Publisher

SKILLERINDONESIASKILLERINDONESIA

Journal JMET: Journal of Management Entrepreneurship and TourismJMET: Journal of Management Entrepreneurship and Tourism Abstract

This study examines strategies for optimizing human resource management (HRM) to enhance operational effectiveness in a community-based hospitality enterprise, Peraja Coffee and Bungalow, located in East Lombok. Using a qualitative case study approach, data were collected through in-depth interviews, participatory observation, and document analysis involving six key informants representing managerial and operational roles. The data were analyzed thematically through systematic coding, categorization, and interpretation. The findings reveal that HRM practices are predominantly informal yet highly adaptive, characterized by community-based recruitment, on-the-job training, and trust-based performance evaluation. Career development is facilitated through internal mentoring and social recognition rather than formal promotion systems, which effectively strengthens employee motivation, loyalty, and retention. This study contributes theoretically by extending contextual HRM literature through empirical evidence from a rural, community-based hospitality setting, highlighting how social values and participatory culture can function as strategic HRM mechanisms. Practically, the findings offer enterprises, particularly in developing regions, actionable insights on how integrating social capital with professional HRM practices can improve operational effectiveness and support long-term business sustainability.

Conclusion

The study demonstrates that human resource management at Peraja Coffee and Bungalow plays a strategic role in enhancing operational effectiveness through contextual, participatory, and socially grounded managerial practices.Informal yet adaptive HRM strategies, such as community-based recruitment and trust-based performance evaluation, are effective in strengthening employee commitment and supporting organizational sustainability.These findings suggest that social values and relational mechanisms can function as strategic managerial resources in medium-scale hospitality enterprises.

Future Research

Further research should explore the application of these findings across diverse community-based hospitality enterprises through comparative studies, employing mixed-method approaches to quantify the impact of HRM practices on performance. Investigating the development of a hybrid HRM model that integrates socially embedded practices with strategic formalization, including concise operational guidelines and performance indicators, is crucial. Additionally, research should focus on leadership development programs emphasizing participatory and servant-oriented leadership to sustain organizational learning and adaptability, ultimately contributing to a more robust understanding of contextual human resource management within the hospitality sector. These investigations should encompass at least 150 words to fully explore the nuances of these recommendations and their potential impact on the industry.

References

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