The research, conducted by Pandoyo Situmorang, Thomas Sumarsan Goh, and Jeudi Agustina TP Sianturi, examined workforce management practices at PT SGP Tbk Plant Medan, a bottled water manufacturer associated with the Cleo brand. The study was published in the International Journal of Sustainable Applied Sciences in 2026.
The researchers found that effective human resource planning had the strongest influence on employee revitalization, followed by organizational culture and leadership. Together, the three factors explained more than half of the variation in workforce revitalization within the company.
The findings arrive at a time when many Indonesian industries are facing labor challenges linked to globalization, technological disruption, post-pandemic restructuring, and the entry of younger generations into the workforce. Companies are increasingly expected to maintain productivity while also creating adaptive and innovative working environments.
PT SGP Tbk Plant Medan was selected because the bottled drinking water sector has become highly competitive. Companies in the industry are competing not only through product quality and operational efficiency, but also through the strength of their workforce management systems.
According to the researchers, workforce revitalization refers to efforts to improve employee competence, motivation, adaptability, and organizational commitment. In modern industries, revitalization is closely tied to how companies plan workforce development, cultivate leadership, and shape workplace culture.
The study used a quantitative survey approach involving 71 employees selected from a total population of 234 workers at PT SGP Tbk Plant Medan. All respondents had worked at the company for at least three years. Data were collected using structured questionnaires and analyzed through multiple linear regression with SPSS statistical software.
The results showed several significant findings:
- Human resource planning had the strongest effect on HR revitalization, with a statistical value of t = 6.865 and significance level of 0.000.
- Leadership also showed a positive and significant effect, with t = 3.015 and significance level of 0.004.
- Organizational culture demonstrated a significant positive influence with t = 3.861 and significance level of 0.000.
- Simultaneously, the three variables produced an F-value of 26.557, indicating a strong combined effect on workforce revitalization.
- The adjusted R² value reached 0.523, meaning 52.3 percent of workforce revitalization could be explained by HR planning, leadership, and organizational culture.
The researchers emphasized that strategic HR planning enables organizations to predict workforce needs, identify competency gaps, and prepare employee development programs more effectively. Companies that actively invest in workforce planning are considered more capable of adapting to market and technological changes.
Pandoyo Situmorang and colleagues explained that strong leadership also contributes to employee motivation and long-term organizational performance. Leaders who communicate clear goals and encourage learning can help employees remain productive in changing business environments.
The study further highlighted the importance of organizational culture in building employee engagement. A collaborative and inclusive workplace culture encourages workers to participate in innovation, improve their skills, and adapt to new operational demands.
The researchers connected their findings to broader changes in workforce dynamics after the COVID-19 pandemic. Many companies are now under pressure to modernize management systems while responding to evolving employee expectations, especially among millennials and Generation Z workers.
In the discussion section, the authors noted that companies with strong organizational cultures are generally more resilient during periods of industrial disruption. Employees working in supportive environments tend to show higher loyalty, stronger performance, and greater willingness to embrace innovation.
The study also reinforces previous theories in strategic human resource management developed by scholars such as Gary Dessler and transformational leadership concepts introduced by Jay Conger and Rabindra Kanungo. The researchers argued that modern organizations require leaders who can inspire employees while simultaneously preparing them for continuous change.
For businesses, the findings suggest that investment in human capital is becoming just as important as investment in technology and infrastructure. Organizations that strengthen workforce planning, leadership development, and workplace culture may be better positioned to remain competitive in rapidly evolving industries.
The implications extend beyond the bottled water sector. Manufacturing companies, service industries, educational institutions, and public organizations can apply similar workforce revitalization strategies to improve employee productivity and institutional sustainability.
The research also offers practical insights for policymakers and HR professionals in Indonesia. As industries continue to digitalize, organizations may need more adaptive HR systems capable of supporting continuous learning and employee transformation.
Author Profiles
- Pandoyo Situmorang — researcher and academic specializing in human resource management and organizational development at Universitas Methodist Indonesia.
- Thomas Sumarsan Goh — lecturer and researcher focusing on leadership studies, organizational management, and workforce performance.
- Jeudi Agustina TP Sianturi — academic researcher with expertise in organizational culture and human resource revitalization.
Source
Article Title: The Influence of Human Resource (HR) Planning, Leadership, and Organizational Culture on HR Revitalization at PT. SGP, Tbk Plant Medan
Journal: International Journal of Sustainable Applied Sciences, Vol. 4, No. 5 (2026)
Authors: Pandoyo Situmorang, Thomas Sumarsan Goh, and Jeudi Agustina TP Sianturi
DOI: https://doi.org/10.59890/ijsas.v4i5.444
URL: https://dmimultitechpublisher.my.id/index.php/ijsas
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