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Transformasi Budaya Organisasi melalui Internalisasi Core Values AKHLAK di PT TASPEN Kantor Cabang Jember Rohman, Hermanto; Helpiastuti, Selfi Budi; Khasanah, Fitriatul
Contemporary Public Administration Review Vol. 2 No. 1 (2024): Contemporary Public Administration Review (CoPAR)
Publisher : Department of Public Administration, Parahyangan Catholic University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26593/copar.v2i1.8327.66-81

The Trusting, Competent, Harmony, Loyal, Adaptive, and Collaboarative (AKHLAK) Core Values serve as a unifying element for work culture, moral principles, and behavioral guidelines that must be implemented by human resources in state-owned enterprises, including TASPEN Jember. This is crucial for an organization’s progress due to recent challenges faced by state-owned enterprises, such as a lack of adherence to high moral standards. The objective of this research is to understand the changing process of organizational culture at TASPEN Jember through the implementation of AKHLAK Core Values. The theory used in this research is Kurt Lewin's (1947) Change of Model Theory. This study employs a qualitative method with a phenomenological approach. Data were collected through observation, interviews, and documentation. The data were then tested for validity and analyzed through source and technique triangulation. The results of this study indicate the stages or processes of organizational culture transformation through the phases of unfreezing, movement, and refreezing. The transformation process begins with the unfreezing stage, which involves dissolving the old culture of Taspen, known as TASPENKU. During this phase, employees are motivated to adapt and open themselves to change. This is followed by the movement stage, where Core Values AKHLAK are implemented. In this phase, employees are required to apply every aspect of AKHLAK values within their work environment. Finally, the refreezing stage involves TASPEN Jember employees maintaining and reinforcing the AKHLAK values that have been successfully adopted.

Pendampingan dan Pelibatan Sekolah Dasar Desa Selolembu menuju Desa Peduli Kesehatan Anak Prasetyowati, Irma; Rohman, Hermanto; Umniyyah, Zahratul; Makmur, M. Hadi
Jurnal Pengabdian Pada Masyarakat Vol 10 No 2 (2025): Jurnal Pengabdian Pada Masyarakat
Publisher : Universitas Mathla'ul Anwar Banten

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30653/jppm.v10i2.1225

Kesehatan anak usia sekolah merupakan isu penting karena tingginya risiko penyakit menular di lingkungan pendidikan. Desa Selolembu di Kabupaten Bondowoso menghadapi tantangan dalam pemenuhan indikator Desa Peduli Kesehatan Anak yang merupakan bagian dari SDGs Desa. Penelitian ini bertujuan untuk mengidentifikasi capaian indikator kesehatan anak di Desa Selolembu serta mendampingi optimalisasi peran sekolah dasar melalui pendekatan partisipatif. Metode yang digunakan meliputi observasi awal, focus group discussion (FGD), workshop, dan sosialisasi, dengan melibatkan berbagai pihak seperti pemerintah desa, sekolah, tenaga kesehatan, dan masyarakat. Hasil menunjukkan bahwa hanya 29% indikator telah tercapai, dengan kekurangan terutama pada cakupan imunisasi, sanitasi, dan layanan kesehatan dasar. Sosialisasi berhasil meningkatkan pengetahuan peserta secara signifikan (p = 0,001). Simpulan dari kegiatan ini menunjukkan bahwa pendekatan kolaboratif lintas sektor efektif dalam membangun komitmen dan kapasitas menuju desa yang peduli kesehatan anak secara berkelanjutan. School-age children's health is important due to the high risk of infectious diseases in educational environments. Selolembu Village in Bondowoso Regency faces chetcenges in fulfilling the indicators of a Village Caring for Children's Health, which is part of the Village SDGs. This study aims to identify the achievement of child health indicators in Selolembu Village and assist in optimizing the role of elementary schools through a participatory approach. The methods used include initial observation, focus group discussions (FGD), workshops, and socialization, involving various parties such as the village government, schools, health workers, and the community. The results showed that only 29% of the indicators had been achieved, with deficiencies mainly in immunization coverage, sanitation, and basic health services. Socialization succeeded in significantly increasing participants' knowledge (p = 0.001). The conclusion of this activity shows that a cross-sectoral collaborative approach is practical in building commitment and capacity towards a village that sustainably cares about children's health.

Thinking Across Capability Model for Accessibility of People's Business Credit (KUR) Capital for Micro Business Actors Suryawati, Dina; Hidayah, Nurussyamsil; Rohman, Hermanto
Policy & Governance Review Vol 8 No 1 (2024): January
Publisher : Indonesian Association for Public Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30589/pgr.v8i1.841

This research examines the central government's facilitation to foster the resilience of MSME actors through capital financing, namely the People's Business Credit (KUR) program. The implementation of capital assistance through KUR remains problematic, especially the accessibility. The main objective is to analyse the problem situations and dynamics of micro-business capital and provide recommendations in the form of an adaptive and innovative policy construction model to the government. This research utilises the Soft Systems Methodology (SSM) perspective, which can transform a complex, unstructured problem into a more structured problem situation and build a conceptual model that fits the context of the existing problem. The results indicate that the primary problem is the dominance of the KUR program's policy control by the central government, which complicates capital accessibility, especially for micro businesses, and limits the authority of local governments. The proposed conceptual model focuses on thinking across capabilities, which allows the adoption of thoughts, opinions, and ideas outside the inherent cultural framework to create innovative and adaptive policy outcomes. The two main dimensions of the model application are delegated task and authority, which is the power to delegate and provide insight or the ability to produce innovative and adaptive thinking. This resulted in two recommendations for the mandate mechanism to local governments, namely (1) authorising local governments to make recommendations for business status based on mapping to provide a guarantee for micro-businesses (2) the authority of local governments to work with banks to facilitate the distribution and bureaucratic management of KUR financing to micro businesses.

Beyond Budgeting dalam Pemodelan Mitigasi Risiko Fiskal Daerah: Studi di Pemerintah Daerah Kabupaten Bondowoso Provinsi Jawa Timur Suryawati, Dina; Anwar, Anwar; Suharsono, Agus; Rohman, Hermanto; Firdaus, Alfareza
Nakhoda: Jurnal Ilmu Pemerintahan Vol 22 No 1 (2023)
Publisher : Laboratorium Jurusan Ilmu Pemerintahan FISIP Universitas Riau

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35967/njip.v22i1.379

The low level of regional fiscal independence can result in pressure and fiscal risks for the central and regional governments. Local governments need to have an adaptive organizational system to mitigate fiscal risks for their regions. This study aims to design an early warning system to monitor local government fiscal risks through an adaptive fiscal risk mitigation model. This research was conducted in two stages: first, identifying the level of regional fiscal risk using the content analysis method, and second, designing a risk mitigation model using the Soft System Methodology (SSM). The results of this study indicate that all the fiscal risk indicators studied (financial, economic, social, institutional, and environmental) have high-value risk items. The fiscal risk mitigation model resulting from this research is through the beyond budgeting conception, which focuses on the structure of the institutional system. A self-organizational framework and a bottom-up system are the two main elements that drive the beyond-budgeting institutional ecosystem as fiscal risk mitigation. The self-organizational framework can be built through the supportive leader, organizational network, and market coordination subsystems—the bottom-up system-building subsystem, namely through resources on demand, public focus, and relative targets.

Transformasi Budaya Organisasi melalui Internalisasi Core Values AKHLAK di PT TASPEN Kantor Cabang Jember Rohman, Hermanto; Helpiastuti, Selfi Budi; Khasanah, Fitriatul
Contemporary Public Administration Review Vol. 2 No. 1 (2024): Contemporary Public Administration Review (CoPAR)
Publisher : Department of Public Administration, Parahyangan Catholic University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26593/copar.v2i1.8327.66-81

The Trusting, Competent, Harmony, Loyal, Adaptive, and Collaboarative (AKHLAK) Core Values serve as a unifying element for work culture, moral principles, and behavioral guidelines that must be implemented by human resources in state-owned enterprises, including TASPEN Jember. This is crucial for an organization’s progress due to recent challenges faced by state-owned enterprises, such as a lack of adherence to high moral standards. The objective of this research is to understand the changing process of organizational culture at TASPEN Jember through the implementation of AKHLAK Core Values. The theory used in this research is Kurt Lewin's (1947) Change of Model Theory. This study employs a qualitative method with a phenomenological approach. Data were collected through observation, interviews, and documentation. The data were then tested for validity and analyzed through source and technique triangulation. The results of this study indicate the stages or processes of organizational culture transformation through the phases of unfreezing, movement, and refreezing. The transformation process begins with the unfreezing stage, which involves dissolving the old culture of Taspen, known as TASPENKU. During this phase, employees are motivated to adapt and open themselves to change. This is followed by the movement stage, where Core Values AKHLAK are implemented. In this phase, employees are required to apply every aspect of AKHLAK values within their work environment. Finally, the refreezing stage involves TASPEN Jember employees maintaining and reinforcing the AKHLAK values that have been successfully adopted.

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