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All Journal Jurnal Ilmiah Publika Al-MIKRAJ: Jurnal studi Islam dan Humaniora Al Burhan: Jurnal Kajian Ilmu dan Pengembangan Budaya Al-Qur'an Journal of Research and Development on Public Policy Al Yazidiy: Jurnal Sosial Humaniora dan Pendidikan Jurnal Relasi Publik Eksekusi: Jurnal Ilmu Hukum dan Administrasi Negara Jurnal Transformasi Bisnis Digital Aliansi: Jurnal Hukum, Pendidikan dan Sosial Humaniora Wissen: Jurnal Ilmu Sosial dan Humaniora Indonesia Economic Journal
Muhammad Khoirul Anwar
Unknown Affiliation
Religion Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Social Sciences

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Analisis Manajemen Kinerja dalam Penataan Tenaga Non-ASN oleh Kementerian PANRB Uswatun Nur Auliya; Raihani Khairunissa Barni; Ayu Maulani; Luninda Hamidah Pasya; Muhammad Khoirul Anwar
Aliansi: Jurnal Hukum, Pendidikan dan Sosial Humaniora Vol. 2 No. 6 (2025): Aliansi: Jurnal Hukum, Pendidikan dan Sosial Humaniora
Publisher : Asosiasi Peneliti dan Pengajar Ilmu Hukum Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62383/aliansi.v2i6.1351

Abstract

Bureaucratic reform is an essential step in realizing a clean, accountable, professional, and transparent government. The 2020–2024 Bureaucratic Reform Road Map has emphasized the Ministry of Administrative and Bureaucratic Reform’s (Kementerian PANRB) efforts to establish a healthy bureaucracy through the strengthening of the merit system, performance management, and service digitalization. As providers of public services, Civil Servants (ASN) play a crucial role in ensuring professional public service delivery; therefore, an organized performance management system is required to achieve optimal bureaucratic reform. However, in practice, the performance management implemented by the Ministry still faces challenges, particularly concerning non-ASN personnel. This study aims to analyze the implementation of performance management in the process of structuring non-ASN personnel by the Ministry of PANRB as part of the national bureaucratic reform agenda. The research employs a qualitative approach with descriptive analysis based on literature review, legislation, and secondary data from official sources. The findings indicate that the policy of structuring non-ASN personnel, grounded in the principles of the merit system and performance management, has brought significant changes to human resource governance within government institutions. Nevertheless, its implementation still encounters challenges such as limited budget allocation, lack of integrated performance data, and uncertainty regarding the employment status and welfare of non-ASN employees. The digitalization efforts through the e-Kinerja system and national personnel data collection serve as strategic steps to enhance transparency and accountability in performance assessment. Thus, comprehensive performance management is expected to promote professionalism among public servants, improve organizational effectiveness, and realize an adaptive and integrity-based bureaucracy.
Efektivitas Program Reward dalam Meningkatkan Loyalitas dan Disiplin Kerja Karyawan di Bank Mandiri Putri Indriani; Ade Hani Puspa Dewi; Irdan Suwardana Yahya; Muhammad Rayhan Nurmansyah; Muhammad Khoirul Anwar
WISSEN : Jurnal Ilmu Sosial dan Humaniora Vol. 3 No. 4 (2025): November : WISSEN : Jurnal Ilmu Sosial dan Humaniora
Publisher : Asosiasi Peneliti Dan Pengajar Ilmu Sosial Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62383/wissen.v3i4.1326

Abstract

This study aims to analyze the effectiveness of the reward program in improving employee loyalty and work discipline at Bank Mandiri. The research employs a qualitative descriptive approach using the literature study method, through the collection and analysis of secondary data obtained from official Bank Mandiri reports, academic journals, labor regulations, and media articles related to human resource management policies. The findings reveal that the implementation of both financial rewards (competitive salaries, performance-based bonuses, and welfare benefits) and non-financial rewards (recognition, promotions, and career development programs) has a positive impact on enhancing employee loyalty and work discipline. A fair, transparent, and sustainable reward system fosters a sense of belonging, strengthens affective commitment, and cultivates a productive and professional work culture. Moreover, the data indicate a decline in disciplinary violations over the past three years, demonstrating the effectiveness of the reward system as a form of positive reinforcement. This study highlights the importance of reward policies as a strategic instrument in human resource management and recommends that companies continuously adapt their reward systems to align with employee needs and the evolving work environment.
Co-Authors Ade Hani Puspa Dewi Aghnia Nuha Zahidah Al Aina Latifah Annisa Miskiyah Asfarina Amanda Putri Asyifa Permata Dewi Ayu Maulani Daffa Fawaz Musafa Fajar Reza Rivaldi Farah Ghaitsah Azzahira Fariz Fitrah Ramadhan Febry Renaldi Irdan Suwardana Yahya Khildaniyah Ridho Luninda Hamidah Pasya Muhamad Hilmi Rozaldi Muhammad Hafidz Al Qodri Muhammad Rayhan Nurmansyah Nafi Alrasyid Nurlita Purnama Putri Indriani Raihani Khairunissa Barni Resya Azzahra Putri Rinto Reza Rizkynata Reza, Fajar Uswatun Nur Auliya