The Impact of Human Resource Management on Organizational Performance in Manufacturing Companies in West Java
Keywords:
Human Resource Management, Organizational Performance, Employee EngagementAbstract
Purpose: This study explores the relationship between Human Resource Management (HRM) practices and organizational performance in manufacturing companies in West Java, Indonesia.
Subjects and Methods: Specifically, it examines how recruitment, training and development, performance management, and employee engagement practices impact the overall performance of organizations. A quantitative research design was employed, with data collected from 150 employees across various manufacturing firms in the region.
Results: The results reveal that HRM practices, particularly employee engagement, training and development, and performance management, have a significant and positive effect on organizational performance. Employee engagement was identified as the most influential HRM practice, followed by training and development.
Conclusions: The study concludes that organizations in West Java can improve their performance by strategically implementing HRM practices that foster employee involvement, skill development, and effective performance management. These findings contribute to the resource-based view of HRM, which emphasizes the role of human capital in achieving competitive advantage and organizational success.
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