Article Sidebar

Download
PDF
Statistic
Read Counter : 24 Download : 18

Downloads

Download data is not yet available.

Main Article Content

Abstract

As Labkes Jabar prepares to become a BLUD (Public Service Agency) in 2025, it must address the critical issue of effectively managing its human capital to achieve organizational readiness. The organization must prepare its human capital to be more agile in adapting to new organizational changes and to become the most fundamental asset of the organization in BLUD implementation. Human capital is very influential to the success of an organization in improving their organization’s performance. This study identifies the strategic human capital management (HCM) practices that will drive the success of BLUD implementation, focusing on areas that remain flexible within the constraints of government regulations. The study assesses the organization's human capital practices through a combination of qualitative thematic analysis and quantitative SEM-PLS methods. The findings reveal that while leadership practices are already strong and effective, there is room for improvement in other areas crucial to the transformation. The study recommends the adoption of an advanced Human Capital Management System (HCMS) to optimize leadership development, enhance learning opportunities, improve workforce efficiency, increase knowledge accessibility, and boost employee engagement. By integrating these improvements into a structured HCMS, the organization can better manage and develop its human capital, aligning employee capabilities with the strategic objectives of the BLUD transition. The study further proposes a 7S change management framework as a strategic foundation for implementing these HCM practices. The framework enables the organization to identify change in an organized manner, ensuring that all critical issues are addressed and aligned with the transformation goals. It highlights the necessity of a specialized committee to supervise the development and implementation of these initiatives, accentuating the significance of leadership in facilitating organizational transformation. The research highlights the significance of digitalization, talent management, structured training programs, employee well-being initiatives, and continual competency and performance evaluation as important elements in attaining long-term success. In summary, this investigation offers practical suggestions for Labkes Jabar to improve its human capital management, thereby enabling a seamless transition to BLUD status. Future research should explore broader applications of these strategies across similar government institutions and regions to validate and refine the proposed HCM approach.

Keywords

HCMS Organization Transformation SEM-FLS 7S Framework

Article Details

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

How to Cite
Supriarti, R. A., & Febriansyah, H. (2024). Human Capital Management as A Catalyst for Organizational Change: A Study on West Java Health Laboratory (BLUD) Transition. Ilomata International Journal of Management, 6(1), 14-36. https://doi.org/10.61194/ijjm.v6i1.1467

References

  1. Aguinis, H. (2022). Performance Management (4th ed.). Pearson. Energy Research and Social Science, 70.
  2. Al Jabri, F., Kvist, T., & Turunen, H. (2023). Core competencies of healthcare professionals in Oman: Research and evidence-based practice needs attention. Nursing Open, 10(4). https://doi.org/10.1002/nop2.1453
  3. Alam, P. A. (2017). Measuring Organizational Effectiveness through Performance Management System and Mckinsey’s 7 S Model. Asian Journal of Management, 8(4). https://doi.org/10.5958/2321-5763.2017.00194.9
  4. Alhumeisat, E. K. I. (2024). The Impact Of Strategic Human Resource Management (Shrm) On Organizational Performance: Mediating Role Of It Infrastructure. Quality - Access to Success, 25(200). https://doi.org/10.47750/QAS/25.200.06
  5. Alqatawenh, A. S. (2018). Transformational leadership style and its relationship with change management. Business: Theory and Practice, 19. https://doi.org/10.3846/btp.2018.03
  6. Arisanti, R., Pontoh, R. S., Winarni, S., & Aini, S. D. N. (2023). Assessing service availability and accessibility of healthcare facilities in Indonesia: A spatially-informed correspondence analysis with visual approach. Decision Science Letters, 12(3). https://doi.org/10.5267/j.dsl.2023.4.005
  7. Asfahani, A. M. (2024). Fusing talent horizons: the transformative role of data integration in modern talent management. In Discover Sustainability (Vol. 5, Issue 1). https://doi.org/10.1007/s43621-024-00212-7
  8. Baquero, A. (2023). Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model. Psychology Research and Behavior Management, 16. https://doi.org/10.2147/PRBM.S407672
  9. Bassi, L., & McMurrer, D. (2007). Maximizing your return on people. In Harvard Business Review (Vol. 85, Issue 3).
  10. Boon, C., Eckardt, R., Lepak, D. P., & Boselie, P. (2018). Integrating strategic human capital and strategic human resource management. International Journal of Human Resource Management, 29(1). https://doi.org/10.1080/09585192.2017.1380063
  11. Delery, J. E., & Roumpi, D. (2017). Strategic human resource management, human capital and competitive advantage: is the field going in circles? In Human Resource Management Journal (Vol. 27, Issue 1). https://doi.org/10.1111/1748-8583.12137
  12. Desta, A. G., Tadesse, W. M., & Mulusew, W. B. (2022). Aspects of Human Capital Management and Employee Job Performance: The Mediation Role of Employee Engagement. International Journal of Business Science and Applied Management, 17(3).
  13. Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. In European Business Review (Vol. 31, Issue 1). https://doi.org/10.1108/EBR-11-2018-0203
  14. Hansson, B., Johanson, U., & Leitner, K. H. (2004). The Impact of Human Capital and Human Capital Investments on Firm Performance: Evidence from the Literature and European Survey Results. CEDEFOP 3rd Research Report on Vocational Training Research in Europe, 30.
  15. Inglesby, T., & Cicero, A. (2017). Protecting the Nation from Health Security Threats. Health Security, 15(1). https://doi.org/10.1089/hs.2016.0122
  16. Islam, S. (2023). ASSESSMENT OF PUBLIC HEALTH COMPETENCIES AT MULTIPLE LEVELS. In Exemplars of Assessment in Higher Education: Diverse Approaches to Addressing Accreditation Standards. https://doi.org/10.4324/9781003444701-13
  17. Jena, L. K., Pradhan, S., & Panigrahy, N. P. (2018). Pursuit of organisational trust: Role of employee engagement, psychological well-being and transformational leadership. Asia Pacific Management Review, 23(3). https://doi.org/10.1016/j.apmrv.2017.11.001
  18. Kaplan, R. S. (2005). How the balanced scorecard complements the McKinsey 7-S model. Strategy and Leadership, 33(3). https://doi.org/10.1108/10878570510594442
  19. Kaur Bagga, S., Gera, S., & Haque, S. N. (2023). The mediating role of organizational culture: Transformational leadership and change management in virtual teams. Asia Pacific Management Review, 28(2). https://doi.org/10.1016/j.apmrv.2022.07.003
  20. Khatri, N. (2006). Building HR capability in health care organizations. In Health Care Management Review (Vol. 31, Issue 1). https://doi.org/10.1097/00004010-200601000-00007
  21. Kurniawati, N. I., & Raharja, E. (2023). The Influence of Employee Engagement on Organizational Performance: A Systematic Review. WSEAS Transactions on Business and Economics, 20. https://doi.org/10.37394/23207.2023.20.20
  22. Landrum, L. B., Baker, S. L., Rarig, A., Ryan, K., Siroky, M., Jones, M. C., Alexiou, J., Jones, L. D., Reynolds, M., Dawson, D., Nelson, S., Smilie, J., Kassler, W., Smith, C. C., Ascheim, J., Hampshire, N., Miller, M. D., York, N., Atkins, A., … Bassler, E. J. (2004). Managing Complex Systems: Performance Management in Public Health. In J Public Health Management Practice (Vol. 10, Issue 1).
  23. Odden, A. (2011). Manage “human capital” strategically. Phi Delta Kappan, 92(7). https://doi.org/10.1177/003172171109200703
  24. Palatková, M. (2011). The 7-S-McKinsey Model: an Implementation Tool of a Destination Marketing Strategy in the Czech Republic. Global Management Journal, 3(1/2).
  25. Rodwell, J. J., & Teo, S. T. (2004). Strategic HRM in for-profit and non-profit organizations in a knowledge-intensive industry. Public Management Review, 6(3). https://doi.org/10.1080/1471903042000256510
  26. Wright, P. M., Coff, R., & Moliterno, T. P. (2014). Strategic Human Capital: Crossing the Great Divide. Journal of Management, 40(2). https://doi.org/10.1177/0149206313518437
  27. Zelenski, J. M., Murphy, S. A., & Jenkins, D. A. (2008). The happy-productive worker thesis revisited. Journal of Happiness Studies, 9(4). https://doi.org/10.1007/s10902-008-9087-4

DB Error: Unknown column 'Array' in 'where clause'