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All Journal MANAGERIA: Jurnal Manajemen Pendidikan Islam Global Management: International Journal of Management Science and Entrepreneurship
Resky Nuralisa Gunawan
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Decision Sciences, Operations Research & Management Education

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The Effect of Employee Competency Development, Performance Evaluation, and Remuneration on Employee Performance Case Study of Religious Affairs Offices (KUA) in West Jakarta Ade Rahmat Ridwan; Agus Suradika; Hasanah Hasanah; Resky Nuralisa Gunawan
Global Management: International Journal of Management Science and Entrepreneurship Vol. 2 No. 4 (2025): November: International Journal of Management Science and Entrepreneurship
Publisher : International Forum of Researchers and Lecturers

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70062/globalmanagement.v2i4.415

Abstract

This study examines the effect of employee competency development, performance evaluation, and remuneration on employee performance at the Religious Affairs Offices (KUA) in West Jakarta. As a public institution responsible for delivering administrative and community religious services, KUA faces challenges in ensuring effective human resource performance amid bureaucratic constraints and limited performance-based incentives. The study aims to analyze how the three human resource management (HRM) dimensions competency development, evaluation, and remuneration affect overall employee performance. A quantitative explanatory research design was employed using a structured questionnaire distributed to 120 employees across eight KUA offices. Data were analyzed using multiple linear regression supported by descriptive and classical assumption tests. The results indicate that performance evaluation and remuneration have significant positive effects on employee performance, while competency development shows a positive but statistically insignificant effect. The model explains 49% of the variation in employee performance, suggesting that transparent evaluation systems and performance-based remuneration play a greater role than training programs alone in improving public service effectiveness. The findings contribute to strategic HRM theory by confirming that evaluation and reward mechanisms strengthen the link between competency and performance. It is concluded that integrating developmental, evaluative, and compensatory functions within a unified HR framework can enhance productivity and accountability in Indonesia’s public sector institutions.
Managing Guru PenggerakProgram: Insights from the Guru Penggerak Education Center” (BGP) Jambi Province, Indonesia Witria Marta Lenti; Lantip Diat Prasojo; Resky Nuralisa Gunawan
MANAGERIA: Jurnal Manajemen Pendidikan Islam Vol. 10 No. 2 (2025)
Publisher : Prodi Manajemen Pendidikan Islam FITK UIN Sunan Kalijaga Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.14421/manageria.2025.102-04

Abstract

This study describes the management of the Movers Teacher Education program and identifies the supporting and inhibiting factors in its implementation at the Guru Penggerak (Movers Teacher) Education Center (BGP) in Jambi Province, Indonesia. The study focuses on the effectiveness of program implementation within the context of education management. A qualitative research approach was used, with data collected from the BGP Jambi Province, including the Head of BGP, Head of the General Sub-Division, Program Implementation Coordinator, and Sub-coordinator of the Teacher Mover Program. Data were gathered through interviews, observations, and document studies, then analyzed using Miles,Huberman, and Saldana's six-step inductive analysis model. The findings indicate that program management is conducted through three main functions: planning, implementation, and evaluation, which align with the DG GTK policies. Planning involves strategy development and working group formation; implementation includes online learning, individual mentoring, and workshops; and evaluation is conducted using the LMS in SIMPKB and the SIMERDEKA application. Supporting factors for implementation include collaboration with BPMP and local education offices, while obstacles include limited human resources, scheduling mismatches, and geographical challenges in mentoring. The conclusion highlights that program management has been executed in accordance with management functions. These findings imply the importance of strengthening coordination and resource allocation to optimize the program
Co-Authors Ade Rahmat Ridwan Agus Suradika hasanah hasanah Lantip Diat Prasojo Witria Marta Lenti