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All Journal Journal of Economic, Bussines and Accounting (COSTING) Al-Kharaj: Journal of Islamic Economic and Business
Chonchita Valentina Latupapua
Universitas Pattimura
Economics, Econometrics & Finance

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THE INFLUENCE OF TALENT MANAGEMENT AND KNOWLEDGE MANAGEMENT ON EMPLOYEE PERFORMANCE WITH EMPLOYEE ENGAGEMENT AS AN INTERVENING VARIABLE AT THE MALUKU PROVINCIAL TRANSPORTATION DEPARTMENT Alfath Zulfanur Abadi; Chonchita Valentina Latupapua; Novalien Carolina Lewaherilla
Journal of Economic, Bussines and Accounting (COSTING) Vol. 8 No. 2 (2025): COSTING : Journal of Economic, Bussines and Accounting
Publisher : Institut Penelitian Matematika, Komputer, Keperawatan, Pendidikan dan Ekonomi (IPM2KPE)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31539/costing.v8i2.14906

Abstract

This study examines the impact of Talent Management (TM) and Knowledge Management (KM) on Employee Performance (EP), with Employee Engagement (EE) as a mediating variable, within the context of the Maluku Provincial Transportation Department. Using Structural Equation Modeling (SEM) with the Partial Least Squares (PLS) method, this research analyzes both direct and indirect relationships among these variables. The findings indicate that TM has a positive and significant effect on EP, demonstrating that strategic talent acquisition, competency development, and career planning enhance employee productivity. Conversely, KM does not directly influence EP, suggesting that knowledge-sharing mechanisms alone are insufficient to improve performance outcomes. However, mediation analysis reveals that EE plays a crucial role in strengthening both TM-EP and KM-EP relationships, highlighting the necessity of engagement-driven frameworks to maximize talent and knowledge utilization. Furthermore, EE exhibits a strong positive effect on EP, reinforcing the importance of fostering workplace motivation, participation, and job satisfaction. These results provide valuable insights for public sector HR management, emphasizing the need for policy reforms that integrate talent retention, structured learning initiatives, and engagement-driven leadership strategies. Given the increasing demands for efficiency and workforce optimization in government institutions, adopting TM, KM, and EE-based HR models will be instrumental in enhancing employee performance and ensuring long-term institutional success.
The Influence of Work Motivation and Work Discipline on Employee Performance with Work Engagement as a Mediating Variable Edhy Richard; Restu Alam Paripurnawaty; Chonchita Valentina Latupapua; Agusthina Risambessy
Al-Kharaj: Journal of Islamic Economic and Business Vol. 8 No. 3 (2026): Vol. 8 No. 2 (2026): All articles in this issue include authors from 3 countrie
Publisher : LP2M IAIN Palopo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24256/kharaj.v8i3.11454

Abstract

This study investigates the influence of work motivation and work discipline on employee performance, with work engagement as a mediating variable in a government law enforcement institution. Grounded in motivational theory—including Self-Determination Theory, Goal-Setting Theory, and Equity Theory—and supported by established frameworks on work discipline and employee engagement, this research develops seven hypotheses relating these constructs. A quantitative explanatory design was employed, collecting data from 125 respondents selected through proportional random sampling using the Slovin formula from a population of 182 employees. Structural Equation Modeling based on Partial Least Squares (SEM-PLS) was used for data analysis. Results indicate that: (1) work motivation positively and significantly influences work engagement; (2) work motivation does not significantly influence employee performance directly; (3) work discipline positively and significantly influences work engagement; (4) work discipline positively and significantly influences employee performance; (5) work engagement does not significantly influence employee performance; (6) work engagement does not mediate the relationship between work motivation and performance; and (7) work engagement does not mediate the relationship between work discipline and performance. These findings suggest that in bureaucratic, rule-based organizations, formal discipline exerts a more dominant direct effect on performance than psychological engagement. The study contributes to human resource management theory by contextualizing motivational constructs within institutional settings.
Co-Authors Agusthina Risambessy Alfath Zulfanur Abadi Edhy Richard Novalien Carolina Lewaherilla Restu Alam Paripurnawaty