STRATEGI PENINGKATAN KUALITAS SUMBER DAYA APARATUR SIPIL NEGARA (ASN) KABUPATEN SUMEDANG PROVINSI JAWA BARAT (Studi di BKPSDM Kabupaten Sumedang)

Undang-Undang No. 5 Tahun 2014 tentang Aparatur Sipil Negara (ASN) mengamanatkan bahwa pelaksanaan manajemen kepegawaian dilaksanakan atas dasar merit system. Era reformasi birokrasi penyelenggaraan pemerintah yang baik atau good governance membutuhkan aparatur yang berkualitas dan profesional. Berdasarkan pemahaman tersebut maka pemerintah daerah harus mampu membangun sebuah sistem manajemen kepegawaian yang tertata dengan baik, khususnya dalam proses pengembangan Pegawai Negeri Sipil. Tujuan untuk mengetahui dan menganalisis strategi peningkatan kualitas sumber daya aparatur. Metode penelitian yang digunakan penulis yaitu metode penelitian kualitatif deskriptif dengan pendekatan induktif. Teknik pengumpulan data dilakukan dengan wawancara, observasi dan dokumentasi serta menggunakan teknik analisis data triangulasi untuk penentuan strategi dengan analisis SWOT. Pada umumnya peningkatan kualitas sumber daya aparatur di Badan Kepegawaian dan Pengembangan Sumber Daya Manusia (BKPSDM) Kabupaten Sumedang baik. Namun saat ini masih ada kendala sehingga masih belum optimal. Pelaksanaan Diklat masih belum sesuai kebutuhan organisasi, dan masih berorientasi pada pendekatan anggaran. Untuk mutasi Pegawai Negeri Sipil merujuk pada Peraturan Pemerintah No. 13 Tahun 2002 tentang Pengangkatan Pegawai Negeri Sipil Dalam Jabatan Struktural. Manfaat optimalisasi perencanaan penataan sumber daya aparatur dalam peningkatan kualitas kinerja aparatur.

Pelaksanaan Promosi Jabatan Berdasarkan Merit System Di Kabupaten Kolaka Dan Kendari Provinsi Sulawesi Tenggara

Penelitian ini bertujuan menganalisis pelaksanaan promosi jabatan berdasarkan merit system di Kabupaten Kolaka dan Kendari Provinsi Sulawesi Tenggara. Penelitian ini menggunakan pendekatan kualitatif dengan metode studi kasus. Tehnik pengumpulan data dilakukan dengan wawancara mendalam dan dokumentasi. Informan penelitian sebanyak 15 orang dengan pemilihan informan menggunakan teknik purposive sampling. Data yang dikumpulkan dianalisis menggunakan model interaktif. Hasil penelitian menunjukan promosi jabatan dalam pengisian jabatan pimpinan tinggi pratama (JPTP), dinilai masih bermasalah dalam tahapan seleksi meliputi tahap lamaran, tahap penilaian, dan penetapan. Pada tahap lamaran, jumlah pegawai yang melakukan pendaftaran sangat kurang karena pegawai menilai seleksi pengisian JPTP hanya untuk memenuhi syarat dan hanya dijadikan sebagai pendamping karena pejabat yang akan menduduki jabatan sudah lebih awal dipersiapkan. Kemudian tahap penilaian dan pengangkatan, pada tahap ini panitia seleksi kurang obyektif dan tidak transparan dalam pemberian bobot nilai dan penetapan 3 (tiga) nama calon pejabat. Pengumuman 3 (tiga) besar hanya berdasarkan abjad nama tanpa adanya rekapitulasi bobot nilai yang dimiliki masing-masing calon pejabat

TANTANGAN PENGEMBANGAN KOMPETENSI APARATUR SIPIL NEGARA (ASN) MENUJU "LOW COST TRAINING (LCT)" DALAM MEWUJUDKAN REFORMASI BIROKRASI

ABSTRAK Peran strategis ASN dalam menjalankan tugas pelayanan publik memerlukan manajemen ASN berbasis sistem merit. Di tengah pandemi Covid-19 dan defisit anggaran, disertai besarnya biaya pengembangan kompetensi ASN, jika dihubungkan dengan keterbatasan anggaran, banyak pengembangan kompetensi ASN di Provinsi Sulawesi Selatan yang tidak terlaksana. Penelitian ini bertujuan untuk memberikan alternatif kebijakan pengembangan kompetensi ASN di Provinsi Sulawesi Selatan yang tidak dapat dilaksanakan. Metode penelitian yang digunakan yakni penelitian kualitatif, dimana menekankan pada aspek pemahaman secara mendalam terhadap suatu masalah dan teknik pengumpulan data yang digunakan yaitu, observasi dan dokumentasi. Penelitian ini menggunakan Metode analisis Fishbone Diagram (diagram tulang ikan) yaitu diagram sebab-akibat yang dapat menjadi penyebab lahirnya suatu kebutuhan. Pengembangan kompetensi di daerah belum sepenuhnya terlaksana secara maksimal. Dengan kebutuhan ketersediaan anggaran yang besar (biaya tinggi) dalam pengembangan kompetensi secara klasikal, cenderung jenis pengembangan kompetensi lainnya tidak dapat dilaksanakan. Dari hasil penelitian, alternatif kebijakan yang diberikan terkait pengembangan kompetensi ASN yaitu dengan metode E-learning, metode tersebut merupakan smart solution pada kondisi saat ini, karena pengembangan kompetensi dengan metode E-learning dapat dilaksanakan dengan biaya murah/low cost training (LCT), sehingga ketersediaan anggaran daerah (APBD) tidak menjadi faktor penghambat dan efektif dari segi waktu dan ruang, sehingga perencanaan pelatihan yang telah disusun dalam Analisis kebutuhan pelatihan lingkup Pemerintah Provinsi Sulawesi Selatan dapat dilaksanakan secara berkesinambungan dan terpenuhinya kompetensi ASN sesuai dengan kualifikasi yang diinginkan organisasi serta tentunya menjadi acuan dalam pelaksanaan low cost training sebagai sebuah tantangan untuk diimplementasikan, bukan ‘angan’ semata Kata Kunci: ASN, Reformasi Birokrasi, Pengembangan Kompetensi, Rekomendasi Kebijakan ABSTRACT The strategic role of ASN in carrying out public service tasks, government tasks and development tasks requires ASN management based on a merit system. In the midst of the Covid-19 pandemic and the budget deficit, accompanied by the large cost of developing ASN competencies, if it is associated with budget constraints, many ASN competency development in South Sulawesi Province has not been implemented. The purpose of this study is to provide an alternative policy for developing ASN competence in South Sulawesi Province which cannot be implemented. The research method used in this study is a qualitative approach, emphasizing the aspect of in-depth understanding of a problem and the data collection techniques used, namely, observation and documentation. This study uses the Fishbone Diagram analysis method (fishbone diagram), which is a cause-and-effect diagram that can be the cause of the birth of a need. Competency development in the regions has not been fully implemented optimally. With the need for a largebudget (high cost) in classical competency development, it is likely that other types of competency development cannot be implemented. From the results of the study, the alternative policy given related to the development of ASN competencies is the E-learning method, this method is a smart solution in current conditions, because competency development with the E-learning method can be carried out at low cost / low cost training (LCT), so that the availability of the regional budget (APBD) does not become an inhibiting factor and is effective in terms of time and space, so that the training planning that has been prepared in the analysis of training needs for the South Sulawesi Provincial Government can be carried out continuously and the competence of ASN is fulfilled in accordance with the qualifications desired by the organization and of course become a reference in the implementation of low cost training as a challenge to be implemented, not just a 'wish' Keywords: ASN, Bureaucratic Reform, Competence Development, Policy Recommendations

THE NEW PARADIGM OF THE STATE CIVIL APPARATUS AFTER RATIFICATION OF THE STATE CIVIL SERVICES REGULATION

The main role and resposiblity of bureaucracy is to organize the nation and state constitusionally, it needs to be realized that the bureaucracy is a factor that determines the success or failure of a government. So far, the bureaucracy is still considered convoluted and the widespread practice of KKN (Corruption, Collusion and Nepotism; not only makes bureaucratic services access very difficult for the public, but also makes people have to pay more in terms of services and human resource who are slow in providing service. This study aims to determine how the New Paradigm of State Civil Apparatus after the ratification of the State Civil Apparatus Law. This research is qualitative descriptive study. The formation of the ASN Law is the beginning of the management of ASN which is expected to be more professional, transparent and accountable bureaucracy because ASN is a major factor in state administration. The existence of the “Merit” system and the profesionality of ASN (civil servant) support in providing excellent public services. And with the existence of KASN, it is expected to be able in managing, monitoring, and evaluating of ASN policies and management implementation.

ANALYSIS OF MERIT SYSTEM IN THE OPEN PROMOTION OF HIGH LEADERSHIP POSITIONS FOR WOMEN IN THE MINISTRY OF HOME AFFAIRS

Law Number 5 of 2014 concerning State Civil Apparatus (ASN) is a manifestation of bureaucratic reform in the civil service sector through the implementation of ASN management based on a merit system, one of which is open selection for High Leadership Position (JPT). However, open selection based on a merit system has not been implemented optimally. The representation of women in the JPT is still less than that of men. Female Civil Servants (PNS) tend to decline when entering JPT Echelon I and II. Moreover, the number of female registrants in the JPT open selection was far less than male registrants. The lack of representation of women in the JPT also shows a glass ceiling in women's career development. This research aims to analyze the application of the merit system in the open promotion of JPT for women and find out the factors that affect the vertical mobility of women in the bureaucracy. This research was conducted at the Ministry of Home Affairs with a postpositivist research approach and qualitative data collection techniques. Primary data was obtained through interviews with informants related to the implementation of open selection and female High-ranking Officials (PPT) at Ministry of Home Affairs, and secondary data was obtained through documents. The results showed that based on the theory of The Best Person for Any Given Job, the filling of JPT at Ministry of Home Affairs had not been fully implemented based on merit criteria because it has not implemented a succession plan. There is also an assumption of political domination because there is a Pelaksana Tugas (Plt) JPT with a term exceeding the applicable provisions. Meanwhile, based on the theory of The Selection Process, differences in administrative requirements were found in the announcement of vacancies at Ministry of Home Affairs with the Regulation of the Minister for Administrative Reform and Bureaucratic Reform (Permenpanrb) Number 15 of 2019 concerning Filling High Leadership Positions in an Open and Competitive in Government Agencies. The track record tracking process is only done through curriculum vitae without tracking the track record to the applicant's place of origin. Monitoring and evaluating PPT performance appraisals are not carried out regularly and continuously but only based on the Employee Performance Target (SKP) document every year. In addition, there are no barriers either from the organization, themselves, or the obstacles of prejudice toward female leaders, which hinder women's career development. However, women's interest in registering for selection tends to less, and there are incomplete supporting facilities for women's productivity.

Faking Versus Feeling Emotions: Does Personality–Job Fit Make a Difference

Emotional labor (EL) involves regulating, managing, and sensing others’ emotions to achieve organizational goals. However, it is often considered a unitary variable, without examining the specific types of emotional labor (i.e., deep acting and surface acting). Thus, the purpose of this research is to extend the under-researched work on surface-acting and deep-acting strategies of EL on job involvement in the public sector by examining the mediating effects of personality–job fit. This research employs the 2016 Merit System Principles survey data to explore the relationship between the variables. Results show that personality–job fit has a positive mediating effect on deep-acting EL and job involvement and a negative mediating effect on surface acting and job involvement. Findings may help administrators understand and prevent the potential results of employees’ EL behavior and the importance of personality–job fit in organizational outcomes.

Revitalisasi Merit system dalam Pengangkatan Jabatan Fungsional di Badan Kepegawaian Daerah Jawa Tengah

Changes in the management of human resources of the State Civil Apparatus (ASN) demand a policy based on the Merit system, namely the selection of the quality of the State Civil Apparatus (ASN) who has qualifications, competence and performance. This is particularly so in the appointment and filling of functional positions. However, in its implementation the merit system has not been implemented thoroughly due to employee competencies that are not in accordance with the requirements. Therefore, it is important to revitalize the merit system to rearrange employees according to their duties and functions, especially in functional positions. This research focuses on the revitalization of the Merit system in the appointment of functional positions to government employees. This study refers to Stahl's (1962) theory of merit systems by comparing qualifications, competencies and achievements that affect human resource selection. With a qualitative approach, this research was conducted in the Civil Service Agency of Central Java Province. Primary data collection is carried out through in-depth interviews and observation techniques, in addition to secondary data through archives and documentaries. The results showed that; (i) the process of filling and appointing Functional Positions is in accordance with the principles of the merit system, namely in accordance with the qualifications, competencies and formations required by the organization and the required job description assignments; . (ii) there is inpassing functional positions originating from administrative positions, especially those from executive positions and supervisory positions. This study concludes that the Merit Revitalization system in the Appointment and distribution of Functional Positions in the Central Java Regional Civil Service Agency has been implemented according to qualifications, competencies and formations. Research suggests (i) distribution of filling and appointment of functional positions to fill all areas or parts (ii) of tethering functional allowances for functional positions.