Articles

The Effect of Transfers, Employee Performance Appraisal, And Talent Management on Employee Engagement Mediated by Job Satisfaction at Tax Offices Under the Regional Office of The Directorate General of Taxes in Yogyakarta Special Region

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 This study aims to analyze the effect of transfer, employee performance appraisal, and talent management on employee engagement, with job satisfaction as a mediating variable. The phenomenon of resignation requests or transfer of employees to other institutions is an issue frequently faced by various organizations, this is also the case at vertical units at the Regional Office of the Directorate General of Taxes in the Special Region of Yogyakarta. The research focused on the variables of transfers, performance appraisal, and talent management in the public sector which is rarely conducted. The researcher intends to examine employee engagement within organizations relate to Human Resource Management (HRM) policies. This research is quantitative, using questionnaires as the data collection method. The population in this study consisted of 381 employees from five tax offices. A purposive sampling method was used. From the 76 questionnaires collected, the data were then analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results of the study show that: (1) Talent Management has a positive and significant effect on job satisfaction, (2) Employee Performance Appraisal has a positive and significant effect on employee engagement, (3) Job Satisfaction has a positive and significant effect on employee engagement, (4) Talent Management has a positive and significant effect on employee engagement mediated by job satisfaction. This study will strengthen existing knowledge that HRM practices should be context-specific rather than universal, in order to better accommodate the unique human resource conditions at the Directorate General of Taxes.

Modeling the Drivers of Innovative Work Behavior: The Influence of Talent Management and Psychological Empowerment through Structural Equation Modeling

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In the context of rapidly evolving public health challenges, the capacity for innovative work behavior (IWB) among health sector employees is increasingly vital to ensure adaptive and responsive healthcare delivery. This study examines the influence of talent management and psychological empowerment on IWB among employees of the Garut City Health Service in Indonesia. Drawing upon resource-based theory and self-determination theory, the study conceptualizes talent management as a strategic approach encompassing talent acquisition, development, retention, and succession planning. Psychological empowerment, defined through meaning, competence, self-determination, and impact, is explored as a cognitive-motivational state that may mediate the relationship between talent management and innovative behavior. Data were collected from 221 civil servants using a structured questionnaire and analyzed using Structural Equation Modeling (SEM). The findings reveal that talent management significantly positively affects both psychological empowerment and IWB. Moreover, psychological empowerment partially mediates, indicating that employees’ perceptions of autonomy and competence are essential to translate talent initiatives into innovative outcomes. This study contributes to the theoretical understanding of innovation in the public health sector by integrating HRM and organizational behavior perspectives. Practically, it highlights the importance of cultivating psychologically empowered environments to stimulate innovation within bureaucratic health institutions. The results provide evidence-based guidance for public sector leaders aiming to foster innovation through strategic investment in human capital. Implications for theory, policy, and future research are discussed, particularly in the context of decentralization and healthcare reform in developing countries.

The Influence of Knowledge Management and Talent Management on Employee Performance in the Telecommunications Industry (Case Study: PT Dayamitra Telekomunikasi Tbk)

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The rapid transformation of the telecommunications industry has increased the urgency for strategic human resource management to maintain organizational competitiveness and sustainability. This study explores the influence of knowledge management and talent management on employee performance within a leading telecommunications infrastructure company in Indonesia. A quantitative method was applied using Partial Least Squares – Structural Equation Modeling (PLS-SEM) to analyze responses from permanent employees collected through a structured questionnaire. The findings indicate that knowledge management plays a crucial and positive role in enhancing employee performance, particularly through knowledge creation, sharing, and application. In contrast, talent management was found to have a negative relationship with performance, suggesting possible misalignment in its implementation. Overall, the study emphasizes the importance of effective knowledge management in driving individual and organizational productivity, while also highlight ting the need for a more responsive and strategic approach to talent management in adapting to the demands of the digital era.

Designing Career Management System Improvement for A Joint Venture Company

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In a Joint Venture company with total manpower planning 34 people, career path becomes an issue which impacts the internal condition in the company involving employee satisfaction index and organization need fulfillment. This research observes how employees perceive career management system in the company. The research is done through company document analysis and semi structured interview to the selected samples as the representative of employee. Refer to the result of observation, it is suggested to improve career management system in the joint venture company through implementation of integrated talent management in area development and retention by connecting all talent assessment results to open career opportunity for company self-recruited employee in the level Head of Bureau by unlocking new positions of Head of Bureau to be occupied by company self-recruited employee. Fulfillment of position from assignment from parent company can be made only if there is no candidate for the joint venture internal talent to meet required criteria for that position. This way will contribute to increasing employee retention in the company.

Talent Management Strategies in Indonesia’s Digital Media and Entertainment Industry for Gen Z: The Role of Leadership Style and Organizational Culture

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This study found that leadership style has a significant effect on talent management, with transformational leadership being more effective in retaining talent in the digital media and entertainment industry. However, the use of organizational culture as an intervening variable showed no significant effect on talent management. The study also highlights the challenges and opportunities in retaining Generation Z talent in the media and entertainment sector, emphasizing the importance of factors such as diversity, inclusion, technology, sustainability, and legal considerations in attracting and retaining top talent.The survey results show that different industries have different preferences regarding leadership styles, talent management strategies, and organizational culture. The music industry values community, the gaming industry prefers transformational leadership styles, the film industry emphasizes individual recognition, and the digital marketing industry prioritizes financial rewards. The analysis suggests that leadership style has a positive effect on organizational culture and talent management, and organizational culture also affects talent management. Validity and reliability tests confirmed the accuracy of the survey data.

 

The Effect of Talent Management and Knowledge Management on Employee Performance with Employee Engagement as Mediation Variable in BPJS Yogyakarta Indonesia

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This study aims to determine the effect of talent management and knowledge management mediated by employee engagement on employee performance at BPJS Ketenagakerjaan KACAB Yogyakarta. This study used a descriptive quantitative approach, the population in this study were BPJS Ketenagakerjaan KACAB Yogyakarta employees, totaling 42 permanent employees. Researchers determine the number of research samples using non-probability sampling technique. The non-probability sampling technique that the researchers used in this study was saturated or census sampling. The sample used was all employees of the Yogyakarta KACAB Employment BPJS, namely 42 employees. The data used are primary data obtained through questionnaires and interviews. The analytical method used in this study is the Structural Equation Model (SEM) with Partial Least Square (PLS) 4.0. The results of this study indicate that talent management has a positive and significant effect on employee performance, knowledge management has a positive and significant effect on employee performance, talent management has a positive and significant effect on employee performance with employee engagement as the mediating variable, knowledge management has a positive and significant effect on employee performance with employee engagement as a mediating variable.