Purpose: This study addresses the urgent need for an effective performance management system at PT JIEP to bridge the gap between current practices and a holistic approach that aligns individual objectives with the organization’s goals. This study aims to design an improved framework using the Balanced Scorecard (BSC) to enhance employee engagement, development, and strategic alignment. Research Methodology: A mixed-method approach was employed, combining quantitative surveys (n=61) and qualitative focus group discussions with the employees. The survey measured six performance management purposes and six key activities on a Likert scale. Quantitative data were analyzed using SPSS for validity and reliability, and qualitative data underwent thematic analysis. Triangulation was used to integrate both datasets. Results: The findings indicate critical deficiencies in administrative efficiency, employee development opportunities, guidance for achieving goals, frequency of evaluations, and transparency in performance consequences. Key challenges include reliance on annual KPI reviews, limited feedback, narrow reward structures and insufficient managerial coaching. Conclusions: The current system lacks strategic alignment, continuous feedback, and diverse recognition methods to improve employee performance. Implementing the BSC framework, diversifying rewards, enhancing managerial coaching skills, and establishing regular evaluations are essential for improving engagement, motivation, and alignment with strategic goals. Limitations: This study focused solely on PT JIEP, limiting its generalizability. Reliance on self-reported data may have introduced bias. Contribution: This research contributes a validated BSC-based performance management framework adaptable to similar organizational contexts, offering actionable strategies to align individual and corporate objectives while fostering a culture of continuous improvement.

Purpose: The Theory of Planned Behavior (TPB), a psychological study that aims to comprehend human behavioral tendencies, was applied. This study aims to examine the methods employed by Bank XXX West Java to market assurance products. Research methodology: To gather quantitative data, questionnaires and descriptive analyses were used to investigate Bank XXX Indonesia's internal strategies, including Segmentation, Targeting, and Positioning (STP), as well as the expanded 7Ps. PESTLE, SWOT, TOWS matrix, and customer analyses were also used for external analysis. Results: The recommendations of this study emphasize the need for continuous market analysis to improve strategies and explore potential areas for future research in the field. To deepen the understanding of consumer behavior in the banking industry, future studies could focus on the marketing mix and delve into consumer behavior and decision-making processes. Conclusion: Strategic marketing initiatives aligned with TPB constructs—attitude toward behavior, subjective norms, perceived behavioral control, perceived risk, and trustworthiness—significantly influence purchase intention and loyalty, highlighting the value of integrating psychological behavior models with marketing frameworks to enhance customer engagement and retention. Limitations: This research aims to provide theoretical insights into practical applications, valuable industry insights, and opportunities for further exploration of customer behavior in the banking industry. Implementation: A direct relationship between purchase intention and loyalty was discovered. Customers who were satisfied with Bank XXX West Java had a higher attitude towards behavior, subjective norms, perceived behavioral control, perceived risk, and trustworthiness.