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All Journal Jurnal Konseling dan Pendidikan Jurnal Administrasi Publik : Public Administration Journal
Wulansari, Nita
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Education Social Sciences

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Adaptasi objective key results (OKR) dalam sistem manajemen kinerja birokrasi Indonesia: studi implementasi di kementerian sekretariat negara Wulansari, Nita; Prasojo, Eko
Jurnal Konseling dan Pendidikan Vol. 13 No. 3 (2025): JKP
Publisher : Indonesian Institute for Counseling, Education and Therapy (IICET)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29210/1182800

Abstract

Penelitian ini menganalisis bagaimana Objective Key Results (OKR) diadaptasi dalam sistem manajemen kinerja birokrasi Indonesia melalui studi implementasi dengan desain kualitatif deskriptif di Kementerian Sekretariat Negara. Data diperoleh melalui wawancara mendalam dengan pejabat dan pegawai yang terlibat dalam perumusan hingga evaluasi OKR lintas unit serta analisis dokumen kinerja organisasi. Data dianalisis menggunakan teknik interaktif, meliputi reduksi data, penyajian data, dan verifikasi. Temuan menunjukkan bahwa implementasi OKR di Kementerian Sekretariat Negara berlangsung melalui proses translation institusional yang memastikan kompatibel dengan aturan dan logika birokratis yang sudah mapan. Lima bentuk adaptasi OKR teridentifikasi, yaitu dominasi sasaran committed, KR dominan berbasis aktivitas, transparansi selektif, partisipasi yang menguat pada eksekusi, dan evaluasi kuartalan yang administratif. Proses adaptasi ini membentuk hybridity struktural yang membuat OKR telah berfungsi sebagai penguat mekanisme kinerja, namun belum menghasilkan transformasi substantif pada praktik kerja dan orientasi nilai. Studi ini memberikan kontribusi empiris mengenai dinamika adaptasi inovasi manajerial dalam birokrasi Indonesia serta memperkaya literatur mengenai translation dan hybridity dalam manajemen kinerja sektor publik. Temuan bersifat kontekstual dan tidak dimaksudkan untuk digeneralisasi.
Implementing OKR in Indonesian Public Bureaucracy: A Case Study of the Ministry of State Secretariat Wulansari, Nita; Prasojo, Eko
Jurnal Administrasi Publik (Public Administration Journal) Vol. 15 No. 2 (2025): Jurnal Administrasi Publik (Public Administration Journal), December
Publisher : Universitas Medan Area

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31289/jap.v15i2.14735

Abstract

This study aims to examine the compatibility of Objective and Key Results (OKR) as a performance management framework in the context of public bureaucracy, with a case study at the Ministry of State Secretariat. Using a qualitative approach, this study analyzes the application of the basic principles of OKR, the advantages and disadvantages that arise, and the implementation challenges faced. The results of the study indicate that the success of OKR adoption is highly dependent on the organization's contextual awareness, namely the ability to adapt the design and implementation of OKR to the existing structure, work culture, and regulatory system. OKR provides a number of advantages such as increased performance tracking, employee performance diversification, collective alignment and accountability, flexibility, and frequency of performance monitoring and evaluation, thereby increasing the perception of fairness among employees. However, there are also weaknesses such as the tendency for OKR to become a to-do list, incompatibility with certain types of work, and insynchrony with the performance compensation system. Other challenges include HR capacity, work culture transformation, performance-based reward systems, consistency in the review and monitoring process, and coordination between agencies, and the need for a sustainable digital support system. Despite the growing popularity of OKR in private sector organizations, empirical studies examining the adaptation and effectiveness of OKR in public sector bureaucracies, particularly in developing country contexts, are still very limited. Therefore, this study contributes to the public administration literature by providing contextual empirical findings on how OKR interacts with bureaucratic characteristics, regulatory frameworks, and government organizational culture in Indonesia. These findings emphasize that OKR cannot be adopted uniformly in the public sector, but needs to be implemented gradually and adaptively.
Co-Authors Eko Prasojo