The Influence of Sustainable Human Resource Management and Career Development to Work Performance Mediated By Organizational Commitment and Knowledge-Sharing Behavior As a Moderating Variable in Agriculture and Plantation Service

The Influence of Sustainable Human Resource Management and Career Development to Work Performance Mediated by Organizational Commitment and Knowledge-Sharing Behavior as a Moderating Variable in Agriculture and Plantation Service

Neilul Audhar¹, Mahdani Ibrahim², Syafruddin Chan³

^1,2,3Master of Management Study Program, Faculty of Economics and Business, Syiah Kuala University, Indonesia.

DOI: https://dx.doi.org/10.47772/IJRISS.2025.90300023

Received: 15 February 2025; Accepted: 24 February 2025; Published: 26 March 2025

ABSTRACT

This study aims to analyze the effect of Green Human Resource Management (GHRM) and Career Development on Organizational Commitment and Work Performance of employees in Aceh Agriculture And Plantation Service of Indonesia.  The research method used is quantitative with a survey approach. Data were collected through a 5-point Likert scale-based questionnaire adapted from previous studies, as well as in-depth interviews with several informants to enrich the analysis. The study population included employees in three service offices, namely the Aceh Population Registration Service, the Aceh Agriculture and Plantation Service, and the Aceh Education Service, with a total of 200 people. The research sample was determined using the Raosoft method, resulting in 125 respondents with a sampling error rate of 4%. The measurement of variables in this study involved five items for each construct: Work Performance (Uddin et al., 2023), Green Human Resource Management (Li et al., 2024), Career Development (Hosen et al., 2023), and Organizational Commitment (Zhu et al., 2024). Data analysis techniques were conducted with a descriptive and verification approach using SEM (Structural Equation Modeling) with IBM SPSS-AMOS software version 24 to test the relationship between variables. The results showed that GHRM and Career Development have a significant influence on Organizational Commitment and Work Performance. Career Development plays an important role in increasing employee loyalty and performance, while effective GHRM can strengthen organizational commitment and work productivity. However, knowledge sharing did not show a significant effect on Work Performance in the context of this study. This study provides implications for policy makers and organizational management in the public sector to pay more attention to career development and the implementation of GHRM in order to improve employee performance and commitment. The results of this study can also be a reference for academics who are interested in studying the relationship between human resource management and employee performance in the government sector.

Keywords: Work Performance, Green Human Resource Management, Career Development, Organizational Commitment and Structural Equation Modeling (SEM)

INTRODUCTION

Employee performance in the public sector is a major concern for many government organizations, including the Aceh Work Unit (SKPA). Along with the increasing demands for effectiveness and efficiency in public services, various factors that influence the work performance of SKPA employees need to be studied further. According to Dessler (2020), work performance can be influenced by various internal and external factors, including motivation, work environment, and organizational support. In the context of local government, employee performance is not only determined by individual skills but also by the organizational and social factors that surround it. According to Robbins and Judge (2021), a conducive work environment and support from the organization can improve employee performance by increasing job satisfaction and employee involvement in decision-making. This is in line with research conducted by Bakker and Demerouti (2017) which states that factors such as workload, job autonomy, and social support have a significant impact on employee performance in the public sector.

Although various studies have examined the factors that influence work performance, there is a research gap in understanding the role of knowledge sharing as a moderating variable in the relationship between organizational factors and employee performance. Knowledge sharing is the process of sharing information, skills, and experiences between individuals in an organization that can improve capabilities and innovation (Nonaka & Takeuchi, 1995). According to Wang and Noe (2010), knowledge sharing plays an important role in creating competitive advantage for organizations by improving employee competency. However, research linking knowledge sharing with work performance in the public sector, especially in local government environments such as SKPA, is still limited.

In government organizations, knowledge sharing can be a crucial factor in improving employee performance by accelerating the process of knowledge transfer and strengthening collaboration between work units. Several previous studies have shown that knowledge sharing can improve employee work effectiveness and creativity (Kim & Lee, 2006; Choi et al., 2008). However, there are still few studies examining how knowledge sharing plays a role in strengthening the influence of organizational factors on government employee work performance. In addition, organizational factors such as leadership, organizational culture, and reward systems also play an important role in encouraging knowledge sharing in the work environment. According to research conducted by Cabrera and Cabrera (2005), organizations that have a culture of knowledge sharing tend to have employees with better performance because they have easier access to relevant information and solutions to work problems. Therefore, it is important to identify the extent to which knowledge sharing can strengthen the relationship between organizational factors and the work performance of SKPA employees.

Based on the description above, this study aims to examine the factors that influence the work performance of SKPA employees and explore the role of knowledge sharing as a moderating variable in the relationship. By understanding this mechanism, it is hoped that this study can provide insight for local governments in designing more effective policies to improve employee performance. In addition, the results of this study can also provide academic contributions by enriching the literature on knowledge sharing and employee performance in the public sector.

Green Human Resource Management and Work Performance

Green Human Resource Management (GHRM) integrates environmental sustainability into HR practices, influencing employee motivation and performance. Organizations that embed environmental values in recruitment tend to attract environmentally conscious employees who are more committed and productive. Din et al. (2024) found a positive link between GHRM and work performance, as aligning organizational values with sustainability enhances motivation and satisfaction. Companies implementing GHRM strategies often report increased employee engagement and productivity (Hosen et al., 2023).

H1: Green Human Resource Management positively influences work performance.

Career Development and Work Performance

Career development enhances employees’ skills, knowledge, and experience, fostering motivation and satisfaction. Employees with clear career goals demonstrate higher enthusiasm and achievement. Ali et al. (2024) reported that career development improves work performance. Organizations investing in career growth create a committed workforce, improving performance through enhanced engagement and a sense of belonging (Hosen et al., 2023). Work-life balance within career development programs also contributes to employee productivity. However, Tafese (2024) found career development could negatively impact performance in certain contexts.

H2: Career development positively influences work performance.

Green Human Resource Management and Organizational Commitment

GHRM strengthens organizational commitment by aligning employee values with sustainability goals.

Employees hired through green recruitment tend to exhibit higher commitment due to value congruence. Training in environmental sustainability empowers employees, reinforcing their sense of purpose and increasing loyalty (Hosen et al., 2024). Comprehensive GHRM practices, including green rewards and participation programs, enhance engagement and dedication. Lazim & Kusmaningtyas (2024) also found GHRM positively impacts organizational commitment.

H3: Green Human Resource Management positively influences organizational commitment.

Career Development and Organizational Commitment

Career development fosters organizational commitment by providing opportunities for skill enhancement and career progression. Employees engaged in professional growth tend to be more loyal to organizations that invest in them. Effective training and clear career paths boost job satisfaction and motivation, reinforcing employee attachment to the organization (Hosen et al., 2024). Priskila & Ie (2021) also confirmed the positive relationship between career development and organizational commitment.

H4: Career development positively influences organizational commitment.

Organizational Commitment and Work Performance

Organizational commitment significantly impacts work performance, as committed employees demonstrate higher motivation, responsibility, and productivity. Employees with strong affective commitment contribute beyond their job roles, enhancing organizational success (Hosen et al., 2024). Organizations fostering commitment through career development and a positive work environment benefit from increased performance. However, Thao et al. (2024) found conflicting evidence, suggesting organizational commitment does not always influence work performance.

H5: Organizational commitment positively influences work performance.

Figure 1. Research Framework

RESEARCH METHODS

This study adapted measurement items from previous research, with slight modifications for contextual relevance. Work Performance was measured using five items from Uddin et al. (2023), Green Human Resource Management with five items from Li et al. (2024), Career Development with five items from Hosen et al. (2023), and Organizational Commitment with five items from Zhu et al. (2024). Data collection involved a 5-point Likert scale questionnaire and in-depth interviews for additional insights.

The study population comprised 200 employees from three SKPA service offices: Aceh Population Registration,Aceh Agriculture and Plantation, and Aceh Education. The sample size, determined using the Raosoft method with a 4% margin of error (Altman & Bland, 1991), was 125. Data analysis included descriptive and verification methods. Descriptive analysis examined respondent demographics and construct reliability, while SEM (IBM SPSS-AMOS 22) was used to verify variable relationships.

The study purposefully selected employees from three SKPA service offices—Aceh Population Registration, Aceh Agriculture and Plantation, and Aceh Education—because they represent diverse functions within the public sector, encompassing administrative, agricultural, and educational services. While the sample does not cover all government offices, it provides a focused analysis of employees across different service domains, making the findings relevant within this context. Furthermore, the Raosoft method was used to determine a statistically appropriate sample size with a 4% margin of error, ensuring reliable data representation within the selected offices. The application of SEM (using IBM SPSS-AMOS 22) strengthens the analytical rigor, allowing for a robust examination of variable relationships. However, we acknowledge the limitation of generalizability beyond these offices and suggest that future studies expand the sample to other public sector institutions for broader applicability.

RESEARCH RESULTS AND DISCUSSION (DISCUSSION)

Respondent Characteristics

This study involved 125 respondents with diverse characteristics. The majority of respondents were(59.2%), while men reached 40.8%. The respondents’ age was dominated by the 20-29 year group (46.4%). In terms ofpart,Most have a Bachelor’s degree (82.4%). Work experience varies, with 44.0% working for less than 5 years. Income levels also vary, with the majority (48.8%) earning between Rp 3,000,000 – Rp 3,999,999. Variations in these characteristics provide comprehensive insights into the phenomenon studied.

Research Instrument Testing

Validity was tested using Average Variance Extracted (AVE), which measures how well manifest variables represent latent constructs. Higher AVE values indicate better representation, ranging from 0 to 1. The results confirm that the indicators effectively explain their respective variables.

Reliability was assessed using Cronbach’s Alpha (CA) to ensure consistency. A CA value above 0.60 signifies an acceptable reliability level. The results showed that all variables met this threshold, confirming the instruments were reliable.

Convergent validity examined the relationship between indicators and latent variables using a loading factor threshold of 0.50. The analysis confirmed that all indicators met the required threshold, meaning none had to be excluded.

Figure 1. Measurement Model

The loading factors can be seen in the table below.

Table 1. The Loading Factor

Source: Data processing results (2024)

Outer loadings analysis shows that most indicators meet the validity criteria (>0.70). In the Human Resource Management dimension, indicator a2 (0.877) has the highest contribution, while a1 (0.749) still meets the minimum limit. This shows that all indicators are strong enough to represent the concept being measured.

For Career Development, indicators b3 (0.872) and b4 (0.850) have high outer loading, while b5 (0.635) is below the general limit, so its contribution is weaker. In Organizational Commitment, c4 (0.642) has the lowest value compared to c2 (0.840), which is stronger.

In Knowledge Sharing, indicators f1 (0.852), f2 (0.873), and f3 (0.899) show strong validity, but f5 (0.551) is weak and needs review. Work Performance has good consistency, with all indicators >0.70, such as e2 (0.882) and e4 (0.876). The Knowledge Sharing x Organizational Commitment variable has an outer loading of 1.000, indicating a unique measurement and no deviation.

Verifying Hypothesis Testing

This section presents direct hypothesis testing. This will be followed by indirect and moderation hypothesis testing.

Figure 2. Significance of Hypothesis Testing

Table 2. Hypothesis Testing Results

The analysis results indicate that career development significantly impacts organizational commitment, as evidenced by a p-value of 0.000. The Original sample (O) value of 0.477 suggests that the better the career advancement opportunities provided by the company, the stronger the employees’ commitment to the organization. Similarly, career development also influences work performance, though to a lesser extent, with a p-value of 0.017. The Original sample (O) value of 0.196 reflects that fostering career growth has a positive effect on employee performance.

Human resource management plays a crucial role in strengthening organizational commitment, with a significant impact (p-value 0.000). The Original sample (O) value of 0.381 suggests that well-implemented HR strategies contribute to increased employee dedication to the organization. Additionally, human resource management has a substantial effect on work performance, as indicated by a p-value of 0.000 and an Original sample (O) value of 0.432. This demonstrates that effective HR practices can significantly enhance employee productivity. However, knowledge sharing does not appear to influence work performance, as the hypothesis is not supported (p-value 0.158), suggesting that other variables might have a greater impact on productivity. Organizational commitment contributes positively to work performance, with a p-value of 0.024 and an Original sample (O) value of 0.188, although its influence is relatively smaller compared to other factors. The interaction between knowledge sharing and organizational commitment does not yield a significant impact on work performance (p-value 0.512), indicating that while both elements are important individually, their combined effect does not necessarily enhance employee performance.

The findings indicate that knowledge sharing does not significantly influence work performance (p-value = 0.158) within the study’s context. Several factors could explain this result, including the context-specific nature of knowledge sharing, where its effectiveness depends on organizational culture, type of work, and knowledge utilization processes. Mediating and moderating effects suggest that knowledge sharing might improve performance indirectly through innovation, problem-solving abilities, or team collaboration. The study did not differentiate between sharing knowledge and its practical application, which could limit its impact on performance. Additionally, work performance is influenced by multiple factors, such as HR strategies and organizational commitment, which had stronger effects in this study. Future research should explore knowledge sharing’s indirect effects by incorporating variables like innovation capability, employee engagement, and leadership support to understand how it contributes to performance in different settings.

Overall, the findings emphasize that career development and human resource management play critical roles in fostering employee commitment and improving performance. Notably, career development has a greater impact on commitment than on performance, implying that employees tend to strengthen their organizational loyalty before translating it into improved productivity. Additionally, knowledge sharing alone does not significantly influence performance, highlighting the potential need for complementary strategies. Meanwhile, organizational commitment positively contributes to work performance, although its effect is less pronounced than other factors. These findings underscore the importance of investing in HR strategies and career development to enhance employee commitment and performance, while knowledge-sharing initiatives may require additional measures to be more impactful.

Managerial Implications

Based on the research results, the managerial implications that can be applied are that companies should focus more on career development and human resource management to improve organizational commitment and employee performance. Managers can design training programs, mentoring, and clear career paths so that employees feel cared for and have growth prospects within the organization. In addition, supportive HR policies, such as a fair reward system, a conducive work environment, and a balance between work and personal life, also need to be implemented to increase employee loyalty and work motivation. By improving these aspects, companies can create a more dedicated and productive workforce.

In addition, although knowledge sharing does not show a significant effect on work performance, companies still need to encourage a culture of information sharing with more effective strategies. Management can build a technology-based system that facilitates knowledge exchange, such as an internal platform for sharing best practices or a discussion forum involving employees from various levels. An incentive-based approach can also be used to encourage more active involvement in knowledge sharing. Thus, although the effect on performance is not immediately visible in this study, the right strategy can improve work efficiency and innovation in the long term.

CONCLUSION

The results of this study indicate that career development and human resource management play a significant role in improving organizational commitment and employee work performance. Good career development encourages employees to be more loyal to the company, while effective HR management strategies can increase their productivity. In addition, organizational commitment has also been shown to have an effect on work performance, although knowledge sharing did not show a significant impact in the context of this study. The interaction between knowledge sharing and organizational commitment also did not have a significant effect on work performance. Therefore, companies need to strengthen career development programs and supporting HR policies in order to optimally improve employee commitment and performance.

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