Implementation of Human Resources Management in Tea Plantations in Indonesia: A Case Study – Pt. Perkebunan Tambi

Yusuf Enril Fathurrohman, Tsaltsa Rossy Muldyana
Tea; PT. Perkebunan Tambi; Human Resource Management.
Tea is one of the leading plantation commodities in Indonesia. Most of the tea commodities produced today are exported to the international market. The success of tea plantations in facing the dynamics and challenges of course cannot be separated from the implementation of good human resource management where human resource management is aimed at improving the quality of the company’s workforce. This paper aims to determine the application of human resource management in a tea plantation company in Indonesia (case study: PT. Perkebunan Tambi). The qualitative research method used in this study used an interactive model and took sources from key informants. The results of this study indicated that PT. Perkebunan Tambi implements human resource management starting from planning, recruitment, selection, socialization or orientation, training and development, performance appraisal to promotion, transfer, and termination of employment to increase productivity and quality of its employees.
[1] R. Kurniawan, I. Purwandari, and P. Purwadi, “Manajemen Pelatihan Di Perkebunan Teh PT. Perkebunan Tambi Wonosobo Jawa Tengah [Training Management In Tea Plantation: PT. Perkebunan Tambi, Wonosobo Central java],” Gastrointest. Endosc., vol. 3, no. 2, 2018.
[2] Y. Ariandi, I. Baroh, and J. T. Ibrahim, “Analisis Trend Ekspor Teh Indonesia [Trend Analysis of Indonesian Tea Exports],” J. Agriecobis, vol. 02, no. 01, pp. 23–31, 2019.
[3] F. Ramadhani, “Daya Saing Teh Indonesia Di Pasar Internasional [Competitiveness of Indonesian Tea in the International Market],” Econ. Dev. Anal. J., vol. 2, no. 4, pp. 468–475, 2013, doi: 10.15294/edaj.v2i4.3214.
[4] N. Oktaviana, M. Masyhuri, and S. Hartono, “Competitiveness of Tea Exports in Asean: A Constant Market Share Analysis,” Ilmu Pertan. (Agricultural Sci., vol. 1, no. 2, p. 088, 2017, doi: 10.22146/ipas.10662.
[5] D. D. Onduru, A. De Jager, S. Hiller, and R. Van den Bosch, “Sustainability of smallholder tea production in developing countries : Learning experiences from farmer field schools in Kenya,” Int. J. Dev. Sustain., vol. 1, no. 3, pp. 1–29, 2012.
[6] S. Van der Wal, Sustainability issues in the tea sector: A comparative analysis of six leading producing countries, no. June 2008. Amsterdam, The Netherlands: SOMO- Centre for Research on Multinational Corporation, 2008.
[7] FAO, “Top 10 Country Production of Tea,” FAO STAT, 2019. [Online]. Available: countries_by_commodity.
[8] M. Basorudin, A. Rizqi, S. Murdaningrum, and W. Maharani, “Kajian Persebaran Komoditas Teh: Pengembangan Kawasan Perkebunan Teh Di Provinsi Jawa Barat [Study On The Distribution of Tea Commodities: Development Of Tea Fielding Area In West Java Province In 2015],” J. Sos. Ekon. Pertan., vol. 15, no. 3, p. 205, 2019, doi: 10.20956/jsep.v15i3.6792.
[9] D. Indarti, Outlook Teh Komoditas Pertanian Subsektor Perkebunan, vol. 1. 2015.
[10] S. E. Pratama and H. J. Nadapdap, “Strategi Pengembangan Agribisnis Teh PT Perkebunan Tambi Kabupaten Wonosobo [Tea Agribusiness Development Strategy of PT Perkebunan Tambi Wonosobo Regency],” J. Penelit. Pertan. Terap., vol. 19, no. 1, p. 19, 2019, doi: 10.25181/jppt.v19i1.1395.
[11] Government of Manitoba, Human Resource Management for Farm Business in Manitoba. Brandon, MB: Manitoba Agriculture, Food and Rural Initiatives, 2016.
[12] N. Anwar, Listiyani, and S. Sastrowiratmo, “Manajemen Sumber Daya Manusia Di Perkebunan Kelapa Sawit Pt. Sawindo Kencana Di Kecamatan Tempilang Kabupaten Bangka Barat [Human Resource Management in Oil Palm Plantation Pt. Sawindo Kencana in Tempilang District, West Bangka Regency],” Agromast, vol. 2, no. 1, pp. 58–66, 2017.
[13] K. Komen and H. J. Nadapdap, “Faktor-Faktor Yang Mempengaruhi Kepuasan Kerja Karyawan Bagian Pemetik Teh Di Pt Perkebunan Tambi, Unit Perkebunan Tambi, Kabupaten Wonosobo [Factors Affecting Work Objectives of Employees in the Tea Picking Division at Pt Perkebunan Tambi, Tambi Plantati,” SOCA J. Sos. Ekon. Pertan., vol. 13, no. 3, p. 340, 2019, doi: 10.24843/soca.2019.v13.i03.p05.
[14] I. Santoso and H. J. Nadapdap, “Hubungan Fasilitas, Kualitas Pelayanan, Harga Dan Tempat Terhadap Kepuasan Pengunjung Agrowisata Di Pt Perkebunan Tambi, Kabupaten Wonosobo [The Relationship of Facilities, Service Quality, Price and Place to the Satisfaction of Agrotourism Visitors at Pt,” J. Sos. Ekon. Pertan., vol. 15, no. 2, p. 135, 2019, doi: 10.20956/jsep.v15i2.6648.
[15] J. Hyde, R. Stup, and L. Holden, “The effect of human resource management practices on farm profitability: An initial assessment,” Econ. Bull., vol. 17, no. 12, pp. 1–10, 2008.
[16] L. J. Moleong, Metode Penelitian Kualitatif (Qualitative Research Methods). Bandung: PT. Remaja Rosdakarya, 2013.
[17] M. B. Miles and H. A. Michael, Qualitative Data Analysis. Jakarta: UI Press, 2005.
[18] V. George, “The Role of Human Resource Planning in Organizational Success,” Int. J. Creat. Res. Thoughts, vol. 5, no. 11, pp. 1–10, 2018.
[19] W. . Cascio, Managing human resources: Productivity, quality of work life, profits. New York: McGraw-Hill, 1992.
[20] R. L. Mathis and J. H. Jackson, Human Resource Management, 13th Editi. Mason, OH USA: South-Western College Pub, 2010.
[21] Y. F. M. Harky, “The Significance of Recruitment and Selection on Organizational Performance: The Case of Private owned Organizations in Erbil, North of Iraq,” Int. J. Contemp. Res. Rev., vol. 9, no. 02, pp. 20393–20401, 2018, doi: 10.15520/ijcrr/2018/9/02/422.
[22] I. C. Otoo, J. Assuming, and P. M. Agyei, “Effectiveness of Recruitment and Selection Practices in Public Sector Higher Education Institutions: Evidence from Ghana,” Eur. Sci. Journal, ESJ, vol. 14, no. 13, pp. 199–214, 2018, doi: 10.19044/esj.2018.v14n13p199.
[23] H. J. Walker, H. S. Feild, W. F. Giles, A. A. Armenakis, and J. B. Bernerth, “Displaying Employee Testimonials on Recruitment Web Sites: Effects of Communication Media, Employee Race, and Job Seeker Race on Organizational Attraction and Information Credibility,” J. Appl. Psychol., vol. 94, no. 5, pp. 1354–1364, 2009, doi: 10.1037/a0014964.
[24] A. Elnaga and A. Imran, “European Journal of Business and Management,” Int. J. Recent Technol. Eng., vol. 5, no. 4, pp. 137–147, 2013, doi: 10.36555/almana.v4i3.1477.
[25] R. Bapna, N. Langer, A. Mehra, R. Gopal, and A. Gupta, “Human capital investments and employee performance: An analysis of IT services industry,” Manage. Sci., vol. 59, no. 3, pp. 641–658, 2013, doi: 10.1287/mnsc.1120.1586.
[26] S. Haryono, Supardi, and Udin, “The effect of training and job promotion on work motivation and its implications on job performance : Evidence from Indonesia The effect of training and job promotion on work motivation and its implications on job perfor- mance : Evidence from Indonesia,” Manag. Sci. Lett., vol. 10, no. March, pp. 2107–2112, 2020, doi: 10.5267/j.msl.2020.1.019.
[27] I. H. Mahardayani and D. R. Dhania, “The Efficacy of Performance Appraisal to Increase Employees ’ Job Satisfaction,” J. Educ. Heal. Community Psychol., vol. 5, no. 2, pp. 55–61, 2016.
[28] J. Chen and D. Eldridge, “Are ‘ standardized performance appraisal practices ’ really preferred ? A case study in China,” Chinese Manag. Stud., vol. 4, no. 3, pp. 244–257, 2010, doi: 10.1108/17506141011074138.
[29] P. M. Robert L. Mathis, John H. Jackson, Sean R. Valentine, Human Resource Management, 15th editi. Boston, MA USA: Cengage Learning, 2016.
[30] S. P. Robbins and T. A. Judge, Organizational Behavior, Seventeenth Edition, Global Edition. essex, England: Pearson Education Limited, 2017.
[31] Farida, H. Akib, and S. Tahmir, “An Analysis Of Employee Mutation At Personnel And Human Resources Empowerment Agency In Jeneponto District,” IOSR J. Humanit. Soc. Sci., vol. 23, no. 4, pp. 1–8, 2018, doi: 10.9790/0837-2304010108.
[32] B. G. Mujtaba and T. Senathip, “Layoffs and Downsizing Implications for the Leadership Role of Human Resources,” J. Serv. Sci. Manag., vol. 13, no. 02, pp. 209–228, 2020, doi: 10.4236/jssm.2020.132014.
[33] J. M. S. Neto and E. Mullet, “Perceived Acceptability of Organizational Layoffs and Job Alliances During a Recession: A Mapping of Portuguese People’s Views,” J. Bus. Ethics, vol. 152, no. 4, pp. 1149–1157, 2018, doi: 10.1007/s10551-016-3270-z.

Received : 19 Sep 2021
Accepted : 20 November 2021
Published : 11 December 2021
DOI: 10.30726/ijmrss/v8.i4.2021.84026

Download “Human-Resources-Management-in-Tea-Plantations-in-Indonesia.pdf” Human-Resources-Management-in-Tea-Plantations-in-Indonesia.pdf – Downloaded 6 times – 243 KB