HR System in a Logistics Company: Coordination Between Employees, Managers, and Dispatchers

Abstract

The logistics sector operates within a dynamic, time-sensitive environment where effective human resource (HR) management directly determines operational continuity, service quality, and competitive positioning. Unlike industries with stable workforce deployments, logistics organizations must continuously reconcile fluctuating demand patterns, geographically distributed employees, regulatory compliance requirements, and the real-time coordination demands of fleet operations. Within this context, the HR system functions not merely as an administrative repository but as an active coordination infrastructure linking three foundational stakeholder groups: employees (drivers, warehouse staff, and field personnel), managers (supervisors, department heads, and operations coordinators), and dispatchers (logistics coordinators responsible for route assignment and fleet oversight). This study examines the structural and functional dimensions of HR systems within logistics companies, with a particular focus on the coordination mechanisms among these three role groups. Using a convergent parallel mixed-methods research design, this paper draws on survey data (n = 200) collected across three mid-to-large logistics firms operating in Indonesia, supplemented by semi-structured interviews (n = 18) with purposively selected participants from each role cluster. The survey instrument assessed five dimensions: HR system usability, coordination efficiency, communication clarity, conflict resolution speed, and overall satisfaction. Interview data were analyzed through reflexive thematic analysis to surface experiential patterns that quantitative measures could not capture. Results indicate that integrated digital HR platforms significantly reduce coordination latency, improve scheduling accuracy, and enhance inter-role communication transparency when system integration depth is high. Managers reported the highest satisfaction across all measured dimensions (overall mean: 4.1/5), while employees demonstrated the lowest scores, particularly on conflict resolution speed (3.2/5) and system adoption (3.1/5). Dispatchers, despite holding the highest operational system access, reported moderate satisfaction, with coordination efficiency (4.0/5) constrained by the persistent disconnect between HRMS attendance data and dispatch scheduling tools. Qualitative findings revealed six dominant themes: system fragmentation, communication gaps, training deficits, managerial advantage, integration benefits, and compliance anxiety. The study contributes a three-layer Multi-Stakeholder HR Coordination Framework - comprising an Information Layer, a Workflow Layer, and an Analytics Layer - and offers seven evidence-based recommendations for logistics firms pursuing HR digital transformation. These findings carry practical implications for HR professionals, technology vendors, and logistics executives responsible for aligning system capabilities with the operational demands of a complex, mu