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All Journal Jurnal Ilmu Sosial dan Ilmu Politik BISNIS & BIROKRASI: Jurnal Ilmu Administrasi dan Organisasi Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik
Masrully, Masrully
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Economics, Econometrics & Finance Education Law, Crime, Criminology & Criminal Justice Social Sciences

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Evaluation Study of the Implementation of Flexible Working Arrangement in Public Sector Organization during Covid-19 Pandemic Tasrin, krismiyati; Wahyuadianto, Agus; Pratiwi, Pratiwi; Masrully, Masrully
BISNIS & BIROKRASI: Jurnal Ilmu Administrasi dan Organisasi Vol. 28, No. 3
Publisher : UI Scholars Hub

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

The studies of Flexible Working Arrangement (FWA) have increased significantly in 2020. However, most studies are focused on the benefits and risks of FWA in general or particular jobs. The model of FWA implementation in different characteristics of jobs to improve performances are still insufficiently researched. Using a case study with qualitative and quasi-statistic data, this study investigates the Indonesian public sector in implementing FWA policy. Investigating Indonesia allows the researchers to describe how FWA in a mandated leading training institute promotes performances in different types of jobs. This study finds that each department endured unique circumstances. The Research Department could apply for full FWA due to employees’ high work autonomy, sufficient work equipment, adequate individual competency, compatibility for virtual communication, and high satisfaction while working at home. The Training Department had a similar level of readiness even though many of its staff preferred work at the office. Meanwhile, the Competency Assessment Department was bound to categorize tasks based on their possibility to be accomplished at home or office before applying FWA, due to its transition toward the e-assessment system. Finally, the Administration Department needed extra effort before applying FWA, which included out-of-office work-objects accessibility for its employees, paid special attention to competency gap among employees particularly IT skills, and overcame limited work equipment at home. Above all, organizations are required to focus on performance management notably in tasks distribution, work supervision, feedback, and maintenance of trust between employees and the management team.
Continuities of Public Service Innovations (PSIs) in Indonesia's Local Governments' Health Services: Whose Initiative Has a Higher Success Rate? Pratiwi, Pratiwi; Amalia, Shafiera; Wahyuadianto, Agus; Masrully, Masrully; Setya Nugroho, Candra
JSP (Jurnal Ilmu Sosial dan ilmu Poltik) Vol 27, No 3 (2024): March
Publisher : Faculty of Social and Political Sciences, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22146/jsp.78742

Abstract

Public Service Innovations (PSIs) have improved public services and increased public values. However, previous studies have shown that public servants saw PSIs as risky interventions because of the perceived uncertain outcomes, lack of support and recognition, opposition against incumbent culture, and negative public scrutiny in case of failure. These perceived risks have led to risk-averse behaviour in public service and incremental or discontinued innovations. Earlier studies on PSIs’ continuity have focused on leadership, engagement, collaborations, and organisational cultures in developed countries. However, the mechanism of engagements, collaborations, organisational culture, and leadership types remains unclear. This study aims to investigate the characteristics of sustainable PSIs in Indonesia and how authorities are exercised. In doing so, 11 PSIs in Indonesian health services—facilitated by staff or leaders—are compared and contrasted. The findings indicate that staff-initiated PSIs are prompted by community needs, use routine visits as a collaboration mechanism, and engage more stakeholders. The shortcoming is that the staff-initiated PSIs need more formal team assignments. The advantage is that they strengthen social capital and decrease community health problems. On the other hand, PSIs that were initiated by formal leaders are stimulated by formal antecedents, such as low achievement of development targets. Leaders-initiated PSIs also use capacity development programs to collaborate and increase the achievement of development targets. A novel finding to add to previous studies is that collaborating with other existing programs contributes to PSIs’ continuity. The managerial implication of this study is to stimulate front-liners in initiating PSIs.
Cover JWK 27 (2) 2024 Masrully, Masrully
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 27, No 2 (2024)
Publisher : Pusat Pembelajaran dan Strategi Kebijakan Talenta Aparatur Sipil Negara Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31845/jwk.v27i2.1030

Abstract

Mengelola Citra Organisasi Pemerintah Di era Digital Masrully, Masrully
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 23, No 2 (2020)
Publisher : Pusat Pembelajaran dan Strategi Kebijakan Talenta Aparatur Sipil Negara Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31845/jwk.v23i2.690

Abstract

Perkembangan teknologi informasi dan komunikasi (TIK) telah mengubah polainteraksi antara pemerintah dengan warganya. Pemanfaatan TIK dalam pemerintahantelah lama dilakukan yang dikenal dengan electronic government (e-government).Penerapannya terus berkembang sejalan dengan perkembangan TIK itu sendiri. Di dalam ranah e-government, muncul terminologi e-government 2.0, yaitu penggunaan teknologi web 2.0 oleh pemerintah untuk interaksi yang sudah bersifat dua arah dengan warga negara, dimana salah satu produk teknologi web 2.0 tersebut adalah media sosial, yang secara nyata telah banyak digunakan pemerintah dalam aktivitas kebijakan dan pelayanan publik. Dengan berkembangnya trend penggunaan media sosial tersebut, penulis mencoba mengupas tentang peran penggunaan media sosial dalam membentuk citra pemerintah di tengah era digital ini.
Reformasi Birokrasi Konstekstual; Kembali Ke Jalur Yang Benar Masrully, Masrully
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 21, No 2 (2018)
Publisher : Pusat Pembelajaran dan Strategi Kebijakan Talenta Aparatur Sipil Negara Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31845/jwk.v21i2.134

Abstract

Penulisan buku ini dilatarbelakangi oleh kegelisahan Prof. Agus Dwiyanto melihat perkembangan reformasi birokrasi di Indonesia yang belum mampu mewujudkan tujuan dari reformasi birokrasi itu sendiri. Reformasi Birokrasi di Indonesia telah dilaksanakan pemerintah Indonesia semenjak tahun 2010. Namun hingga saat ini, program reformasi birokrasi yang diatur melalui Perpres No. 81 Tahun 2010 tersebut masih jauh dari yang diharapkan. Penulis melihat bahwa reformasi birokrasi di Indonesia malah terperangkap dalam generalisasi, dan formalitas.
Di Penghujung Grand Design Reformasi Birokrasi 2010-2025; Bagaimana Capaian RB Indonesia Masrully, Masrully
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 27, No 1 (2024)
Publisher : Pusat Pembelajaran dan Strategi Kebijakan Talenta Aparatur Sipil Negara Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31845/jwk.v27i1.1013

Abstract

Reformasi birokrasi adalah salah satu kebijakan strategis yang diambil pemerintahuntuk mewujudkan visi pembangunan nasional dan meningkatkan daya saing Indonesia dikancah global. Reformasi birokrasi sendiri dapat dipahami sebagai proses menata-ulang,mengubah, memperbaiki, dan menyempurnakan birokrasi agar menjadi lebih baik yaitumenjadi birokrasi yang profesional, bersih, efisien, efektif, dan produktif (KementerianESDM, 2019). Reformasi birokrasi pada dasarnya mengarah pada upaya-upaya yangdilakukan dalam bentuk perubahan-perubahan yang berarti dalam suatu sistem birokrasipemerintah (Riyadi, 2008). Reformasi birokrasi gelombang pertama pada dasarnya secarabertahap mulai dilaksanakan pada tahun 2004 (Perpres No. 81 Tahun 2010 Grand DesignReformasi Birokrasi 2010-2025).
Cover JWK 28 (1) 2025 Masrully, Masrully
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 28, No 1 (2025)
Publisher : Pusat Pembelajaran dan Strategi Kebijakan Talenta Aparatur Sipil Negara Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31845/jwk.v28i1.1010

Abstract

Cover JWK 28 (2) 2025 Masrully, Masrully
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 28, No 2 (2025)
Publisher : Pusat Pembelajaran dan Strategi Kebijakan Talenta Aparatur Sipil Negara Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31845/jwk.v28i2.1040

Abstract

Co-Authors Agus Wahyuadianto, Agus Amalia, Shafiera Pratiwi Pratiwi Setya Nugroho, Candra Tasrin, Krismiyati