Enhancing Personnel Performance Through Competence and Leadership: The Mediating Role of HR Development as a Catalyst for Economic Advancement in the North Sumatra Regional Police
DOI:
https://doi.org/10.37385/ijedr.v6i1.6839Keywords:
Competence, Leadership, HR Development, Personnel PerformanceAbstract
This study aims to analyze the influence of competence and leadership on personnel performance, with HR development as a mediating variable, within the General Planning and Budget Function of the North Sumatra Regional Police and its affiliates. The research adopts a quantitative approach, involving a population of 496 personnel, from which 84 respondents were selected using the Slovin formula. Data collection was conducted through surveys, and analysis was performed using SmartPLS software. The findings reveal that competence does not have a significant direct effect on personnel performance, although it significantly contributes to HR development. Leadership, on the other hand, has a significant direct effect on personnel performance but does not significantly influence HR development. HR development itself plays a critical role in enhancing personnel performance. Moreover, the mediating analysis shows that HR development significantly mediates the relationship between competence and personnel performance. However, the mediation effect of HR development on the relationship between leadership and personnel performance is not significant. These results underscore the importance of HR development as a strategic factor in improving personnel performance. The findings also highlight the need for the North Sumatra Regional Police to prioritize enhancing competence and leadership quality as part of its HR development initiatives. This study contributes to the understanding of organizational performance within law enforcement agencies and serves as a valuable reference for decision-making and policy formulation aimed at optimizing personnel performance and supporting broader organizational objectives.
References
Al Khajeh, E. H. (2018). Impact of leadership styles on organizational performance. Journal of Human Resources Management Research, 2018, 1-10. https://doi.org/10.5171/2018.687849
Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (Vol. 5). Emerald Group Publishing. https://doi.org/10.1108/S1479-357120130000005011
Buil, I., Martínez, E., & Matute, J. (2019). Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International Journal of Hospitality Management, 77, 64-75. https://doi.org/10.1016/j.ijhm.2018.06.014
Chaudhry, A. Q., & Javed, H. (2012). Impact of transactional and laissez-faire leadership styles on motivation. International Journal of Business and Social Science, 3(7), 258-264. DOI not available.
Dhar, R. L. (2015). Service quality and the training of employees: The mediating role of organizational commitment. Tourism Management, 46, 419-430. https://doi.org/10.1016/j.tourman.2014.08.001
Ebrahimi, P., Chamanzamin, M. R., Roohbakhsh, N., & Shaygan, J. (2017). Transformational and transactional leadership: Which one is more effective in the education of employees' creativity? International Journal of Organizational Leadership, 6, 137-156. https://doi.org/10.33844/ijol.2017.60343
Gong, Y., Huang, J. C., & Farh, J. L. (2009). Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy. Academy of Management Journal, 52(4), 765-778. https://doi.org/10.5465/amj.2009.43670890
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529. https://doi.org/10.1177/0149206316665461
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768. https://doi.org/10.1037/0021-9010.89.5.755
Kang, H. J., Gatling, A., & Kim, J. S. (2015). The impact of supervisory support on organizational commitment, career satisfaction, and turnover intention for hospitality frontline employees. Journal of Human Resources in Hospitality & Tourism, 14(1), 68-89. https://doi.org/10.1080/15332845.2014.904176
Kim, M., & Beehr, T. A. (2018). Empowering leadership: Leading people to be present through affective organizational commitment? The International Journal of Human Resource Management, 29(16), 2760-2781. https://doi.org/10.1080/09585192.2016.1239216
Leroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2015). Authentic leadership, authentic followership, basic need satisfaction, and work role performance: A cross-level study. Journal of Management, 41(6), 1677-1697. https://doi.org/10.1177/0149206312457822
Nguyen, P. T., Yandi, A., & Mahaputra, M. R. (2020). Factors that influence employee performance: Motivation, leadership, environment, culture organization, work achievement, competence and compensation (A study of human resource management literature studies). Dinasti International Journal of Digital Business Management, 1(4), 645-662. https://doi.org/10.31933/dijdbm.v1i4.584
Puni, A., Hilton, S. K., & Quao, B. D. (2021). The effect of leadership styles on firm performance in Ghana. Management Research Review, 44(3), 469-491. https://doi.org/10.1108/MRR-10-2019-0464
Rafferty, A. E., & Griffin, M. A. (2004). Dimensions of transformational leadership: Conceptual and empirical extensions. The Leadership Quarterly, 15(3), 329-354. https://doi.org/10.1016/j.leaqua.2004.02.009
Wang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers’ positive psychological capital and relational processes. Journal of Organizational Behavior, 35(1), 5-21. https://doi.org/10.1002/job.1850
