Hasil Pencarian  ::  Simpan CSV :: Kembali

"This study aims to explore the determinants of AI adoption and its impact on HRM effectiveness in Tanzanian medium enterprises (MEs). With a focus on providing insights for HR professionals and decision makers, data from 185 respondents comprising HR professionals, IT professionals, and CEOs who have adopted AI were analyzed using PLS-SEM, which includes factors of Relative Advantage, Complexity, Compatibility, Security/ Privacy, Top management, Organizational readiness, Competitive pressure, External support, and Government support for AI adoption. The results highlight relative advantage, compatibility, and competitive pressure as the key drivers of AI adoption in the Tanzanian context, which in turn enhances the effectiveness of HR systems. The study bridges the existing gap and offers recommendations for the integration of AI into HRM practices. Implications for managers and solution providers are discussed to facilitate a better understanding of the determinants influencing the adoption process in SEs in Tanzania. The study builds on theoretical knowledge of AI adoption by utilizing the TOE model, which incorporates technological, organizational, and environmental factors. The study recommends future exploration of additional factors and inclusion of a larger sample to enhance the universality of the results.

---

This study intends to explore the determinants of AI adoption and its impact on HRM effectiveness in Tanzanian medium enterprises (MEs). With a focus on providing insights for HR professionals and decision-makers, data from 185 respondents comprising HR professionals, IT professionals, and CEOs who have already adopted AI was analyzed using PLS-SEM, in which factors of Relative advantage, Complexity, Compatibility, Security/Privacy, Top management, Organization readiness, Competitive pressure, External support and Government support were tested for the adoption of AI. Results highlight relative advantage, compatibility, and competitive pressure as key drivers of AI adoption in Tanzania's context, subsequently enhancing HR systems' effectiveness. The study bridges the existing gaps and offers recommendations for AI integration into HRM practices. Implications for managers and solution providers were discussed to facilitate a better understanding of the determinants influencing the adoption process within Tanzanian MEs. The study underlies the theoretical knowledge of AI adoption by utilizing the TOE model, incorporating technological, organizational, and environmental factors. This study recommends future exploration of additional factors and including a larger sample to enhance the universality of results."

"e-HRM merupakan suatu teknologi informasi yang dapat meningkatkan efektivitas dan efisiensi sistem HRM perusahaan dengan melaksanakan fungsi sistem tersebut secara elektronik atau online. Penelitian ini bertujuan untuk menganalisis pengaruh penggunaan electronic human resource management (e-HRM) terhadap efektivitas HRM di perusahaan perbankan. Unified Theory of Acceptance and Use of Technology (UTAUT) digunakan sebagai teori untuk menganalisis pengaruh determinan e-HRM (performance expectancy, effort expectancy, dan social influence) terhadap penggunaan sistem e-HRM. Data empiris diperoleh melalui kuesioner yang disebarkan ke salah satu perusahaan perbankan di Jakarta. Analisis hipotesis dilakukan dengan teknik Structural Equation Modeling (SEM) menggunakan perangkat lunak Lisrel 8.80. Hasil penelitian ini menunjukkan bahwa performance expectancy dan effort expectancy dapat memengaruhi penggunaan sistem e-HRM oleh karyawan. Penggunaan sistem e-HRM juga terbukti memiliki pengaruh positif dan signifikan terhadap efektivitas HRM pada tingkat kebijakan dan praktik

---

e-HRM is an information technology that increased the effectiveness and efficiency of company’s HRM system by carrying out HRM system’s function electronically or online. The purpose of this study is to analyze the effect of using electronic human resource management (e-HRM) on human resource management (HRM) effectiveness in Banking Company. Unified Theory of Acceptance and Use of Technology (UTAUT) was used as a theory to analyze the effect of e-HRM determinants (performance expectancy, effort expectancy, and social influence) toward e-HRM usage. Empirical data was obtained through questionnaires that distributed to one of the banking company in Jakarta. Hypothesis was examined using structural equation modeling (SEM) technique using Lisrel 8.80 software. The findings indicate that performance expectancy and effort expectancy influence e-HRM usage. e-HRM usage also has positive and significant effect on HRM effectiveness at policy and practice level"

"Kecerdasan Artifisial atau Artificial Intelligence (AI) merupakan teknologi yang memungkinkan mesin untuk menerima, mengolah, dan membuat keputusan berdasarkan data yang diterima. Kehadiran AI yang semakin menjamur di kehidupan masyarakat membuat pemerintah di berbagai negara berinisiatif untuk mengimplementasikan AI secara publik dengan mengeluarkan strategi AI nasional. Indonesia yang sudah mengeluarkan strategi AI nasional namun belum mengadopsi AI secara menyeluruh memiliki kesempatan untuk belajar dari negara lain agar adopsi AI di Indonesia berlangsung dengan efektif dan efisien. Penelitian ini berfokus untuk menemukan pelajaran atau hikmah yang dapat digunakan oleh Indonesia dalam mengadopsi AI di ranah publik. Hal ini dicapai dengan meninjau aspek sosioteknis dalam implementasi AI dengan membandingkan kerangka kultur Hofstede, indeks kesiapan AI pemerintah 2022, dan survei menyangkut sikap publik dan perusahaan terhadap AI dari negara-negara pembanding. Aspek strategi juga diteliti dengan melihat strategi AI nasional di negara-negara pembanding dalam kerangka yang sama. Adapun negara-negara yang dilibatkan dalam penelitian ini adalah Singapura, Malaysia, Jepang, Korea Selatan, Australia, dan Indonesia. Hal pertama yang dilakukan dalam penelitian ini adalah mengidentifikasi aspek-aspek yang diperlukan untuk memahami strategi AI nasional. Setelah itu, dilakukan literature review dengan metode 3C+2S (compare, contrast, criticize, synthesize, summary) terhadap semua data untuk menentukan apakah kondisi sosial dan teknologi dipertimbangkan dalam strategi AI nasional dan menemukan kesamaan serta perbedaan dari seluruh aspek. Semua jawaban dari penelitian ini kemudian ditarik kesimpulan untuk menemukan poin-poin penting yang perlu diperhatikan dalam implementasi AI di Indonesia.Hasil dari penelitian adalah kerangka kerja untuk memahami strategi AI nasional yang secara umum terdiri dari kondisi saat ini, strategi yang digunakan, dan komunikasi strategi kepada pihak lain. Dengan meneliti strategi AI nasional di keenam negara menggunakan kerangka kerja yang telah dibuat, ditemukan bahwa aspek sosial masih jarang dipertimbangkan dalam strategi AI nasional dibandingkan dengan aspek teknologi. Penelitian ini juga menunjukkan walaupun Indonesia memiliki beberapa kemiripan secara budaya dengan negara lain, Indonesia mengalami ketertinggalan jauh dalam kesiapannya untuk mengadopsi AI khususnya dari sektor teknologi. Kesamaan lain terlihat pada bidang yang diprioritaskan dalam strategi dan kesediaan setiap negara untuk membentuk ekosistem yang dapat mendukung perkembangan AI di negaranya masing-masing.Temuan dari penelitian ini mencakup beberapa poin, yaitu: penyatuan langkah strategis, berfokus untuk menyelesaikan permasalahan mendasar, dan penekanan pada pengembangan manusia.

---

Artificial Intelligence (AI) is technology that enables machine to accept, process, and make decisions based on data given. As AI becomes ubiquitous in the society, governments in multiple countries plan to implement AI in public sector through National AI Strategy. Indonesia as a country that hasn't fully adopt AI still has the chance to learn from other countries so that AI implementation in Indonesia's public sector could be done in an effective and efficient manner.

This study focuses on finding lesson learned that could be used by Indonesia in adopting AI in public. This study was done through reviewing sociotechnical aspect in AI implementation by comparing Hofstede's cultural framework, Government AI Readiness Index 2022, and surveys related to public and companies' attitude towards AI from compared countries. Strategy aspect is also studied by looking at national AI strategies in compared countries through the same lens. Countries that are involved in this study are Singapore, Malaysia, Japan, South Korea, Australia, and Indonesia.

The first step from this study is to identify aspects needed to understand national AI strategy. Afterwards, literature review with 3C+2S method (compare, contrast, criticize, synthesize, summary) is conducted to all data to determine whether social and technological condition is considered in national AI strategy and found similarities and differences from all aspects. All answers from the study then summarized to identify important points for AI implementation in Indonesia.

The result from this study is a newly created framework to understand national AI strategies that generally consists current condition, strategy used, and strategy communication to other parties. By using the framework to compare national AI strategies in six countries, it is found that social aspect is still rarely considered in national AI strategy comparing to the technology aspect.

This study also shows that despite the similarities in culture between Indonesia and other countries, Indonesia is lagging far behind in its readiness to adopt AI especially technology-wise. Other similarities are seen at national priorities in the strategy and each countries' willingness to build an ecosystem that supports AI development in their respective countries.

Findings from this study covers points as follows: strategic steps unity, focus to solve the root problems, and emphasis on human development."

"Penelitian ini bertujuan untuk mendeskripsikan pengembangan human capital dan dampaknya sebagai salah satu bentuk manajemen sumber daya manusia di PT M. Penelitian ini merupakan penelitian kualitatif deskriptif yang diawali dengan studi literatur. Pengumpulan data dilakukan pada tahun 2021 melalui wawancara mendalam dengan 6 informan. Hasil penelitian menunjukkan bahwa pengembangan human capital yang dilakukan oleh PT M berfokus kepada kompetensi yang merujuk pada kemampuan, pengetahuan, dan keterampilan saja. Sehingga pengembangan human capital yang dilakukan disebut sebagai pengembangan kompetensi karyawan. Pengembangan human capital yang dilakukan dimulai dengan pengisian personal development plan yang sesuai dengan kebutuhan pengembangan setiap karyawan sehingga dalam pelaksanaannya, pengembangan memiliki sasaran prinsip, karakteristik, dan isu utama yang berbeda-beda. Adapun dampak pengembangan human capital di PT M yakni peningkatan keterampilan dan pengetahuan, peningkatan kepercayaan diri, merasa diperhatikan oleh perusahaan, dan berdampak pada peningkatan kinerja di lapangan.

---

This study aims to describe the development of human capital and its impact as a form of human resource management at PT M. This is a qualitative descriptive study preceded with literature studies. Data collection conducted in 2021 trough in-depth interviews with 6 informants The results of the study revealed that the development of human capital carried out by PT M only focuses on competencies that refer to abilities, knowledge, and skills. So, it is referred to as employee competency development. Human capital development begins with filling out a personal development plan that is in accordance with the development needs of each employee so that in its implementation, development has different principles, characteristics, and main issues. The impact of developing human capital at PT M is increasing skills and knowledge, increasing self-confidence, feeling cared for by the company, and having an impact on improving performance in the field."

"

Deutsche Bank Group merupakan salah satu grup Bank terbesar di Eropa dan Dunia dengan jumlah karyawan yang lebih dari 98000 orang di lebih dari 72 negara. Oleh karenaya, pengaturan yang efisien terhadap sumber daya manusia yang dimiliki sangatlah penting demi kelangsungan operasional perusahaan, terutama dalam hal yang menyangkut pemberdayaan karyawan-karyawan yang sudah lama bekerja di Deutsche Bank. Makalah ini membahas bagaimana program-program sumber daya manusia yang dimiliki oleh Deutsche Bank yang sudah berjalan meningkatkan performa pekerja, kekuatan dan kekurangan perusahaan, action plan dan rekomendasi.

 

---

Deutsche Bank Group is one of largest bank in Europe and the World, with more than 98000 employees in more than 72 countries worldwide. With such large and diverse employees, efficiency in human resource management is a must for the sustainability of the company, especially in empowering their current employees to grow and perform better in their job. This report will discuss Deutsche Bank human resources program enhance their employee’s performance, SWOT analysis of the company, action plan for the report and recommendation.

 

"

"Google adalah salah satu perusahaan yang paling berpengaruh di muka bumi. Selama perjalanannya, mereka telah meraih berbagai macam pencapaian. Sayangnya, situasinya telah berubah. Sederet masalah kian melanda mereka sejak 2018 sampai sekarang. Menggunakan pendekatan manajemen sumber daya manusia, terdapat dua isu utama yang dapat diidentifikasi. Yang pertama adalah diskriminasi terhadap pekerja sementara. Sementara isu kedua adalah buruknya respon manajemen dalam menyikapi masalah yang ada. Isu-isu tersebut terjadi dikarenakan beberapa alasan diantaranya adalah kompetisi pasar, keuntungan dari hukum yang berlaku serta buruknya pengambilan keputusan pada level manajemen puncak. Untuk menyelesaikan masalah ini ada beberapa kemungkinan solusi yang dapat diterapkan. Langkah yang harus mereka ambil adalah mengevaluasi jumlah dari total karyawan penuh waktu dan pekerja yang mereka butuhkan, mengaplikasikan pelatihan untuk keterbukaan dalam keberagaman serta pengembangan dan peningkatan sistem manajemen internal. Kesimpulannya, Google sedang menghadapi penurunan yang signifikan dalam kinerja manajemen internal mereka yang harus ditanggapi dengan serius. Solusi yang telah dijelaskan dapat menjadi kunci untuk menangani masalah yang ada.

---

Google is one of the most influential companies on earth. Throughout their journey, they have achieved numerous accomplishments. Unfortunately, the situation has changed. Massive problems keep hitting them since 2018 up until now. Using the human resource management approach, there are two main issues that can be identified. The first one is discrimination toward their temporary workers. While the second issue is poor management response to the problems they face. These issues occurred for several reasons such as market competition, legal advantage and poor decision-making at the top management level. To solve those issues there are feasible solutions that can be done. The steps they should take are evaluating the number of full-time employees and workers they need to hire, applying diversity-open training and development and upgrading their internal management system. To conclude, Google is facing a significant decline in their internal management performance that should be taken seriously. Prior solutions that have been mentioned before might be the key to tackling the problems. "

"Saat menjalankan tugasnya sebagai penegak hukum, POLRI tidak hanya berkutat pada aspek operasional dan penindakan kejahatan semata, tetapi juga harus memperhatikan citra dan hubungan dengan masyarakat. Penelitian ini bertujuan untuk menganalisis Strategi manajemen SDM Di Polres Pelalawan Polda Riau Dalam membangun citra POLRI pada Masyarakat serta kendala yang dihadapi. Jenis penelitian ini adalah kualitatif deskriktif. Teknik pengumpulan data menggunakan wawancara, observasi dan dokumentasi. Teknik keabsahan menggunakan triangulasi sumber dan Teknik. Data dianalisis secara deskriktif. Hasil penelitian menunjukkan bahwa strategi manajemen Sumber Daya Manusia (SDM) di Polres Pelalawan Polda Riau mencakup beberapa strategi utama untuk membangun citra positif POLRI. seperti, Polres Pelalawan mengadakan pembinaan mental kerohanian, pelatihan dan pengembangan kompetensi secara rutin. Kedua, penilaian kinerja berkala dilakukan untuk mengidentifikasi kekuatan dan kelemahan anggota, memberikan umpan balik konstruktif, dan merancang program pengembangan individu yang sesuai, dengan sistem penilaian yang transparan dan objektif. Ketiga, Polres Pelalawan menekankan pentingnya merespons keluhan masyarakat dengan cepat dan tepat, meningkatkan kepercayaan publik terhadap POLRI. Selain itu, keterlibatan dalam kegiatan sosial dan kemasyarakatan memperkuat hubungan dengan masyarakat, menunjukkan kepedulian dan keterlibatan POLRI dalam kehidupan sehari-hari. Terakhir, pemanfaatan teknologi informasi, termasuk media sosial, memungkinkan Polres Pelalawan untuk menyebarkan informasi secara cepat dan efektif, membangun hubungan yang lebih kuat dengan masyarakat, serta meningkatkan citra POLRI secara keseluruhan. Sedangkan tantangan yang dihadapi adalah Keterbatasan Sumber Daya yang terdiri dari sumber daya manusia, anggaran dan infrastruktur. Kedua Tantangan Teknologi dan Informasi.

---

When carrying out its duties as law enforcers, POLRI does not only focus on operational aspects and crime prevention, but must also pay attention to its image and relationship with the community. This research aims to analyze the HR management strategy at the Pelalawan Police, Riau Regional Police in building the image of the POLRI in society and the obstacles faced. This type of research is descriptive qualitative. Data collection techniques use interviews, observation and documentation. The validity technique uses source and technique triangulation. Data was analyzed descriptively. The research results show that the Human Resources (HR) management strategy at the Pelalawan Police, Riau Regional Police includes several main strategies to build a positive image of the Indonesian National Police. For example, the Pelalawan Police hold regular mental development, training and professional development. Second, regular performance assessments are carried out to identify members' strengths and weaknesses, provide constructive feedback, and design appropriate individual development programs, with a transparent and objective assessment system. Third, Pelalawan Police emphasizes the importance of responding to public complaints quickly and appropriately, increasing public trust in POLRI. In addition, involvement in social and community activities strengthens relationships with the community, shows POLRI's concern and involvement in everyday life. Lastly, the use of information technology, including social media, allows the Pelalawan Police to disseminate information quickly and effectively, build stronger relationships with the community, and improve the overall image of the POLRI. Meanwhile, the challenges faced are limited resources consisting of human resources, budget and infrastructure. Second, Technology and Information Challenges."

"Pengembangan sumber daya manusia merupakan salah satu bagian dari manajemen sumber daya manusia yang harus dilaksanakan oleh organisasi. dalam organisasi publik, Pengembangan SDM dilakukan untuk meningkatkan knowledge, skill dan abilities PNS di maksud. Di dalam Peraturan Pemerintah Nomor 11 Tahun 2017 tentang Manajemen PNS yang menyatakan bahwa setiap PNS memiliki hak untuk memperoleh pengembangan kompetensi selama dua puluh jam pelajaran dalam satu tahun. Pengembangan kompetensi dilakukan untuk meningkatkan kompetensi setiap PNS melalui berbagai kegiatan, salah satunya dengan melaksanakan pendidikan dan pelatihan (Diklat). Diklat dapat dilaksanakan dengan berbagai metode baik secara klasikal maupun non-klasikal. Penelitian ini dilakukan dengan pendekatan kualitatif yang bersifat deskriptif dengan jenis penelitian terapan yang bertujuan untuk memberikan solusi terhadap strategi pengembangan SDM yang di lakukan oleh Kementerian Hukum dan Hak Asasi Manusia melalui Badan Pengembangan Sumber Daya Manusia Hukum dan HAM dan Balai Pendidikan dan Pelatihan Hukum dan HAM. Teknik pengumpulan data dalam penelitian ini dilakukan melalui wawancara terhadap informan internal dan eksternal yang berjumlah sebanyak sepuluh informan. Informan internal di antaranya Sekretaris Badan, Kepala Bidang Program di Pusat Pengembangan Diklat Teknis dan Kepemimpinan dan Pusat Pengembangan Diklat Fungsional dan HAM serta Kepala Pusat Penilaian Kompetensi. Sedangkan, informan eksternal BPSDM Hukum dan HAM di antaranya, Kepala Kantor Wilayah, Kepala Divisi Administrasi dan Kepala Bagian Pengembangan Karir di Biro Kepegawaian. BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM memiliki tugas dan fungsi untuk melaksanakan pengembangan SDM terhadap seluruh PNS di lingkungan Kementerian Hukum dan Hak Asasi Manusia. BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM saat ini menyelenggarakan pengembangan SDM dengan melaksanakan pendidikan dan pelatihan (Diklat) melalui daring dengan metode Pembelajaran Jarak Jauh (PJJ) dan e-learning. Diklat dilaksanakan sesuai dengan sasaran strategis BPSDM Hukum dan HAM yang berpedoman pada rencana strategis Kementerian Hukum dan HAM. Dalam pengembangan SDM yang dilakukan oleh BPSDM dan Balai Diklat Hukum dan HAM terdapat faktor penghambat, sehingga perlu adanya strategi pengembangan SDM yang sesuai dan dapat dilaksanakan oleh BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM. BPSDM Hukum dan HAM telah mencanangkan Kementerian Hukum dan HAM Corporate University, yang diharapkan mampu menjawab permasalahan yang berkaitan dengan pengembangan SDM

---

Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources developmentHuman resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development."

"Penelitian ini membahas mengenai keterkaitan antara pengelolaan sumber daya manusia (SDM), komitmen keorganisasian dan intensi pegawai untuk keluar organisasi pada pegawai Kantor Pusat PT Bank X di Jakarta. Penelitian ini menggunakan pendekatan kuantitatif dengan teknik pengumpulan data secara primer melalui kuesioner. Tujuan dari penelitian ini adalah membuktikan pengaruh pengelolaan SDM terhadap intensi keluar organisasi dengan komitmen keorganisasian sebagai variabel antara. Hasil penelitian menunjukkan bahwa pengelolaan SDM memiliki pengaruh signifikan terhadap intensi keluar organisasi; komitmen keorganisasian memiliki pengaruh signifikan terhadap intensi keluar organisasi; pengelolaan SDM memiliki pengaruh signifikan terhadap komitmen keorganisasian; dan pengelolaan SDM memiliki pengaruh terhadap intensi keluar dengan komitmen keorganisasian sebagai variabel antara.

---

This study discusses the linkages between human resource management, organizational commitment and employee turnover intention at headquarter of PT Bank X in Jakarta. This study uses a quantitative approach with the primary data collection technique through a questionnaire. The purpose of this study is to prove the influence of human resource management on turnover intention with organizational commitment as a mediating variables.

Results of the study showed that human resource management has a significant influence on turnover intention, organizational commitment has a significant influence on turnover intention, human resource management has a significant influence on organizational commitment, and human resource management have an influence on turnover intention with organizational commitment as a mediating variable."