The Strategic Role of Human Resource Management in Managing Social Conflict and Improving Organizational Performance at PT Nabire Baru
DOI:
https://doi.org/10.8844/5n1htg35Keywords:
Human Resource Management, Social Conflict, Organizational Performance, Corporate Social Responsibility, Organizational CultureAbstract
This study aims to analyze the strategic role of Human Resource Management (HRM) in managing social conflict and enhancing organizational performance at PT Nabire Baru, a palm oil plantation company operating in a socio-ecologically sensitive region. A qualitative approach with a case study design was employed. Data were collected through in-depth interviews, observation, and documentation, involving the HR manager, HR/CSR staff, employees, company management representatives, and indigenous community leaders.
The findings reveal that HRM has contributed to social conflict management through dialogical communication, cross-functional coordination, and active involvement in Corporate Social Responsibility (CSR) initiatives, which have strengthened company–community relations and supported operational stability. HRM also plays a role in fostering work ethics and reinforcing organizational culture. However, its strategic function has not yet been fully optimized, particularly in the systematization of social conflict management, the sustainability and evaluation of CSR programs, and the integration of local wisdom into organizational policies and culture. The study recommends strengthening an integrated social conflict management system, institutionalizing culture-based ethical values, and developing participatory and sustainable CSR strategies to improve long-term organizational performance.
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Copyright (c) 2026 Wisnu Wirabuana, Kristian Hoegh Pride Lambe, Johannes Baptista Halik (Author)
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