The Influence of Human Resource Quality, Career Development, Leadership Style, and Work Culture on Employee Performance at the Secretariat General of the National Commission on Human Rights of Indonesia
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Lidiya Lidiya*
Gofur Ahmad
Staff performance at the Secretariat General of Komnas HAM remains suboptimal, evidenced by unmet organizational performance indicators and declining staff ratings. This study examines the influence of human resource quality, career development, leadership style, and work culture on employee performance, both individually and collectively. The undertaking is impelled by lackluster performance attainments, manifest in dwindling appraisal ratings for 14 personnel and a BerAKHLAK Index languishing beneath the national mean. A quantitative methodology with a survey schema was employed upon 193 respondents culled from a populace of 372 employees via the Slovin formula and proportionate stratified random sampling. Data were amassed through questionnaires utilizing a 1-5 Likert gradation and scrutinized via SEM-PLS with SmartPLS. The findings disclose that human resource quality (path coefficient = 0.363; p = 0.000) and work culture (path coefficient = 0.541; p = 0.000) exert a favorable and consequential influence upon employee performance. Conversely, career development (p = 0.797) and leadership style (p = 0.092) evince no appreciable effects. Concurrently, the quartet of variables elucidates 76.1 percent of performance variance (R² = 0.761), with work culture standing as the preeminent variable (f² = 0.504). These revelations intimate that augmenting employee performance at the Secretariat General of Komnas HAM is more efficaciously accomplished through fortifying human resource quality and work culture rather than fixating solely upon career development or leadership style. The research outcomes are anticipated to furnish invaluable counsel for leadership in devising more judiciously calibrated human resource management stratagems.
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