<![CDATA[This study examines how workforce planning, recruitment and placement, competency development, performance appraisal, and compensation operate as an interconnected learning infrastructure at Morosi Community Health Centre, Indonesia. The study employed a qualitative case study design, with data collected through in-depth interviews with the head of the community health center, the head of administration, and senior nurses, as well as through observation and document analysis. Thematic analysis identified five interrelated gaps: workforce planning was constrained by top-down staffing decisions; placement did not consistently match competence; professional development was uneven and weakly followed up; appraisal emphasized administrative compliance rather than developmental feedback; and compensation was perceived as insufficiently transparent and responsive to workload. Leadership commitment and policy support enabled partial adaptation, but limited staffing, budget, facilities, and bureaucratic flexibility restricted organizational learning. The study proposes the LEARN-PHC framework, integrating needs-based workforce planning, competency-aligned placement, workplace learning, developmental appraisal, and fair learning-linked rewards. The findings position HRM as an educational architecture for developing an adaptive primary-care workforce in rapidly changing industrial settings.]]>
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