<![CDATA[Penelitian ini bertujuan menganalisis dinamika beban kerja dan implementasi manajemen kinerja serta dampaknya terhadap efektivitas pegawai pada lembaga peradilan tingkat pertama di Indonesia. Studi ini mengisi kesenjangan penelitian terkait penerapan teori Job Demands-Resources (JD-R) dalam konteks manajemen sumber daya manusia peradilan. Penelitian menggunakan pendekatan kualitatif deskriptif dengan desain studi kasus tunggal. Data dikumpulkan melalui wawancara semi-terstruktur terhadap 18 partisipan, observasi partisipatif selama 30 hari kerja, dan analisis dokumen resmi, kemudian dianalisis menggunakan analisis tematik refleksif berbantuan NVivo 14. Hasil penelitian menunjukkan tiga temuan utama, yaitu beban kerja berlebih dengan rasio perkara 1:180 per hakim per tahun yang melampaui standar ideal 1:120 dan memicu stres kerja, kompetensi e-court yang mampu mempercepat penyelesaian perkara hingga 30% namun didukung pelatihan formal yang masih terbatas, serta miskoordinasi antarseksi yang memperburuk akumulasi beban kerja. Penelitian ini menghasilkan model konseptual yang mengintegrasikan beban kerja, manajemen kinerja, dan komunikasi organisasi sebagai determinan efektivitas lembaga peradilan serta memberikan implikasi bagi reformasi alokasi SDM dan penguatan pelatihan digital. This study aims to analyze workload dynamics and performance management implementation and their impact on employee effectiveness in first-level courts in Indonesia. The study addresses a research gap regarding the application of the Job Demands-Resources (JD-R) theory within the context of judicial human resource management. A descriptive qualitative approach with a single case study design was employed. Data were collected through semi-structured interviews with 18 participants, 30 working days of participant observation, and official document analysis, and were analyzed using reflective thematic analysis supported by NVivo 14. The findings reveal three main themes: excessive workload, indicated by a case-to-judge ratio of 1:180 per year exceeding the ideal standard of 1:120 and contributing to work-related stress; e-court competency, which accelerates case resolution by up to 30% but is constrained by limited formal training opportunities; and structural interdepartmental miscoordination, which intensifies cumulative workload pressures. The study proposes a conceptual model integrating workload, performance management, and organizational communication as key determinants of court effectiveness. The findings provide practical implications for workload-based human resource allocation and the strengthening of digital competency training in judicial institutions.]]>
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