<![CDATA[Background: A regional development bank in Southwest Papua is undergoing organizational transformation within a culturally distinctive context, where the development and performance of Papuan Indigenous (OAP) employees are strategically important. Objective: This study examines the direct and indirect relationships between Human Resource Management (HRM) Practices and OAP Employee Performance through Affective Commitment, Readiness to Change, and Risk Culture. Methods: A quantitative cross-sectional explanatory survey was conducted among 149 purposively selected OAP employees from several work units of a regional development bank in Southwest Papua, Indonesia. Data were analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS. Results: HRM Practices significantly influenced Affective Commitment (β = 0.576, p < 0.001), Readiness to Change (β = 0.608, p < 0.001), Risk Culture (β = 0.543, p < 0.001), and OAP Employee Performance (β = 0.134, p = 0.036). Affective Commitment (β = 0.218, p = 0.009) and Risk Culture (β = 0.435, p < 0.001) significantly predicted performance, while Readiness to Change was not significant (β = 0.119, p = 0.067). The model explained 63.0% of performance variance (R² = 0.630). Indirect effects were significant through Affective Commitment (β = 0.125, p = 0.012) and Risk Culture (β = 0.236, p < 0.001), but not through Readiness to Change. Conclusion: HRM Practices were associated with OAP Employee Performance directly and indirectly through Affective Commitment and Risk Culture. Readiness to Change did not serve as a significant mediator in this context.]]>
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