Implementasi Manajemen Sumber Daya Manusia dalam Penyelenggaraan Umrah Akbar di PPIU ABA Tour

Alfareza, Mochamad Eka (2026) Implementasi Manajemen Sumber Daya Manusia dalam Penyelenggaraan Umrah Akbar di PPIU ABA Tour. Sarjana thesis, UIN Sunan Gunung Djati Bandung.

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Abstract

Penyelenggaraan ibadah umrah berskala besar menghadirkan tantangan operasional yang kompleks, terutama dalam aspek pengelolaan sumber daya manusia (SDM). PT. ABA Tour & Travel, sebagai Penyelenggara Perjalanan Ibadah Umrah (PPIU) berbasis di Sukabumi, Jawa Barat, secara rutin menyelenggarakan program umrah akbar yang dalam satu kali keberangkatan melibatkan ratusan jemaah, berbeda signifikan dengan program umrah reguler yang hanya menampung 30 hingga 40 jemaah. Program ini bermula dari umrah milad sejak perusahaan berdiri pada tahun 2012 dan berkembang menjadi umrah akbar seiring meningkatnya jumlah jemaah, dengan target 393 jemaah pada tahun 2026. Besarnya skala penyelenggaraan menuntut perencanaan SDM yang matang, koordinasi lintas fungsi yang efektif, serta evaluasi kinerja yang berkelanjutan agar pelayanan ibadah kepada jemaah dapat terlaksana secara optimal. Penelitian ini menggunakan pendekatan kualitatif dengan metode studi kasus. Data dikumpulkan melalui wawancara mendalam dengan informan utama yang dipilih secara purposive sampling dan snowball sampling. Analisis data menggunakan model interaktif Miles dan Huberman yang mencakup reduksi data, penyajian data, serta penarikan kesimpulan dan verifikasi secara iteratif. Keabsahan data dijamin melalui triangulasi sumber dan metode, serta member check. Penelitian ini menggunakan dua kerangka teori yang saling melengkapi. Pertama, teori fungsi manajemen POAC George R. Terry (2019) yang mencakup planning, organizing, actuating, dan controlling, sebagai lensa untuk menganalisis proses operasional pengelolaan SDM secara menyeluruh. Kedua, konsep Strategic Human Resource Management (SHRM) Wright & McMahan (1992) yang menekankan pentingnya kesesuaian vertikal (vertical fit) antara strategi organisasi dengan kebijakan SDM, serta kesesuaian horizontal (horizontal fit) antar praktik SDM. Penelitian ini bertujuan mengetahui perencanaan, pengorganisasian, strategi pengelolaan, dan evaluasi kinerja SDM dalam penyelenggaraan umrah akbar di PT. ABA Tour. Hasil penelitian menunjukkan implementasi manajemen SDM berjalan sistematis melalui fungsi POAC, planning berupa perencanaan kebutuhan SDM dan logistik delapan hingga sembilan bulan sebelumnya, organizing melalui pembagian bidang fungsional yang fleksibel, actuating melalui pembinaan berkelanjutan, penempatan berbasis kompetensi, serta controlling melalui evaluasi kinerja pascapemberangkatan sebagai dasar perbaikan. Secara strategis, vertical dan horizontal fit terwujud bersamaan, menjadikan SDM sebagai aset strategis, yang dibuktikan oleh pertumbuhan dan kepuasan jemaah. The large-scale implementation of Umrah pilgrimages presents complex operational challenges, particularly in human resource (HR) management. PT. ABA Tour & Travel, an Umrah Travel Organizer (PPIU) based in Sukabumi, West Java, regularly holds Umrah Akbar programs that involve hundreds of pilgrims in a single departure, significantly larger than its regular Umrah programs, which accommodate only 30 to 40 pilgrims. This program originated from the company's Umrah Milad since its establishment in 2012 and developed into Umrah Akbar as pilgrim numbers grew, with a target of 393 pilgrims in 2026. The scale of the program demands careful HR planning, effective cross-functional coordination, and continuous performance evaluation to ensure pilgrims receive optimal service. This study employs a qualitative approach using a case study method. Data were collected through in-depth interviews with key informants selected through purposive and snowball sampling. Data analysis used the Miles and Huberman interactive model, which includes data reduction, data display, and iterative conclusion drawing and verification. Data validity was ensured through source and method triangulation, as well as member checking. This study applies two complementary theoretical frameworks. First, George R. Terry's (2019) POAC management functions theory covering planning, organizing, actuating, and controlling serves as a lens for analyzing the overall operational process of HR management. Second, Wright & McMahan's (1992) Strategic Human Resource Management (SHRM) concept emphasizes the importance of vertical fit between organizational strategy and HR policy, as well as horizontal fit among HR practices. This study aims to examine HR planning, organizing, management strategy, and performance evaluation in the implementation of Umrah Akbar at PT. ABA Tour. The findings show that HR management implementation runs systematically through the POAC functions, planning involves HR and logistical needs assessment beginning eight to nine months in advance, organizing is carried out through a flexible division of functional areas; actuating involves continuous employee development and competency-based placement, while controlling is conducted through post-departure performance evaluation as a basis for improvement. Strategically, vertical and horizontal fit are achieved simultaneously, positioning HR as a strategic asset, as evidenced by growth in pilgrim numbers and their satisfaction.

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