Sustainable Human Resource Management and Its Contribution to Improving the Performance of Event Organizers in Bulukumba Regency

Abstract

This study examines sustainable development practices as a managerial capability within community-based tourism organizations operating in dynamic and uncertain environments. In contrast to dominant tourism development studies that emphasize formal institutional structures and large-scale tourism enterprises, this research explores how sustainability-oriented practices are implemented through local community participation in small and medium-sized tourism initiatives. Using a qualitative case study approach, data were collected through in-depth interviews with community leaders, tourism managers, local residents, and supporting stakeholders, complemented by observation and document analysis.

The findings reveal that sustainable tourism practices—implemented through community empowerment, local capacity building, participatory decision-making, and relational leadership—play a critical role in enhancing community welfare, cultural preservation, and tourism competitiveness. These practices contribute directly to sustainable tourism performance, even in the absence of formalized management systems and long-term financial resources. The study further demonstrates that sustainable tourism development functions as a dynamic community capability embedded in everyday social and managerial practices rather than as a static development model.

This research contributes to sustainable tourism and community development literature by extending sustainability theory to local, community-based tourism contexts. Practically, the findings provide actionable insights for policymakers and tourism practitioners seeking to promote inclusive growth, community resilience, and long-term sustainability in tourism destinations.

Keywords: Human Resource Management, Sustainable Human Resources, Event Organizer, Organizational Performance, Business Sustainability, Bulukumba Regency.