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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 Action Research Literate (ARL) 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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Journal : Sosiohumaniora

 1 
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. 
Co-Authors Afif Syarifudin Yahya Afni Noorani 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 Hadi Prabowo Ika Sartika Irwan Tahir Kulachai, Waiphot M. Nopri Ramadani Utama Buhri Murwati, Nanik Nofrizal Nofrizal Nursyahidah Syed Annuar, Sharifah Pitono*, Andi Prabowo, Hadi Rosmery Elsye Rowa, Hyronimus Sartika , Ika Sharifah Nursyahidah Syed Annuar Sujatmiko, Ananda Putri Sukamto, Ika Sumiyarsi Supriyadi, Dedi Sutiyo Sutiyo Suwandi UTAMI, YUANITA Yahya, Afif Syarifudin Yanti Liliana Pratiwi Sunarya Kobogau Zarkasi, Muhammad Ilham Husni Zubakhrum B. Tjenreng