HUMAN CAPITAL MANAGEMENT SYSTEM AS A CATALYST FOR ORGANIZATIONAL CHANGE: A STUDY ON LABKES JABAR’S BLUD TRANSITION

• Main Author: Andiani Supriarti, Ria
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/86594
• Institution: Institut Teknologi Bandung

As Laboratorium Kesehatan Jawa Barat-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 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 need for a dedicated committee to oversee the planning and execution of these initiatives, emphasizing the importance of leadership in driving organizational change. The research underscores the role of continuous competency and performance evaluation, digitalization, structured training program, talent management and employee well-being programs as essential components in achieving sustainable performance. 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.