<![CDATA[The aim of this thesis is to analyze the degree of effectiveness of the work of the Complaint Management Team at the Investment and One-Stop Integrated Services Office (DPMPTSP) of Melawi Regency and to explain the reasons why the office receives a small number of complaints from the public. The problems that this research are the absence of guidance/evaluation by the superiors to the Complaint Management Team of DPMPTSP Melawi Regency, inadequate training of the team on how to handle complaints, and the low number of complaints that are submitted to the office. This study aims to determine the level of effectiveness of the performance of the Complaint Management Team and to determine the factors that contribute to the low number of complaints received by the Investment and One-Stop Integrated Services Office (DPMPTSP) Melawi Regency. The study is descriptive qualitative. The data were collected by means of interviews and documentation. The analysis of the data was founded on the theory of Duncan that comprises goal achievement, integration, and adaptation to assess the effectiveness of the performance of the Complaint Management Team at DPMPTSP Melawi Regency. The results indicate that the Complaint Management Team at DPMPTSP Melawi Regency is not yet effective in the following aspects: Goal attainment: The goals of complaint management have not been met completely. Integration: The degree of socialization and outreach to the population is low. Adaptation: The adoption of Presidential Regulation No. 76 of 2013 and Regulation of Ministry of State Apparatus Utilization and Bureaucratic Reform No. 3 of 2015 has not been ideal. Some of the reasons why DPMPTSP Melawi Regency received few complaints are: poor human resource quality, poor facilities and infrastructure, poor community engagement, the absence of direction and appraisal by seniors, lack of enforcement of Regulation of Ministry of State Apparatus Utilization and Bureaucratic Reform No. 3 of 2015.]]>
