The Impact of Principals' Human Resource Management Competencies on Elementary School Teachers' Performance in Majalengka Regency

This study explores the impact of principals’ human resource management (HRM) competencies on elementary school teachers’ performance in Majalengka Regency, Indonesia. Given the strategic role of school principals in managing educational resources, especially teachers, this study aims to examine how specific dimensions of HRM competencies contribute to teacher performance. A quantitative, correlational research design with a cross-sectional survey approach was used. The study involved 400 teachers from 80 public elementary schools selected through proportionate stratified random sampling. Data were collected using validated questionnaires measuring HRM competencies (six dimensions) and teacher performance (four dimensions). Statistical analyses included descriptive statistics, Pearson correlations, simple and multiple linear regressions, and Structural Equation Modeling (SEM). The findings revealed that principals’ HRM competencies significantly influenced teacher performance (R² = 0.615, p < 0.001). Among the HRM dimensions, human resource development had the strongest effect (β = 0.402), followed by performance appraisal (β = 0.234) and HR planning (β = 0.203). Teacher performance was generally high, particularly in personality and pedagogical competencies. All regression assumptions were met, confirming the robustness of the analysis.The results suggest that effective HRM by school principals, especially in continuous professional development and fair performance evaluations, plays a pivotal role in enhancing teacher performance. However, compensation and work relationship dimensions showed room for improvement, indicating potential policy gaps. Principals’ HRM competencies are vital for improving teacher performance. Educational policymakers should prioritize leadership development programs focusing on HRM strategies to strengthen teacher quality and educational outcomes at the elementary level.

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Publication Details

Journal
Journal of Innovation and Research in Primary Education
Published
2025-07-19
DOI
https://doi.org/10.56916/jirpe.v4i3.1492
Primary Topic
School Leadership and Teacher Performance
Type
article
Field-Weighted Citation Impact
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article

The Impact of Principals' Human Resource Management Competencies on Elementary School Teachers' Performance in Majalengka Regency

Dede Salim Nahdi, Ujiati Cahyaningsih, Diding Bajuri
Journal of Innovation and Research in Primary Education
School Leadership and Teacher Performance
article

The Impact of Principals' Human Resource Management Competencies on Elementary School Teachers' Performance in Majalengka Regency

Dede Salim Nahdi, Ujiati Cahyaningsih, Diding Bajuri
article en

Abstract

This study explores the impact of principals’ human resource management (HRM) competencies on elementary school teachers’ performance in Majalengka Regency, Indonesia. Given the strategic role of school principals in managing educational resources, especially teachers, this study aims to examine how specific dimensions of HRM competencies contribute to teacher performance. A quantitative, correlational research design with a cross-sectional survey approach was used. The study involved 400 teachers from 80 public elementary schools selected through proportionate stratified random sampling. Data were collected using validated questionnaires measuring HRM competencies (six dimensions) and teacher performance (four dimensions). Statistical analyses included descriptive statistics, Pearson correlations, simple and multiple linear regressions, and Structural Equation Modeling (SEM). The findings revealed that principals’ HRM competencies significantly influenced teacher performance (R² = 0.615, p < 0.001). Among the HRM dimensions, human resource development had the strongest effect (β = 0.402), followed by performance appraisal (β = 0.234) and HR planning (β = 0.203). Teacher performance was generally high, particularly in personality and pedagogical competencies. All regression assumptions were met, confirming the robustness of the analysis.The results suggest that effective HRM by school principals, especially in continuous professional development and fair performance evaluations, plays a pivotal role in enhancing teacher performance. However, compensation and work relationship dimensions showed room for improvement, indicating potential policy gaps. Principals’ HRM competencies are vital for improving teacher performance. Educational policymakers should prioritize leadership development programs focusing on HRM strategies to strengthen teacher quality and educational outcomes at the elementary level.

Journal of Innovation and Research in Primary EducationVol. 4(3)
Universitas Majalengka (ID)
Openalex Percentile: Top 79%
School Leadership and Teacher Performance
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