Integrating Marind Indigenous Knowledge into Public Setor Human Resource Development: A Pathway to Sustainable Public Management in Merauke

Abstract

Introduction: This study investigates the integration of Marind indigenous knowledge into public sector human resource development (HRD) as a strategy to strengthen culturally responsive governance in Merauke, South Papua, highlighting the importance of aligning HRD with local socio-cultural realities. Research Objectives: The study aims to (1) identify Marind cultural values relevant to HRD, (2) examine their alignment with governance principles and professional competence, and (3) propose a culturally grounded HRD model to enhance service quality. Research Methods/Approaches: A qualitative case study design was employed, involving 20 purposively selected informants including government officials, Marind customary leaders, academics, and civil society representatives. Data were collected through semi-structured interviews, field observations, and document analysis, and analyzed thematically to reveal intersections between local culture and governance practices. Research Results: Findings indicate that Marind values such as collective solidarity, customary leadership ethics, communal responsibility, and human–nature harmony support ethical governance, participatory engagement, culturally sensitive communication, and accountability, yet standardized national HRD frameworks often neglect these local contexts, resulting in limited trust, weak legitimacy, and suboptimal service delivery. Conclusions: The study proposes a contextualized HRD model emphasizing curriculum redesign, co-training with indigenous leaders, and continuous evaluation to strengthen culturally responsive governance and promote inclusive, effective public service in South Papua.