Determinants of Front Office Operational Performance: The Role of Human Resource Competence, Organizational Culture, and Employee Commitment

Abstract

This study examines the influence of human resource competence, organizational culture, and employee commitment on front office operational performance in Bank Mandiri in Samarinda City, Indonesia. In the context of increasing competition and rising customer expectations, front-office services play a critical role in determining service quality and customer satisfaction, underscoring the need to understand the internal factors that drive operational performance. A quantitative approach was employed using a survey, with data collected from 50 front office employees, including tellers and customer service representatives, via structured questionnaires rated on a Likert scale. The data were analyzed using multiple linear regression to assess both partial and simultaneous effects of the independent variables on operational performance. The results indicate that human resource competence, organizational culture, and employee commitment all have positive and significant effects on front office operational performance. Among these variables, employee commitment demonstrates the strongest influence, followed by human resource competence and organizational culture. The model shows good explanatory power, indicating that these factors collectively contribute substantially to performance variation. These findings suggest that improving front office performance requires an integrated approach that enhances employee competencies, strengthens organizational culture, and fosters employee commitment. The study contributes to the literature by providing empirical evidence from the banking sector, particularly in a regional context, and offers practical insights for organizations seeking to improve service quality and maintain competitive advantage through effective human resource and organizational management.