The Effect of Strategic Service Quality Management and Strategic Human Resources Planning & Budgeting on the Effectiveness of Organizational Performance Mediated by Work Climate at the Main Base of the Indonesian Navy III Jakarta

<p><em>The purpose of this study was to analyze the direct effect of Strategic Service Quality Management on Good Work Climate; Strategic Human Resources Planning &amp; Budgeting on Work Climate; Strategic Service Quality Management on Organizational Effectiveness Performance; Strategic Human Resources Planning &amp; Budgeting on Organizational Performance Effectiveness; Work Climate on Organizational Performance; indirect influence of Strategic Service Quality Management on Organizational Performance Effectiveness mediated by Work Climate and Strategic Planning Human Resources &amp; Budgeting on Organizational Performance Effectiveness mediated by Work Climate.</em><em> </em><em>The population in this study were employees of </em><em>Lantamal </em><em>III Jakarta</em><em> with a population sample of </em><em>172</em><em> respondents.</em><em> </em><em>The findings of this study are that there is an influence of strategic service quality management and strategic planning of human resources &amp; budgeting on the effectiveness of organizational performance mediated by the good work climate and the seven hypotheses proposed are all proven to be accepted. Good Work Climate plays a very important role as mediation in improving Strategic Service Quality Management and Strategic Human Resources Planning &amp; Budgeting on Organizational Performance Effectiveness.</em><em></em></p>

A Research Paper on Human Resources Planning, Process and Developing

The present work addresses in a clear and simple way, the management of human resources in service organizations where staff is relevant to the achievement of policies, goals and objectives. they provide the creative and productive spark and are essential for organizational success. The paper is related to career development and the stages of a career program. It reflects on the evolution of the individual's work over time, emphasizing the stages: exploration (attempt of new roles), establishment, maintenance and descent, demarcating activities by stages of development, their relationship with the chronological age of the individual and the relative level of participation and influence, associated with each stage.

The impact of strategic human resources planning on the organizational performance of public shareholding companies in Jordan

Performance management (PM) is a common practice used by organizations to assess and manage employees’ work. Much of PM research is closely related to management practices. Corporations in the public and nonprofit sector continuously develop PM programs to ensure the sustainability of their organizations. The study aims to analyze the impact of strategic human resources planning on the organizational performance of Jordanian public shareholding companies for senior management and functional unit managers (human resources, marketing, finance, and accounting). The researchers surveyed all the public shareholding companies registered with the Jordan Securities Commission (JSC) in 2019, wherein they found that only 60 companies applied strategic planning and human resources planning (HRP) together. Two hundred and twenty questionnaires were distributed in 52 companies surveyed, and 203 were adopted for statistical analysis. Several statistical methods were used, most notably the multiple regression analysis. The researchers found out a statistically significant impact of the strategic human resources planning (integration of HRP and strategic planning; strategic participation) on organizational performance. The results showed that adopting the strategic HRP dimensions leads to an increase in an organization’s overall productivity, employee satisfaction and reputation, as well as reduced operating costs. HR managers must understand the effectiveness of strategically designed HR practices across functions.

PERAN SELEKSI (SELECTION) TENAGA KERJA YANG TEPAT TERHADAP TERCAPAINYA TUJUAN ORGANISASI

Tujuan utama dari kegiatan manajemen sumber daya manusia adalah memperoleh individu - individu yang akan memililiki nilai ekonomi bagi perusahaan, memiliki produktivtitas yang tinggi dan memiliki kepuasan kerja untuk dapat menarik, mempertahankan dan menumbuhkan sumber daya manusia yang sesuai dengan kebutyuhan perusahaan maka perusahaan terlebih dahulu ahrus melakukakn proses perencanaan sumber daya manusia (human resources planning). Perencanaan sumber daya manusia merupakan peramalan kebutuhan jumlah tenaga kerja berikut perkiraan kompetensi yang dibutuhkan dari tenaga kerja yang dibutuhkan serta mengenai pasokan tenaga kerja dengan kualifikasi tertentu yang berada di pasar tenaga kerja. Seleksi merupakan langkah pertama yang harus dilakukan perusahaan untuk memperoleh karyawan yang kompeten dan nantinya akan menempati posisi tertentu serta mengerjakan semua pekerjaan pada perusahaan. Pelaksanaan seleksi harus dilakukan secara baik, tepat dan objektif supaya karyawan yang diterima benar-benar mempunyai kompetensi untuk menjabat dan melaksanakan pekerjaan, serta bekerja untuk mencapai tujuan organisasi atau perusahaan.