Managerial Strategies Boost Efficiency and Employee Productivity at PT Koncota Agro Mandiri, Gurusinga Village

Multitech Publisher Rabu, Juli 15, 2026
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FORMOSA NEWS - Gurusinga - The implementation of integrated human resource management strategies has proven to enhance the quality, quantity, and accountability of employee performance within the agribusiness sector. This conclusion was established through in-depth research conducted by Ega Emanda Br Ginting, Menanti Br Sembiring, and Ingan Ukur Br Sitepu, three researchers from Universitas Quality Berastagi. Published in 2026, this scientific study focuses on the operations of PT Koncota Agro Mandiri located in Gurusinga Village. The findings of this strategic assessment carry significant weight amidst intense competition in the national horticulture industry, where managing a diverse workforce serves as the cornerstone of operational stability for export commodities.

Background and Agribusiness Sector Challenges

PT Koncota Agro Mandiri operates as an agribusiness enterprise dealing with a substantial workforce. The company's daily operations rely heavily on physical work efficiency and the processing speed of post-harvest agricultural commodities. Nevertheless, before human resource management (HRM) strategies were rigorously enforced, the company encountered stark fluctuations in productivity.

To illustrate, commodity production execution in 2024 experienced noticeable shifts. The highest achievement peaked at 95 percent in January, yet plunged to its lowest point at 87 percent in March. This instability was triggered by high daily employee absenteeism, unpredictable weather conditions, and competence gaps in the field.

The most prominent hurdle faced by management stems from a highly heterogeneous employment structure. Out of 119 total employees at PT Koncota Agro Mandiri, there are three distinct job classifications. First, there are 9 permanent workers who receive a stable monthly salary and full facilities. Second, there are 80 non-permanent workers paid on a daily wage system without additional benefits. Third, there are 30 export contract workers. This pronounced gap in employment status directly impacts variances in worker motivation, loyalty, and operational responsibility across both the warehouses and the fields.

Streamlined Field-Based Research Methodology

To unpack these managerial dynamics, the research team from Universitas Quality Berastagi deployed a descriptive qualitative approach. The researchers acted as the primary instrument by directly entering the field to observe objective conditions at PT Koncota Agro Mandiri. Data gathering was conducted holistically through in-depth interviews with 13 key informants, spanning management figures such as the Director and Commissioner, administrative staff, finance personnel, the warehouse manager, machine operators, and packaging (packing) department representatives. Alongside interviews, the researchers carried out direct observations of work behaviors and evaluated internal company documentation, including attendance logs and annual production sheets. The trustworthiness of all gathered data was validated using triangulation techniques to ensure informational accuracy.

Four Strategic Pillars Driving Productivity

Based on the data analysis, the research team discovered that PT Koncota Agro Mandiri implements four main strategic HRM pillars that successfully drive field performance:

  1. Export Competence-Based Training: The company periodically organizes technical training programs tailored to overseas market requirements. These initiatives include Vegetable Sorting and Grading Training, Carrot Packing Training, and Standard Operating Procedure (SOP) Handling Training for New Products like sweet potatoes and potatoes destined for the Singaporean market. Employees who underwent this training proved capable of working systematically with minimal technical errors.
  2. Compensation and Performance Bonus Systems: Management utilizes a structured remuneration scheme. Permanent staff receive a stable monthly salary of Rp4,000,000 accompanied by housing facilities (mess), meals, alongside water and electricity subsidies. Meanwhile, non-permanent employees receive daily wages ranging from Rp100,000 to Rp130,000. To stimulate operational drive, the company provides additional bonuses for individual workers or small groups that surpass daily production targets.
  3. Rigorous Supervision Across All Lines: Supervision is executed directly and hierarchically, extending from the cold storage warehouse area down to sorting activities in the fields. The active presence of supervisors in the field ensures that the entire post-harvest handling of horticulture commodities flows seamlessly according to the company's established SOPs.
  4. Strategic Placement Matching Expertise: The company adheres firmly to selective staff placement based on prior competence and work experience. Grouping work by specific functions runs effectively, allowing employees to operate more independently without requiring constant, overbearing supervision.

By deploying a combination of these four strategies, daily productivity levels remain well-maintained. The average daily output yields between 110 to 125 kilograms per employee, and annual target fulfillment is successfully kept above 90 percent throughout most months.

Broader Industry Impact and Policy Recommendations

This study carries important implications for the business world, particularly for operators within labor-intensive agribusiness industries. The success of PT Koncota Agro Mandiri indicates that investing in human capacity and standardized workflows can significantly curb commodity damage during post-harvest distribution channels.

Nonetheless, the researchers highlighted a critical managerial gap that demands swift resolution. Marked disparities in compensation and guaranteed facilities between permanent and non-permanent staff frequently trigger absenteeism spikes. When daily worker absenteeism surges, production targets immediately slide. Consequently, the research team from Universitas Quality Berastagi outlines three strategic recommendations for management: first, broaden training access equitably to include non-permanent workers in the sorting division; second, re-formulate the attendance incentive system for daily laborers; and third, strengthen internal communication channels through inclusive weekly dialogues to foster a shared sense of ownership.

Author Profiles:

  • Ega Emanda Br Ginting, S.E. is the lead researcher from the Faculty of Economics and Business at Universitas Quality Berastagi, specializing in Strategic Human Resource Management and Agribusiness Organizational Development.
  • Menanti Br Sembiring, S.E., M.Si. is a senior lecturer and researcher at Universitas Quality Berastagi with core expertise in Remuneration Strategy, Organizational Behavior, and Workforce Performance in Commodity Industries.
  • Ingan Ukur Br Sitepu, S.E., M.Si. is an academic and active researcher at Universitas Quality Berastagi focusing her scientific studies on Post-Harvest Operations Management, Efficiency in Labor-Intensive Industries, and Labor Welfare in the Agricultural Sector.

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