motivation, higher productivity levels, and enhanced work quality. Strategic alignment between organizational goals and employee roles encourages a stronger sense of responsibility and commitment among employees. However, several challenges remain, particularly in cross-divisional coordination and the consistent execution of strategies at the operational level. Therefore, this study recommends strengthening interdepartmental communication, optimizing the use of management information systems, and enhancing human resource capabilities through continuous training. These findings may serve as a valuable reference for similar manufacturing companies seeking to optimize strategic management practices in order to achieve sustainable performance and long-term competitiveness.

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 was carried out at RS Hj. Fatimah Sulhan in Kabupaten Demak, Jawa Tengah, which functioned as both the research site and the moderating context of the investigation. The research aims to examine how personal compensation, Organizational Citizenship Behavior (OCB), and organizational commitment influence employee work performance within the hospital environment. A quantitative research design was implemented, involving 150 employees selected as respondents through appropriate sampling procedures. Data were collected using structured questionnaires and subsequently analyzed using Structural Equation Modeling (SEM) with the AMOS software to test the hypothesized relationships among variables. The findings reveal that personal compensation, OCB, and organizational commitment each exert a positive and statistically significant impact on employee performance. These results indicate that fair and competitive compensation, strong voluntary work behaviors, and a high level of commitment to organizational goals collectively enhance productivity, service effectiveness, teamwork quality, and overall institutional performance in the healthcare setting.

The decline in service quality observed in 2023, such as frequent malfunctions of queue management machines and slow credit processing, indicates that the implementation of Total Quality Management (TQM) at PT Bank Pembangunan Daerah Sulawesi Tenggara, Wakatobi Branch, has not been fully optimized. These issues are particularly evident in aspects of continuous improvement, employee education and training, long-term management commitment, and employee involvement and empowerment. Therefore, this study aims to analyze the effect of Total Quality Management implementation on employee performance at PT BPD Sultra Wakatobi Branch. This research was conducted from February to August 2024 in Wangi-Wangi Regency. The study employed a quantitative research design using a census approach, in which all 40 employees were included as respondents. The data used in this study consisted of primary data collected through questionnaires and secondary data obtained from company documents. Descriptive analysis and Structural Equation Modeling–Partial Least Squares (SEM-PLS) were applied to examine the relationship between TQM and employee performance. The results reveal that long-term management commitment as well as employee involvement and empowerment have a significant effect on employee performance. In contrast, continuous improvement and education and training do not show a significant influence, indicating the need for further evaluation and improvement to strengthen the future implementation of Total Quality Management and enhance organizational performance.

Employee performance is a strategic factor in the success of regional banking organizations that are oriented towards service and achieving business targets. However, empirical evidence at PT Bank Sumut Kantor Cabang Koordinator Medan, indicates that employee performance tends to stagnate in the "Good" category during the 2021–2024 period. This condition is thought to be related to career development that is not yet optimally structured, organizational commitment that has not been fully actualized in work behavior, and inadequate extrinsic motivation. This study aims to analyze the effect of career development and organizational commitment on employee performance through extrinsic motivation as a mediating variable. The study used a quantitative approach with a survey method of employees at PT Bank Sumut Kantor Cabang Koordinator Medan. Data were analyzed using Structural Equation Modeling. The results show that career development and organizational commitment influence extrinsic motivation, and extrinsic motivation plays a role in improving employee performance and mediating the relationship between variables. These findings strengthen the role of extrinsic motivation as an important mechanism in bridging human resource policies and employee performance in regional banking.

Digital transformation and sustainability demands are driving the need for the integration of E-HRM and Green HRM to achieve sustainable organizational performance. This integration serves as a solution to the challenges of resource efficiency, carbon footprint reduction, and enhanced employee engagement in the digital era. This research aims to analyse the role of E-HRM in enhancing Green HRM practices and its impact on sustainable organizational performance. The research methodology employs a Systematic Literature Review (SLR), utilising the Scopus database, with selection based on inclusion-exclusion criteria, data extraction, and thematic analysis of selected journals. The anticipated impact of E-HRM is its support for Green HRM through the digitalization of HR processes that reduce resource usage, the establishment of digital platforms for environmental awareness, and data-driven impact measurement. The integration of both significantly enhances sustainable performance across three dimensions: environmental (a 20-30% reduction in carbon footprint), economic (15-25% cost savings), and social (30-40% increase in employee engagement). Key implementation factors include technological readiness, management commitment, and alignment with ESG strategies. This research contributes a conceptual framework for the integration of E-HRM and Green HRM, along with practical recommendations for achieving sustainable competitive advantage in the digital age.

This study aims to analyze the effect of job satisfaction and organizational commitment on employee productivity at the Semarak Dana Mojokerto Savings and Loan Cooperative.  The problem of low discipline and performance of marketing staff is an important background, given the limited empirical studies on human resource factors in micro cooperatives in Indonesia.  This study uses a quantitative approach with a total sampling technique on 35 respondents.  The instrument, in the form of a questionnaire, consisted of 28 statement items measured on a 1–5 Likert scale, with validity and reliability tests showing good results (Cronbach's Alpha > 0.70). Multiple linear regression analysis was used with the help of SPSS 26. The results of the study show that job satisfaction has a significant positive effect on productivity (β = 0.723, p < 0.05), as does organizational commitment (β = 0.555, p < 0.05). Simultaneously, these two variables contribute to an increase in employee productivity with a coefficient of determination of 77.8%.  These findings support the theories of Locke (1976) and Meyer & Allen (1991) and are in line with previous studies, although the context of micro cooperatives provides unique characteristics. The practical implications of this study encourage cooperatives to strengthen their reward systems, provide training, and improve work SOPs, particularly in marketing services. The limitations of this study lie in the small sample size and cross-sectional design. Future research is recommended to use a larger sample, a longitudinal approach, and include moderator variables such as work motivation or organizational culture.

This study explores the impact of emotional intelligence and work–life balance on organizational commitment, with job satisfaction serving as a mediating variable, in the context of couriers at JNE Denpasar. Utilizing a quantitative research design, the study applies Partial Least Square (PLS) Structural Equation Modeling (SEM) to analyze data collected from 56 participants through a census sampling method. The findings reveal that emotional intelligence has a direct and significant effect on organizational commitment, indicating that employees with higher emotional intelligence tend to demonstrate stronger loyalty and dedication to their organization. However, emotional intelligence does not show a significant influence on job satisfaction, suggesting that other factors may contribute to employees' overall contentment at work. Conversely, work–life balance significantly affects job satisfaction, highlighting the importance of maintaining a healthy equilibrium between professional and personal responsibilities. Despite this, work–life balance does not directly influence organizational commitment. Further analysis indicates that job satisfaction fully mediates the relationship between work–life balance and organizational commitment, demonstrating that employees who achieve a better work–life balance are more likely to be satisfied with their jobs, which in turn enhances their commitment to the organization. However, job satisfaction does not serve as a mediator between emotional intelligence and organizational commitment, implying a more direct pathway between these two variables. These results align with the Theory of Planned Behavior, emphasizing that positive attitudes, reflected through job satisfaction, play a critical role in fostering behaviors associated with organizational commitment. From a practical perspective, the study highlights the importance for companies, particularly in the logistics industry, to invest in initiatives that enhance emotional intelligence and promote effective work–life balance strategies. By doing so, organizations can cultivate stronger employee loyalty, improve engagement, and foster a more committed workforce, ultimately contributing to better organizational performance and stability.

PT Perkebunan Nusantara I (PTPN I) is an Indonesian State-Owned Enterprise (BUMN) specializing in plantation operations, particularly the cultivation and processing of primary commodities, including rubber, coffee, and tea. Additionally, the company engages in secondary ventures such as tobacco production, plastic sack manufacturing, and asset optimization. As of December 1, 2023, PTPN I functions as a subholding entity with regional offices strategically located in Sumatra, Java, and Sulawesi to enhance operational efficiency. The company was originally established in Aceh in 1961 as PPN Kesatuan Aceh, marking the beginning of its long-standing presence in the industry.This study aims to analyze the impact of transformational leadership, internal communication, and work ability on both organizational commitment and organizational performance at PTPN I’s Surabaya region. Utilizing a quantitative causal-explanatory approach, primary data was collected through structured questionnaires. The target population comprised employees of PTPN I in Surabaya, with 100 respondents selected via purposive sampling. Data analysis techniques included descriptive statistics and SEM-PLS (Structural Equation Modeling-Partial Least Squares). Findings reveal that transformational leadership, internal communication, and work ability significantly and positively influence organizational commitment. Likewise, transformational leadership, work ability, and organizational commitment exhibit a significant positive relationship with organizational performance. However, although internal communication has a favorable effect, its impact on organizational performance is not statistically significant in this context.

This research aims to determine the influence of organizational commitment, organizational culture and job satisfaction on the performance of Grand Rocky Bukittinggi hotel employees. The research used is a sampling technique using an associative approach in the form of a causal relationship of quantitative descriptive type. In collecting data, the technique used was distributing questionnaires to 99 respondents whose validity and reliability had been tested using a Likert scale. The analytical tool used is multiple linear regression. The techniques used in analyzing the data are data description, testing analysis requirements through normality, heteroscedasticity and multicollinearity tests assisted by SPSS v.25. The results of this research are that Organizational Commitment is classified in the sufficient category through a respondent achievement level of 3.22%, for Organizational Culture it is classified in the sufficient category through a respondent achievement level of 3.35%, then for Job Satisfaction it is classified in the sufficient category through a respondent achievement level of 3, 13%, and employee performance is in the sufficient category with a respondent achievement level of 3.35%. The contribution of Organizational Commitment (X1), Organizational Culture (X2) Job Satisfaction (X3) and Employee Performance (Y) is 13.5% while the remaining 86.5% is influenced by other factors.

This study analyzes the influence of Islamic work ethics on employee performance, with affective commitment as a mediating variable. Using a descriptive quantitative approach, the study involved 165 employees from a total population of 279, selected through purposive sampling. Data were analyzed using the PLS-SEM method. The results indicate that Islamic work ethics have a positive and significant effect on both employee performance and affective commitment. Additionally, affective commitment has a positive and significant impact on employee performance. Affective commitment mediates the influence of Islamic work ethics on employee performance, suggesting that the implementation of Islamic work ethics can enhance both affective commitment and employee performance within an organization.    

This study aims to analyze the effect of job satisfaction and affective organizational commitment on job performance at PTSP in the Ministry of Religious Affairs of Semarang Regency. Job satisfaction reflects employees' positive feelings towards their work, while affective organizational commitment reflects employees' emotional attachment to the organization. Both of these factors are believed to play an important role in improving job performance, especially in the public service sector. This study uses a quantitative method with multiple linear regression analysis techniques. Data were collected through questionnaires distributed to 60 PTSP employees as respondents. The results of the analysis show that job satisfaction has a positive and significant effect on job performance, which means that the higher the job satisfaction, the better the job performance. In addition, affective organizational commitment also has a positive and significant effect on job performance, indicating that employees with high emotional commitment to the organization tend to be more productive and dedicated. These findings confirm that increasing job satisfaction and affective organizational commitment can be an effective strategy in improving job performance in the public service sector. Therefore, organizations are advised to create a work environment that supports and strengthens employees' emotional ties to the organization.

"Insider" practices and "privileges" are often overlooked in human resource management (HRM) discourse, despite their significant impact on organizational justice, employee motivation, and overall performance. This article explores how informal connections and preferential treatment undermine meritocratic systems, distort perceptions of fairness, and reduce job satisfaction and employee commitment. Using a qualitative case study approach, the findings reveal that perceptions of injustice caused by informal practices—such as promotions based on personal ties, biased performance evaluations, and exclusive access to opportunities—can significantly weaken both intrinsic and extrinsic employee motivation. The study highlights the urgency of implementing transparent, accountable, and performance-based reward systems as strategic efforts to foster a fair and healthy organizational culture. Practically, organizations must develop HRM policies that are not only procedurally fair but also perceived as equitable to sustain long-term employee productivity and retention.

This ponder analyzes the impact of execution estimation framework on work inspiration and representative efficiency at the Staff of Military Coordinations, Indonesia Defense College, and tests the intervening part of work inspiration. The inquire about strategy employments a quantitative approach with a study of 125 respondents (teachers, scholastic staff, and bolster staff). Information were analyzed utilizing SEM. The comes about appeared that the execution estimation framework incorporates a positive and noteworthy impact on work inspiration (β = 0.52, p < 0.001), and work inspiration encompasses a positive impact on representative efficiency (β = 0.64, p < 0.001). Work inspiration moreover altogether intercedes the relationship between execution estimation framework and worker efficiency (β = 0.33, p < 0.01). This finding bolsters Self-Determination hypothesis which emphasizes the significance of satisfying mental must  increment natural inspiration. Show approval through the goodness-of-fit test appeared a great fit with the observational information (Chi-Square/df = 2.15, RMSEA = 0.06, CFI = 0.95, TLI = 0.93). For all intents and purposes, this ponder suggests an moved forward execution estimation framework that's  more transparent and reasonable to extend worker inspiration and efficiency. The investigate suggestions give hypothetical and commonsense commitments to the advancement of execution administration within the military and comparative organizations.

Government institutions play a crucial role in providing public services, implementing state policies, and managing public administration. Human resource management in institutions aims to enhance employee productivity to support the achievement of organizational goals. This study aims to analyze the influence of discipline, commitment, and organizational climate on employee performance at the Kesyahbandaran and Port Authority Office Class III Tanjung Wangi. The research employs a quantitative approach with a causal study design. Data were collected from 90 respondents using a sampling technique and analyzed using multiple regression analysis. The results indicate that work discipline has a significant partial effect on employee performance, where higher discipline enhances productivity. Commitment has a significant partial effect, showing that employees with high loyalty and moral responsibility tend to perform optimally. A positive organizational climate significantly increases employee performance by creating a conducive work atmosphere. Simultaneously, discipline, commitment, and organizational climate significantly influence employee performance, suggesting that these three variables complement each other in enhancing work efficiency and effectiveness. The findings are expected to serve as a reference for government institutions in formulating policies and strategies to improve employee performance through discipline management, commitment reinforcement, and the establishment of a positive organizational climate.

This study sought to achieve a set of objectives, the most important of which is preparing atheoretical framework for the research variables through which it clarifies the role of interactiveorganisational culture and its impact on the relationship between organisational commitment andoutstanding performance, building a hypothetical model between the study variables andexplaining the effect between these variables, identifying the impact of organisational culturedimensions on exceptional performance, determining the effect of organizational commitment onoutstanding performance. The study used statistical tools to analyse and process data andinformation, including the (SPSS) program and the questionnaire. The study community wasadopted, represented by (Dhi Qar Directorate Office). The study sample was all employees in theDhi Qar Education Directorate Office, where the sample numbers were (1200) and (290) weredistributed using the Morcan model. The total number of valid questionnaires for analysis was(257) questionnaires.

This research was conducted to determine the role of talent management and performance allowances in improving employee performance through organizational commitment at the Central Java Province Department of Industry and Trade. The research method uses quantitative research. The sample taken was 182 employees. Data analysis in this study used the Partial Least Square (PLS) method with calculations using Smart PLS 4.0 software. The research results concluded that talent management variables have a role in improving employee performance and organizational commitment, performance allowances play a role in increasing organizational commitment but do not play a role in improving employee performance, organizational commitment plays a role in improving employee performance.

This study aims to evaluate the impact of Work-Life Balance, Employee Internal Marketing, and Corporate Culture on Organizational Citizenship Behavior (OCB) among employees of PT XYZ Cikarang. OCB is a voluntary action taken by employees to improve organizational performance beyond their official responsibilities. An optimal work-life balance can improve employee well-being and strengthen their commitment to the company. Internal Employee Branding serves to strengthen employees' identity and relationship with the company, while Corporate Culture forms values and norms that encourage constructive behavior in the work environment. This study applies a quantitative method with a multiple regression analysis approach. Information was obtained through questionnaires distributed to employees of PT XYZ Cikarang. The research findings indicate that work-life balance, internal marketing for employees, and organizational culture have a positive and significant impact on OCB, both separately and together. The main factor that is most influential in strengthening OCB is Organizational Culture, which shows the important role of company values and norms in shaping employee attitudes. The findings suggest that companies should improve work-life balance, strengthen internal brands, and create a supportive organizational culture to encourage employees to perform behaviors that go beyond their responsibilities.

This study aims to determine the effect of Total Quality Management (TQM), work motivation, and organizational commitment on managerial performance at PT Semen Padang using a quantitative approach method. The population in the study were all managers and senior managers working at PT Semen Padang totaling 140 people. In this study, the sampling technique used the purposive sampling method. The sources in this study were employees who held managerial positions at PT Semen Padang. The data collection method that will be used in this study is a questionnaire. Data were processed using SPSS 25.0. The results of the study indicate that Total Quality Management and work motivation have a positive and significant effect on managerial performance, organizational commitment does not have a significant effect on managerial performance. Total quality management, work motivation and organizational commitment have a significant positive effect on managerial performance at PT Semen Padang.