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All Journal JKP (Jurnal Kajian Pemerintah: Journal of Government Social and Politics) Journal of Administration, Governance, and Political Issues
Raisa Ayu Rininta
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Humanities Environmental Science Social Sciences

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Rekrutmen Talenta Global di BUMN Penerbangan Indonesia: Studi Kasus Pengangkatan Direksi Asing di PT Garuda Indonesia (Persero) Tbk dalam Perspektif Strategic Human Resource Management (SHRM) Raisa Ayu Rininta; Eliza Deis Widoputri; Indah Mustika Choirum
Journal of Administration, Governance, and Political Issues Vol. 2 No. 2 (2025): Juli-Desember
Publisher : Indonesian Journal Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47134/jagpi.v2i2.5132

Abstract

Facing a persistent financial crisis and critical post-pandemic competency gaps, PT Garuda Indonesia (Persero) Tbk took a strategic step by recruiting two foreign nationals (FNs) to its board of directors in October 2025, supported by an amendment to the State-Owned Enterprise (SOE) Law. This decision is a manifestation of the external fit strategy within Strategic Human Resource Management (SHRM) to acquire specific expertise (financial turnaround and operational efficiency) that is scarce in the domestic market. This study analyzes the decision to appoint foreign directors as a response to the Global Talent Challenge and the challenge of institutional embeddedness. Data was obtained through a qualitative case study, in-depth interviews with Garuda Indonesia practitioners, and regulatory and media analysis. The decision is legally sound and demonstrates a meritocratic effort to overcome the competency gap. Findings show that integrating foreign leadership into the Indonesian SOE context requires more than just technical expertise. The acceptance of local human resources (overcoming in-group bias) is heavily determined by the foreign leadership's performance legitimacy and a conscious effort to implement a crossvergence culture (a blend of local values and global professionalism). To ensure long-term success and build domestic capacity, this strategy must be balanced with a global succession plan and a structured knowledge transfer system, ensuring foreign talent acts as a transformative catalyst. Garuda can achieve a win-win outcome by maintaining global competitiveness while strengthening local leadership.
Human Resource Management di Negara Berkembang: Tinjauan Komparatif dan Implikasinya bagi Reformasi Sektor Publik Indonesia Raisa Ayu Rininta; Naufal Ageng Putera
Jurnal Kajian Pemerintah: Journal of Government, Social and Politics Vol. 12 No. 2 (2026): Oktober
Publisher : UIR Press

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25299/jkp.2026.vol12(2).28372

Abstract

Human Resource Management (HRM) practices in developing countries are fundamentally shaped by institutional, cultural, and state capacity contexts, making it impossible for Indonesia’s public sector reform to directly adopt Western HRM models without meaningful contextual adaptation. This article aims to identify the characteristics of HRM in developing countries, compare HRM practices across regions, and analyse their implications for Indonesia’s public sector reform. A comparative literature review was conducted drawing on literature from Scopus, Web of Science, and Google Scholar databases covering the period 2013–2026. The findings indicate that HRM in developing countries is shaped by three levels of factors: national (culture, institutions, economy), contingent (ownership, organisational size, trade unions), and internal organisational (leadership, technical capacity). Cross-regional comparison reveals marked differences between East Asia’s convergence trajectory, South Asia’s dualism, Southeast Asia’s fragmentation, and Sub-Saharan Africa’s persistent patronage dominance. For Indonesia, the core challenge of HRM reform lies not merely in regulatory improvement but in entrenched bureaucratic culture, merit system inconsistency, weak institutional capacity, and persistent organisational resistance. Digital HRM transformation will only prove effective if preceded by investment in human capacity and substantive bureaucratic culture change.
Co-Authors Eliza Deis Widoputri Indah Mustika Choirum Naufal Ageng Putera