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All Journal Sosiohumaniora Wardah Jurnal Bina Praja JWP (Jurnal Wacana Politik) TRANSFORMASI: Jurnal Manajemen Pemerintahan Academia Praja : Jurnal Ilmu Politik, Pemerintahan dan Administrasi Publik Jurnal Ilmiah Manajemen Kesatuan INFOKUM Jurnal Scientia Visioner: Jurnal Pemerintahan Daerah di Indonesia IBDA': Jurnal Kajian Islam dan Budaya Legal Protection for the Partnership Agreement Parties JIM: Jurnal Ilmiah Mahasiswa Pendidikan Sejarah Jurnal Ilmu Informasi, Perpustakaan, dan Kearsipan
Khairi, Halilul
Institut Pemerintahan Dalam Negeri
Religion Arts Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Mathematics Social Sciences Other

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EVALUATION OF NON-STRUCTURAL INSTITUTION ESTABLISHMENT POLICY IN INDONESIA: CASES ON NATIONAL POLICE COMMISSION AND PROSECUTOR’S COMMISSION Halilul Khairi
Sosiohumaniora Vol 24, No 1 (2022): Sosiohumaniora: Jurnal Ilmu-Ilmu Sosial dan Humaniora, MARCH 2022
Publisher : Universitas Padjadjaran

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24198/sosiohumaniora.v24i1.37757

Abstract

The study examines non-structural government institutions/state auxiliary institutions in Indonesia, with a focus on the National Police Commission and the Prosecutor’s Commission. The data gathering method is qualitative through documentation and focuses group discussion (FGD). The purposes of this research are to examine the characteristics and performance measurements of the Police Commission and the Prosecutor’s Commission in achieving their objectives and to examine the policy performance evaluation of non-structural government institutions. Furthermore, the purpose of this research is to uncover critical characteristics that influence the performance of the Police Commission and the Prosecutor’s Commission in attaining their respective goals. The aim of the two commissions’ formation, as well as the independence of their institutions, are some of the measures used to evaluate their performance. According to the findings of this study, the Police Commission and the Prosecutor’s Commission are not yet entirely autonomous in carrying out their responsibilities as independent organizations. Furthermore, the National Police Commission’s and Prosecutor’s Commission’s objectives have not been met following the policy objectives that led to their foundation. The content of the policies created by the government, as well as the policy environment as an external feature, are essential aspects that impact the success of the Police Commission and the Prosecutor’s Commission in achieving their aims.
MEASURING THE EFFICIENCY OF LOCAL GOVERNMENT AGENCIES STRUCTURE: FINDING RIGHT SIZING PATTERNS Halilul Khairi
Sosiohumaniora Vol 22, No 3 (2020): SOSIOHUMANIORA, NOVEMBER 2020
Publisher : Universitas Padjadjaran

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24198/sosiohumaniora.v22i3.29555

Abstract

The purpose of this study is to determine whether the current bureaucratic structure is efficient and is actually formed to carry out managerial functions according to the needs of the tasks and functions that are carried out. This research also aims to find out that the formulation of job descriptions in structural positions has been formulated in accordance with the standard of job description formulation. Descriptive quantitative method is used to measure the structural workload of structural work units and the qualitative method is used to determine the pattern of structural job description description in the regional apparatus. An important finding in this study is that the formulation of the job description does not meet the standard rules where the task description does not contain content, methods and results / objectives. The formulation of echelon IV job descriptions also does not reflect structural task behavior patterns that describe managerial behavior. The task formulation still uses the same or even lower pattern of task behavior than the staff behavior pattern. Another important finding is that the main managerial workload in echelon IV work units generally falls into the very low workload category. So that, it can be concluded that the organizational structure at echelon IV level is less efficient because it carries out tasks whose job behavior patterns can be carried out by staff.
APLIKASI MODEL ORGANISASI PADA STRUKTUR ORGANISASI PERANGKAT DAERAH Ani Martini; Irwan Tahir; Halilul Khairi
Sosiohumaniora Vol 21, No 2 (2019): SOSIOHUMANIORA, JULI 2019
Publisher : Universitas Padjadjaran

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24198/sosiohumaniora.v21i2.21780

Abstract

Penelitian ini bertujuan untuk merumuskan model organisasi yang efisien dan efektif bagi perangkat daerah dalam menyelenggarakan ururan pemerintahan yang menjadi kewenangannya. Penelitian dilakukan pada 5 (lima) provinsi yaitu Provinsi Jawa Barat, Bengkulu, Kalimantan Timur, Aceh dan Maluku, serta 6 (enam) kabupaten/kota yaitu Kab. Bogor, Kab. Panajam Paser Utara, Kab. Maluku Tengah, Kab. Aceh Besar, Kota Sabang dan Kota Bengkulu. Desain peneltian yang digunakan adalah penelitian lapangan melalui aplikasi model penyelenggaraan pemerintahan dengan teknik pengumpulan data melalui teknik pengumpulan data FGD terhadap kepala perangkat daerah penyelenggara urusan pemerintahan. Aplikasi model merujuk kepada model yang dikemukakan oleh Goldsmith dan Eggers yang mengembangkan 4 (empat) model yaitu: 1) hierarkhis; 2) kerjasama; 3) alih daya dari pihak luar; serta 4) berbasis pada jejaring (Goldsmith & Eggers, 2004). Model penyelenggaraan pemerintahan tersebut kemudian dikombinasikan dengan model organisasi menurut Stanford, antara lain struktur fungsional, divisional berdasarkan produk, divisional berdasarkan wilayah geografis, divisional berdasarkan proses kerja, divisional berdasarkan segmentasi pelanggan, struktur matriks, organisasi jejaring (network), struktur klaster (cluster); dan struktur organisasi ”life-form” (Stanford, 2007). Adapun besaran perangkat daerah ditentukan berdasarkan besarnya beban urusan pemerintahan masing-masing yang jumlah strukturnya ditentukan sesuai dengan model perangkat daerah setiap urusan pemerintahan. 
MENAKAR PENGARUH POLITIK DINASTI DALAM PEMILIHAN KEPALA DAERAH DI INDONESIA Halilul Khairi
JWP (Jurnal Wacana Politik) Vol 7, No 1 (2022): JWP (Jurnal Wacana Politik) Maret
Publisher : Universitas Padjadjaran

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24198/jwp.v7i1.37770

Abstract

Penelitian ini bertujuan untuk melihat seberapa besar pengaruh dinasti politik dalam pemilihan kepala daerah yang diukur dari tingkat keterpilihan terhadap calon kepala daerah yang terkait dengan dinasti politik. Penelitian ini juga akan menggambarkan tipe patron yang efektif dalam mempengaruhi kemenangan calon kepala daerah yang terkait dengan politik dinasti. Metode yang digunakan dalam penelitian ini adalah pendekatan kuantitatif deskriptif dengan menghitung persentase dari setiap parameter yang diamati. Pendekatan kualitatif juga digunakan untuk menganalisis data hubungan calon yang terkait dinasti politik dengan patronnya. Gejala politik dinasti dalam pemilihan kepala daerah semakin meningkat dari waktu ke waktu sejak pemilihan kepala daerah langsung pertama kali dilaksanakan di Indonesia pada tahun 2005. Politik dinasti dalam pemilihan kepala daerah tahun 2020 terjadi di 29 provinsi dari 32 provinsi yang melaksanakan pemilihan kepala daerah, dengan jumlah pasangan calon yang tekait dengan politik dinasti mencapai 135 pasangan calon atau 16,8 % dari total 804 pasangan calon yang mengikuti pemilihan kepala daerah tahun 2020. Sebanyak 58 pasangan calon politik dinasti atau sebesar 42,96 % terpilih dalam pemilihan kepala daerah tahun 2020, dan sisanya 77 pasangan calon tidak terpilih. Calon kepala yang paling banyak terpilih adalah calon politik dinasti yang mempunyai hubungan anak/menantu, suami/isteri dan kakak/adek dengan patron politik dinastinya yaitu mencapai 51 pasangan calon atau sebanyak 88 % dari calon politik dinasti yang terpilih.
MODEL PENYEDERHANAAN STRUKTUR ORGANISASI DALAM RANGKA PENYEDERHANAAN BIROKRASI Halilul Khairi
TRANSFORMASI: Jurnal Manajemen Pemerintahan TRANSFORMASI: Jurnal Manajemen Pemerintahan-Volume 14 Nomor 1 Tahun 2022
Publisher : Institut Pemerintahan Dalam Negeri

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33701/jtp.v14i1.2349

Abstract

This research aimed to determine a simplified organizational structure based on the characteristics of the duties and functions of government affairs. A qualitative approach was employed in 5 provinces through a criteria-based selection technique. The data were collected through documentation research, questionnaires, as well as interviews, and analyzed based on government affairs and regional characteristics. The results showed that the implementation of government affairs is included in several groups. The first, Group I (2 sections and 3 subsections), comprises public order, peace, community protection, and transportation (archipelago). Group II (2 sections and 1 subsection) consists of health and labor, while Group III (2 subsections without sections) entails community and village empowerment, marine and fisheries, and trade, alongside energy and mineral resources. Finally, Group IV (1 subsection without section) includes the environment and land. Keywords: Organizational Model; Simplification Of Structure; Government Affairs Abstrak Penelitian ini bertujuan menemukan model penyederhanaan struktur organisasi berdasarkan karakteristik tugas dan fungsi urusan pemerintahan. Metode penelitian menggunakan pendekatan kualitatif. Lokasi penelitian dilaksanakan di 5 daerah provinsi dengan teknik pemilihan berbasis kriteria. Pengumpulan data dilaksanakan melalui studi dokumentasi, pengisian daftar isian, dan wawancara. Data yang terkumpul selanjutnya dianalisis melalui analisis data model organisasi berdasarkan urusan pemerintahan dan karakteristik daerah. Hasil penelitian menunjukkan pelaksanaan urusan pemerintahan yang termasuk kelompok I (2 seksi dan 3 subbagian), yaitu ketentraman ketertiban umum dan perlindungan masyarakat, dan perhubungan (kepulauan). Kelompok II (2 seksi dan 1 subbagian) yaitu kesehatan dan tanaga kerja. Kelompok III (2 subbagian tanpa seksi) yaitu pemberdayaan masyarakat dan desa, kelautan dan perikanan, perdagangan, dan energi dan sumber daya mineral. Kelompok IV (1 subbagian tanpa seksi) yaitu lingkungan hidup, dan pertanahan. Kata Kunci: Model Organisasi; Penyederhanaan Struktur; Urusan Pemerintahan
EFEKTIVITAS PENGELOLAAN DANA DESA DI KECAMATAN GUNUNGPUTRI KABUPATEN BOGOR PROVINSI JAWA BARAT Betty Stevera Masihin; Ermaya Suradinata; Halilul Khairi
VISIONER : Jurnal Pemerintahan Daerah di Indonesia Vol 13 No 2 (2021): Visioner: Jurnal Pemerintahan Daerah di Indonesia
Publisher : Alqaprint Jatinangor

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (317.368 KB) | DOI: 10.54783/jv.v13i2.435

Abstract

Dalam Undang-undang Desa Pasal 72 menyebutkan bahwa desa mempunyai 7 sumber pendapatan,yaitu: 1. Pendapatan asli desa, yang terdiri dari hasil usaha, hasil aset, swadaya, partisipasi, gotong-royong, dan lain-lain pendapatan asli desa; 2. Dana Desa (DD) yang berasal dari Alokasi Pendapatan dan Belanja Negara/APBN; 3. Bagian dari hasil pajak daerah dan retribusi daerah; 4. Alokasi Dana Desa (ADD) yang merupakan bagian dari dana desa perimbangan yang diterima Kabupaten/Kota; 5. Bantuan keuangan dari APBD Provinsi dan APBD Kabupaten/Kota; 6. Hibah dan Sumbangan dari pihak ketiga yang tidak mengikat dan; 7. Lain-lain pendapatan desa yang sah. Dana Desa sesuai dengan amanat Undang-Undang No. 6 Tahun 2014 tentang Desa, Pemerintah mengalokasikan Dana Desa, melalui mekanisme transfer kepada Kabupaten/kota. Berdasarkan alokasi Dana tersebut, maka tiap Kabupaten/Kota mengalokasikannya kepada setiap desa berdasarkan jumlah desa dengan memperhatikan jumlah penduduk (30%), luas wilayah (20%), dan angka kemiskinan (50%). Dengan adanya dana alokasi dari Anggaran Pendapatan dan Belanja Negara (APBN) tersebut, diharapkan pembangunan di desa semakin baik dan mampu mensejahterakan masyarakat desa dengan pemanfaatan dana alokasi secara maksimal. Penelitian ini bertujuan untuk mendeskripsikan bagaimana pengelolaan Dana Desa, mendeskripsikan kendala yang dihadapi pemerintah Kecamatan Gunungputri dalam pengelolaan dana desa dan untuk menganalisis efektivitas pengelolaan dana desa dalam kaitannya dengan pemberdayaan masyarakat desa di Kecamatan Gunungputri kabupaten Bogor, Provinsi Jawa Barat. Hasil penelitian ini menunjukkan bahwa pelaksanaan program dana desa di Kecamatan Gunungputri Kabupaten Bogor dapat dikategorikan cukup efektif, di mana Dana Desa yang bersumber dari pemerintah dapat dikelola dengan baik, di mana dalam pengelolaan Dana Desa digunakan untuk pelaksanaan pembangunan desa sesuai dengan program Dana Desa yang disusun sesuai dengan mekanisme perundang-undangan yang berlaku, yakni Dana Desa yang digunakan untuk pembangunan desa yang mengarah kepada pemberdayaan masyarakat desa sehingga manfaat dari pengelolaan Dana Desa dapat dinikmati dan dirasakan oleh seluruh masyarakat desa.
The Influence of Organizational Culture, Leadership Style and Competence on Employee Performance at the Human Resources Development Agency (BPSDM) of the Ministry of Home Affairs of the Republic of Indonesia Andi Pitono*; Halilul Khairi; Ario Ario
JIM: Jurnal Ilmiah Mahasiswa Pendidikan Sejarah Vol 8, No 4 (2023): Agustus, Social Religious, History of low, Social Econmic and Humanities
Publisher : Universitas Syiah Kuala

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24815/jimps.v8i4.26544

Abstract

Researchers took the title The Effect of Organizational Culture, Leadership Style and Competence on Employee Performance at the Human Resources Development Agency (BPSDM) of the Ministry of Home Affairs of the Republic of Indonesia. The number of samples was 221 respondents. The analysis method used is descriptive quantitative using SPSS. The results showed that 1) Organizational culture is able to influence employee performance at BPSDM Kemendagri RI. The stronger the organizational culture at BPSDM Kemendagri RI, the higher the employee performance; 2) Leadership style is able to influence employee performance at BPSDM Kemendagri RI. The better the leadership style at BPSDM Kemendagri RI, the higher the employee performance; 3) Competence is able to influence employee performance at BPSDM Kemendagri RI. The higher the competence of employees at BPSDM Kemendagri RI, the higher the employee performance.
Alleviating Poverty Of Indigenous Papuans (OAP) Through Community Empowerment By The Jayawijaya Regency Social Service Papua Mountain Province Yanti Liliana Pratiwi Sunarya Kobogau; Halilul Khairi; Eko Budi Santoso
Jurnal Scientia Vol. 13 No. 02 (2024): Education and Sosial science, March - May 2024
Publisher : Sean Institute

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

Abstract

Community empowerment is a crucial approach in efforts to eradicate poverty among Indigenous Papuans in Jayawijaya Regency. Jayawijaya Regency, Papua Mountain Province, as a region rich in natural resources, often faces complex challenges in terms of development and welfare of its people. This research explores various empowerment programs that can have a positive impact in overcoming poverty among indigenous Papuans. This research uses a qualitative approach by conducting in-depth interviews and observations. The researcher also applies pure research and analyzes using NVIVO on empowerment programs that have been implemented in several indigenous Papuan community. The research results show that an empowerment approach that is oriented towards Education/Training (skills development), Economics, Social Culture and Policies and Regulations to strengthen local capacity has a significant impact in improving welfare and reducing poverty levels. Successful empowerment programs focus on development local potential, including sustainable use of natural resources, increasing access to education and health. In addition, the integration of culture and local wisdom in programs is key in ensuring sustainability and acceptance by local communities. Where geographic and socio-economic factors often become obstacles to development, collaboration between government, non-governmental organizations, the private sector and local communities is essential in ensuring the success of empowerment programs. This research concludes that through a holistic and sustainable community empowerment approach, significant poverty alleviation can be achieved among Indigenous Papuans, while strengthening their cultural sovereignty and dignity.
EVALUASI KINERJA UTAMA PEMERINTAH KABUPATEN BEKASI PROVINSI JAWA BARAT Supriyadi, Dedi; Daraba, Dahyar; Khairi, Halilul; Sutiyo, Sutiyo
Jurnal Academia Praja Vol 7 No 1 (2024): Academia Praja : Jurnal Ilmu Politik, Pemerintahan, dan Administrasi Publik
Publisher : Universitas Jenderal Ahmad Yani

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36859/jap.v7i1.2050

Abstract

This research discusses the misalignment between strategic planning and annual planning in achieving key performance indicators (KPIs) at the national and regional levels, with a focus on Bekasi District, West Java. This alignment is critical to achieving community welfare. Gaps were found between the performance targets in the National Medium-Term Development Plan (RPJMN) and the Government Work Plan (RKP), especially on economic growth, poverty levels, and unemployment. An evaluation of the KPIs in Bekasi District also showed non-optimality, with a number of KPIs not achieved. Qualitative research methods were used to evaluate this. Clear KPI establishment, accurate data collection, regular monitoring, and root cause analysis are important steps in KPI evaluation. The results show that the KPI setting process in Bekasi District still does not fulfill the SMART (Specific, Measurable, Assignable, Realistic, Time Related) criteria thoroughly.There are weaknesses in senior management commitment, an unoptimized performance culture, and a lack of Critical Factor Success (CSF) approach in the formulation of performance indicators.In addition, the process of simulating the achievement of KPIs and midterm evaluation of the RPJMD was not adequately implemented; however, this process was not fully followed at both the national and regional levels. In addition, the process of simulating the achievement of KPIs and the midterm evaluation of the RPJMD were not adequately implemented. However, this process was not fully followed at both the national and regional levels.
Collegial Collective Decision-Making Mechanisms and Communication Akbar, Bahrullah; Nofrizal, Nofrizal; Khairi, Halilul; Elsye, Rosmery
Wardah Vol 25 No 1 (2024): Wardah
Publisher : Fakultas Dakwah dan Komunikasi Universitas Islam Negeri Raden Fatah Palembang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.19109/wardah.v25i1.23465

Abstract

The effectiveness of decision - making is influenced by internal factors such as differences in point of view, conflicts between members, knowledge and experience of team members, trial documentation, and a culture of asking questions and seeking clarification. External influencing factors include pressure from stakeholders, environmental uncertainty, resource availability, and social norms and organizational culture. This study uses a qualitative method with the source of the source data from the speakers and the review of literature and other reading materials. Determination of informants in the study using purposive sampling techniques with data collected through interviews and observations. The location of this study is in the environment of Bawaslu of West Java Province and the structures below it. The Supreme Audit Board (BPK RI) session implements a collective collegial decision-making system, which involves all members of the session in discussion and deliberation to reach a consensus. To improve communication skills and teamwork, BPK RI can take strategic steps such as improving communication skills, creating an open environment, managing conflicts, seeking mutual understanding, and respecting the opinions of members.
Co-Authors Alma`arif, Alma`arif Andi Pitono Ani Martini Anita Fransiska Rumbayan Ario Ario Ario, Ario Bahrullah Akbar Betty Stevera Masihin dahyar daraba, dahyar Eko Budi Santoso Ela Lesmanawaty Wargadinata Ermaya Suradinata Fransiska Rosari Clarita You Ika Sartika Irwan Tahir Jona Bungaran Basuki Sinaga Kulachai, Waiphot M. Nopri Ramadani Utama Buhri Murwati, Nanik Nofrizal Nofrizal Noorani, Afni Nursyahidah Syed Annuar, Sharifah Pitono*, Andi Prabowo, Hadi Rosmery Elsye Rowa, Hyronimus Sharifah Nursyahidah Syed Annuar Sujatmiko, Ananda Putri Supriyadi, Dedi Sutiyo Sutiyo Suwandi UTAMI, YUANITA Yahya, Afif Syarifudin Yanti Liliana Pratiwi Sunarya Kobogau Zarkasi, Muhammad Ilham Husni Zubakhrum B. Tjenreng