Abstract-The present era of globalization and technology have encouraged the human resource management (HRM) function to optimize strategy in dealing with challenges faced by the organization. With precious value and endless capabilities, the contribution of capable human resources practices is needed to support the strategic objectives of the company. In a sense of developing a broader organizational climate through the program people capability as a source of sustainable and highly competitive advantage in the organization, the progression of extra-role behavior activities has been developed in the form of supporting interactions and relations among employee and employers by helping each work unit running in the company more effectively. This study attempts to propose and analyze the effects of HRM practices on organizational citizenship behavior (OCB). The HRM practices variable were measured through the High-Involvement HRM Practices tool by Prieto and Pérez-Santana (2014), while the OCB variables were measured based on five major dimensions by Organ (1988). The analysis is on the active employees of PT Sigma Cipta Caraka (Telkomsigma) who had worked for at least a year in the company with the number of 243 employees. This study uses quantitative methods in collecting data with a questionnaire as a research instrument. The research data will be analyzed using descriptive statistic analysis, correlation, and regression analysis to test the relationship among variables. The results of this study provide an evidence that each dimension of HRM practices, with the exception of training, have a positive significance but no strong indication to encourage OCB activities showed by employees in the ICT company.

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Abstrak: Fokus dalam penelitian ini adalah berupaya untuk meningkatkan kinerja pegawai di BKKBN dengan menggali hubungan antara kinerja pegawai dengan faktor-faktor yang dapat mempengaruhinya, yakni organizational commitment, happiness at work, dan motivasi kerja. Pendekatan penelitian ini menggunakan metode kuantitatif. Pengumpulan data primer dilakukan dengan menyebarkan kuesioner. Analisis data dilakukan dengan analisis deskriftif dan analisis inferensial menggunakan pendekatan Structural Equation Model melalui perangkat lunak SmartPLS3 terhadap 200 data responden. Hasil penelitian menunjukkan bahwa organizational commitment dan happiness at work berpengaruh positif dan signifikan terhadap motivasi kerja dan kinerja pegawai. Adapun saat hubungan antara organizational commitment dengan kinerja pegawai dimediasi oleh motivasi kerja, menunjukkan hasil bahwa motivasi kerja dapat memediasi hubungan secara signifikan. Begitu juga saat hubungan antara happiness at work dengan kinerja pegawai dimediasi oleh motivasi kerja hasilnya memperlihatkan bahwa motivasi kerja berhasil memediasi hubungan secara signifikanAbstract:  The focus in this research is to improve employee performance in The BKKBN by exploring the relationship between employee performance with factors influenced, include of organizational commitment, happiness at work, and work motivation. The approach of this research uses quantitative methods. Primary data were collected by distributing questionnaires. Analysis of data processed by descriptive analysis and inferential analysis using the Structural Equation Model through SmartPLS3 software to 200 respondents' data. The results showed that organizational commitment and happiness at work had a positive and significant effect on work motivation and employee performance. As for the relationship between organizational commitment and employee performance is mediated by work motivation, showing the results that work motivation can mediate significantly. The same of the relationship between happiness at work and employee performance is mediated by work motivation, the results show that work motivation successfully mediates the relationship significantly.

This paper examines organizational culture, leadership, employee performance and job satisfaction at Faculty of Humanities, Universitas Indonesia. During the two periods of the current incumbent dean leadership, there are still many unresolved problems mainly problems related to human resources quality, employee discipline, low performance and others. This situation might occur due to the absence of clear written organizational culture in the Faculty of Humanities. Based on the background above, this paper will discuss how organizational culture and job satisfaction mediate leadership and job performance in order to support the implementation of academic activities at Universitas Indonesia, especially the Faculty of Humanities. The results show that (1) leadership has positive influence on employee performance, organizational culture, and job satisfaction (2) organizational culture has positive influence on employee performance (3) job satisfaction has positive influence on employee performance (4) organizational culture becomes the mediator between leadership and employee performance (5) job satisfaction becomes the mediator between leadership and employee performance.

The industrial revolution 4.0 in Indonesia requires the National Police to revamp the recruitment system where the ideal personnel ratio has not been met, and Recruitment has not been prioritized on local wisdom. To fulfill Polri's HR in quantity and quality (predictive, responsive, and fair transparency) will be largely determined by the right personnel recruitment system because, without quality human resources, the Polri organization will find it difficult to achieve its vision and mission. The theories used are HR management theory, recruitment theory, and capability theory. There is a shortage of personnel provision in the Polri organization because the personnel intake has not been optimal with the number of personnel shrinking that has occurred. If viewed from the quality aspect, there is still a lack of knowledge, ability, and attitude of prospective Polri personnel in participating in the selection of Polri personnel supply due to the large interest of the community, which is not accompanied by strengthening the capacity of prospective Polri personnel. To strengthen the Recruitment of the National Police, it is also necessary to improve, organize, and change every process of providing Polri human resources at every stage of Recruitment and selection.