Bridging the Policy-Practice Gap in Military HRM: An Nvivo-Based Analysis of Adaptive Competence and Institutional Inertia in TNI
DOI:
10.59888/ajosh.v4i12.779Published:
2026-09-09Downloads
Abstract
The Indonesian National Armed Forces (TNI) faces increasing pressure to operate effectively in a Volatile, Uncertain, Complex, and Ambiguous (VUCA) security environment. However, current Human Resource Management (HRM) practices remain rooted in traditional, seniority-based structures that often hinder agility and cross-domain interoperability. This research investigates the misalignment between strategic VUCA awareness and operational HRM realities by employing a qualitative multi-method design. Utilizing NVivo-assisted thematic analysis, data were triangulated from strategic doctrines, regulatory frameworks, operational After-Action Reviews (AARs), and academic publications. The analysis revealed a significant “policy-practice disconnect,” in which institutional inertia, characterized by outdated curricula and rigid seniority systems, contrasts with the latent adaptive potential of operational personnel. Four critical pillars of adaptive competence were identified: Cognitive Agility, Cross-Domain Interoperability, Heuristic Problem-Solving, and Affective Resilience. To bridge this gap, this study proposes a strategic framework operationalized through an Agile Learning Ecosystem and Future-Oriented Talent Analytics. Key policy reforms include implementing micro-credentialing for emerging technologies, establishing merit-based promotion systems tied to joint assignments, and institutionalizing heuristic problem-solving approaches. These findings provide a concrete roadmap for transforming TNI HRM from a compliance-based system into an adaptability-driven force capable of thriving in modern hybrid warfare environments.
Keywords:
adaptive competence TNI HRM VUCA NVivo analysis JointnessReferences
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