Pengaruh Praktik Pengelolaan SDM Dan Budaya Organisasi Terhadap Kinerja Karyawan: Mediasi Pemanfaatan HR Analytics (Studi Kasus pada Tenaga Kependidikan Perguruan Tinggi di Kota X)

Vandri Hotdotua M; Zahara Tussoleha Rony

doi:10.59086/jam.v5i1.1318

Authors

Vandri Hotdotua M Universitas Bhayangkara Jakarta Raya
Zahara Tussoleha Rony Universitas Bhayangkara Jakarta Raya

DOI:

https://doi.org/10.59086/jam.v5i1.1318

Keywords:

praktik pengelolaan SDM, budaya organisasi, HR Analytics, Kinerja Karyawan, SLR, Tenaga Kependidikan

Abstract

Perubahan lingkungan kerja yang makin digital mendorong organisasi mengelola SDM secara lebih strategis dan berbasis data. Penelitian ini merangkum temuan-temuan studi sebelumnya tentang pengaruh praktik pengelolaan SDM dan budaya organisasi terhadap kinerja karyawan, serta meninjau apakah HR Analytics dapat menjadi penghubung (mediator) yang memperkuat pengaruh tersebut. Fokus implikasi penelitian diarahkan pada tenaga kependidikan perguruan tinggi di Kota X.
Metode yang digunakan adalah Systematic Literature Review (SLR) dengan panduan pelaporan PRISMA 2020. Pencarian artikel dilakukan melalui Web of Science, ScienceDirect, SpringerLink, dan Google Scholar dengan kata kunci terkait HRM practices/HPWS, organizational culture, HR analytics/people analytics, dan employee performance. Dari proses seleksi, ditemukan 20 artikel awal dan 15 studi yang memenuhi kriteria untuk dianalisis. Hasil kajian menunjukkan bahwa praktik pengelolaan SDM dan budaya organisasi umumnya berdampak positif pada kinerja karyawan. Dampak praktik SDM terlihat lebih kuat ketika praktik tersebut diterapkan sebagai sistem yang saling mendukung, bukan program yang berdiri sendiri. Budaya organisasi yang mendukung konsistensi, adaptasi, keterlibatan, dan orientasi layanan juga cenderung meningkatkan kinerja. Selain itu, HR Analytics berpotensi menjadi mediator karena membantu organisasi membuat keputusan SDM berbasis data mulai dari mengenali masalah, menentukan intervensi yang tepat, hingga mengevaluasi hasilnya. Namun, bukti empiris tentang peran mediasi ini masih terbatas dan belum konsisten, terutama karena perbedaan definisi dan indikator HR Analytics antar studi. Penelitian dalam konteks perguruan tinggi juga masih sedikit, sehingga diperlukan studi empiris lanjutan pada tenaga kependidikan dengan menggabungkan data survei dan data organisasi.

Work environments are becoming increasingly digital, pushing organizations to manage human resources more strategically and with evidence-based approaches. This study synthesizes prior evidence on how HRM practices and organizational culture influence employee performance, and examines the potential mediating role of HR Analytics, with a focus on implications for higher education administrative staff in City X. A Systematic Literature Review (SLR) was conducted and reported in line with PRISMA 2020. Literature was searched in Web of Science, ScienceDirect, SpringerLink, and Google Scholar using keywords related to HRM practices/HPWS, organizational culture, HR analytics/people analytics, and employee performance. The screening process identified 20 records, of which 15 studies met the inclusion criteria and were synthesized. The review indicates that HRM practices and organizational culture generally have a positive relationship with employee performance. The impact of HRM practices appears stronger when practices are implemented as an integrated, mutually reinforcing system rather than as isolated initiatives. A culture that supports consistency, adaptability, employee involvement, and service orientation is also associated with better performance. HR Analytics may mediate these relationships by enabling data-driven HR decision-making helping organizations identify problems, target interventions, and evaluate outcomes. However, empirical evidence remains limited and fragmented due to varying definitions and measurement indicators of HR Analytics across studies. Research in higher education settings is still scarce, highlighting the need for further empirical testing among administrative staff by combining survey data with organizational data.

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