Eksplorasi Praktik Human Capital Management Pada PT. Kinando Makmur Jaya
DOI:
https://doi.org/10.47747/jismab.v7i3.3697Keywords:
human capital management, human resource management, employee development, manufacturing, workforce compositionAbstract
Human Capital Management (HCM) views employees as organizational resources whose knowledge, skills, capabilities, and potential need to be developed systematically. This study aims to describe the workforce composition and documented HCM practices at PT Kinando Makmur Jaya, a large-scale manufacturing company in Jepara. The study uses a descriptive quantitative design based on secondary company data and documentation. The workforce database comprises 8,500 employees, whose characteristics are described by gender, educational attainment, age group, and employment status. HCM practices are examined through documentation concerning recruitment, training and competency development, leadership and succession, performance management, career development, and employee engagement. Data were analyzed using frequencies and percentages, while documented HCM practices were interpreted descriptively and linked to relevant HRM literature. The results show that women constitute 70.8% of the workforce, employees with senior high school or vocational education account for 52.5%, the 20–30 age group represents 75.8%, and permanent employees account for 70.0%. The documented HCM practices indicate that the company has mechanisms for decentralized recruitment, competency development, leadership preparation, KPI- and PDCA-based performance management, career development, and employee engagement. The study contributes an integrated descriptive profile of workforce composition and HCM practices in a large manufacturing organization. The findings should not be interpreted as evidence of causal effects on productivity or organizational performance because no inferential testing was conducted
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