Improving Human Resource Performance Through Transformational Leadership, Learning Orientation, and Knowledge Sharing

Muh Nur Dian Sanjaya, Mulyana Mulyana

Abstract


This study aims to analyze and empirically examine the effect of transformational leadership, learning orientation, and knowledge sharing on human resource (HR) performance at the Customs and Excise Supervision and Service Office Type Madya Pabean Tanjung Emas. This research employs a quantitative approach with an explanatory research design of an associative nature to examine the relationships among variables. The population consists of 261 employees, with a sample of 140 respondents selected using a non-probability sampling technique, specifically convenience sampling. Primary data were collected through a closed-ended questionnaire using a 5-point Likert scale, while secondary data were obtained from literature and previous studies. Data analysis was conducted using Partial Least Squares (PLS). The results show that: (1) transformational leadership has a positive and significant effect on HR performance; (2) transformational leadership has a positive and significant effect on knowledge sharing; (3) learning orientation has a positive and significant effect on knowledge sharing; (4) learning orientation has a positive and significant effect on HR performance; and (5) knowledge sharing has a positive and significant effect on HR performance. These findings indicate that transformational leadership, learning orientation, and knowledge sharing collectively contribute to improving HR performance in the customs and excise environment.

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