<![CDATA[Bank Syariah Indonesia (BSI) branches across Southeast Sulawesi operate under a dual pressure: consolidating human resources inherited from three legacy institutions while meeting sustainable-finance obligations set by national regulators. Drawing on Ability-Motivation-Opportunity (AMO) Theory, this study tests whether Sustainable Human Resource Management (Sustainable HRM) translates into stronger organizational performance at these branch offices. Questionnaires were distributed to managerial staff and processed through Structural Equation Modeling-Partial Least Squares (SEM-PLS). Every construct cleared the required validity and reliability thresholds, and the structural model confirmed that ability-, motivation-, and opportunity-enhancing practices each carry a positive, significant weight, with competency-building practices standing out as the leading driver. The pattern suggests that, for a geographically dispersed Islamic bank such as BSI, deliberate investment in employee capability yields the largest returns on organizational performance, ahead of incentive schemes and participation mechanisms.]]>
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