The Strategic Enabler: Human Resource Management’s Role in Facilitating the Independent Campus Policy (MBKM) in Indonesian Higher Education

Abstract

Purpose: This paper examines the critical, yet underexplored, strategic role of Human Resource Management (HRM) in enabling the successful implementation of Indonesia's Merdeka Belajar Kampus Merdeka (MBKM) or "Independent Learning, Independent Campus" policy. It argues that without a strategic HRM overhaul, the policy risks remaining a top-down mandate with limited institutionalization.

Design/Methodology/Approach: Employing a qualitative case study approach, this research draws on data from semi-structured interviews with HR directors, faculty deans, and academic staff at three Indonesian universities, alongside analysis of institutional HR policy documents. Thematic analysis is used to identify key HRM challenges and adaptations.

Findings: The study identifies four pivotal HRM roles: 1) Strategic Change Architect, aligning university human capital with MBKM goals; 2) Faculty Capability Builder, through targeted development programs; 3) Performance System Innovator, redesigning appraisal and reward structures; and 4) Cultural Transformation Agent. Key challenges include resistance from tenured faculty, misaligned incentive systems, and resource constraints.

Practical Implications: University leaders and policymakers must reconceptualize HRM as a core strategic partner, not merely an administrative function. Concrete recommendations include developing dual-track career pathways, creating MBKM-focused key performance indicators (KPIs), and establishing industry liaison recognition schemes.