Human Resources Performance Improvement Model Through Planning Skills and Transformational Leadership with Consolidation Capability as a Mediating Variable
Abstract
This study aims to develop a model for improving human resource performance in the public procurement sector through the roles of planning skill and transformational leadership, with consolidation capability as a mediating variable. A quantitative approach was employed using Partial Least Squares (PLS) analysis on 200 respondents who are procurement personnel in government institutions. The results indicate that planning skill significantly affects human resource performance both directly and indirectly through the mediation of consolidation capability. In contrast, the direct effect of transformational leadership on performance is not significant, but becomes significant when mediated by consolidation capability. These findings emphasize that improving human resource performance is not solely dependent on technical competencies or leadership style, but also on the organization’s ability to consolidate processes, resources, and needs across functional units. In this regard, consolidation capability plays a strategic mediating role by translating managerial input into measurable performance outcomes. This study contributes theoretically to the development of public procurement literature and offers practical recommendations for policymakers and procurement managers.
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