<![CDATA[This study analyzes and describes the effectiveness of Human Resource Management (HRM) at the Secretariat of the Kotamobagu City Regional House of Representatives (DPRD). It examines (1) HRM functions—HR issues, recruitment, placement, career development, and compensation—and (2) organizational effectiveness—quality, quantity, timeliness, goal achievement, and resource utilization. A descriptive qualitative design was used, with in-depth interviews, observation, and documentation involving seven informants. Data were analyzed with the Miles and Huberman interactive model and source and theory triangulation; effectiveness was rated on a 1–10 scale. The average HRM effectiveness score was 6.29 (Moderately Effective), with a perception gap between Echelon IIb–IIIa officials (score 7) and Echelon IVa, functional, and operational staff (scores 6 and 5). Key findings: job and workload analyses serve only administrative compliance; civil servant recruitment follows the merit system while contract-staff recruitment remains subject to non-technical intervention; placement shows a mismatch of about 36–40%; the mandatory 20 training hours are not met; and a flat performance allowance ignores budget-season overtime, lowering motivation. The condition is characterized as pseudo-effectiveness: administratively effective but not yet substantively effective.]]>
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