A Model of Human Resource Improvement Based on Achievement Motivation at the Tanjung Emas Customs Type MID-Type KPPBC
Abstract
This study aims to analyze the effect of human resource (HR) planning and talent management on HR performance, as well as to examine the role of achievement motivation as a moderating variable in both relationships. The research used an explanatory associative design with a population of all employees at the Tanjung Emas Customs and Excise Office Class A (253 individuals). A sample of 180 respondents was selected using convenience sampling. Primary data were collected through a closed-ended Likert scale questionnaire (1–5) and analyzed using Partial Least Square (PLS). The results indicate that HR planning has a positive and significant effect on HR performance. Well-structured processes of recruitment, development, compensation, maintenance, and termination enhance employee loyalty, work motivation, leadership ability, collaboration, and accountability. Talent management also has a positive and significant impact on HR performance, particularly through career management, learning and development, and talent retention, which foster employee loyalty and motivation. The study finds that achievement motivation does not significantly moderate the relationship between HR planning and HR performance, suggesting that individual motivation levels do not affect the effectiveness of HR planning. Conversely, achievement motivation significantly strengthens the influence of talent management on HR performance. Employees with high achievement motivation are more responsive to career management and talent development strategies, resulting in improved overall performance. These findings provide practical implications for HR policies in the Customs and Excise environment, particularly in designing HR planning and talent management strategies integrated with employee achievement motivation to achieve optimal performance.
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