STRATEGIC HRM DAN KINERJA ORGANISASI: MEDIASI ENGAGEMENT DAN KOMITMEN

This conceptual article develops an integrative framework explaining how Strategic Human Resource Management (SHRM) can improve organizational performance through employee engagement and organizational commitment. In response to the need for a theoretically grounded explanation of the HRM-performance 'black box', the article synthesizes recent literature on strategic fit, job resources, social exchange, employee engagement, organizational commitment, and organizational performance. The synthesis positions employee engagement as a motivational mechanism that converts HR practices into work energy, dedication, and discretionary effort, while organizational commitment is positioned as a relational mechanism that converts perceived organizational investment into attachment, loyalty, and sustained contribution. The proposed model includes direct pathways from SHRM to performance, engagement, and commitment; pathways from engagement to commitment and performance; and a serial mechanism of SHRM -> engagement -> commitment -> organizational performance. The article contributes by integrating motivational and relational mechanisms in one conceptual architecture and by translating the model into managerial implications for HR architecture, line-manager implementation, employee experience, and performance-pathway evaluation. The framework is intended for subsequent empirical testing using field data, preferably with longitudinal or multi-wave and multi-source designs.