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This study aims to analyze the implementation of human resource management (HRM) after organizational restructuring at Loyola College High School, identify the problems faced, and evaluate the effectiveness of the solutions implemented. Using a qualitative approach and case study design, data were collected through observation, in-depth interviews with various and document analysis. The results of the study indicate an imbalance in HRM transformation, where the implementation of HRM at Loyola College High School has not been fully adapted to the needs and expectations of employees after restructuring. This is manifested in various aspects, including the lack of transparency and effectiveness in the recruitment and induction process, the irrelevance of training and development programs, and weaknesses in the performance evaluation system. In addition, it was found that the holistic welfare of employees has not been optimally met, which is reinforced by the perception of the role of HRD which is still predominantly administrative and less strategic. The consequences of this imbalance are increased workload, bureaucracy, and the potential for a decline in Ignatian core values and institutional identity. This study concludes that significant organizational restructuring requires a transformation of the role of HRM to become more strategic, proactive, and human-centered.

Human Resource Management, Organizational Restructuring, Qualitative Case Study, HRD Transformation.