<![CDATA[This study aims to build strategies and policies for superior performance of civil servant human resource management and to initiate innovation in the provision of work motivation and performance allowances, as well as the implementation of knowledge management and talent management in the public sector. Employee performance is an important component of bureaucratic reform because the achievement of organizational performance is closely related to the performance of individual employees. The study was conducted on civil servants in functional positions at the Planning and Finance Bureau of the Ministry of Youth and Sports of the Republic of Indonesia. This research employed an explanatory quantitative approach with a causal design supported by qualitative-descriptive analysis. Data were collected using a census survey through an online questionnaire involving 40 respondents. Data analysis was conducted using qualitative-descriptive and quantitative-regression techniques supported by path analysis. The findings show that knowledge management and work motivation have a positive and significant effect on employee performance. Talent management has a positive but insignificant effect on employee performance, while performance allowances have a negative and insignificant effect. Performance allowances, knowledge management, and talent management each have a positive but insignificant effect on work motivation. Work motivation has a positive and significant effect on employee performance. Furthermore, performance allowances and talent management have a positive and significant effect on employee performance through work motivation, while knowledge management has a positive but insignificant effect on employee performance through work motivation. The findings indicate that work motivation plays an important role in strengthening the effect of performance allowances and talent management on employee performance, while knowledge management has a stronger direct contribution to employee performance.]]>
