Pelaksanaan Mutasi dan Promosi Jabatan Pegawai Negeri Sipil di Badan Kepegawaian Daerah Provinsi Bengkulu - Trinoviani, Inayah; Suharto, Sugeng; Yunilisiah, Yunilisiah (Empiricism Journal, 2026)
Penelitian ini bertujuan untuk mengevaluasi pelaksanaan mutasi dan promosi jabatan Pegawai Negeri Sipil di Badan Kepegawaian Daerah Provinsi Bengkulu dengan menggunakan enam kriteria evaluasi kebijakan menurut Dunn, yaitu efektivitas, efisiensi, kecukupan, pemerataan, responsivitas, dan ketepatan. Penelitian menggunakan pendekatan kualitatif dengan teknik pengumpulan data melalui wawancara, observasi, dan dokumentasi. Wawancara dilakukan pada periode Januari 2026 dengan beberapa informan yang terdiri dari pejabat struktural dan pegawai yang terlibat langsung dalam pengelolaan mutasi dan promosi jabatan di BKD Provinsi Bengkulu. Hasil penelitian menunjukkan bahwa pelaksanaan mutasi dan promosi pada umumnya telah berjalan sesuai dengan ketentuan peraturan perundang-undangan serta mengacu pada prinsip merit system. Mutasi dinilai cukup efektif dalam mengisi kekosongan jabatan dan menata distribusi sumber daya manusia antar perangkat daerah, sementara promosi jabatan relatif mampu menempatkan pegawai pada posisi strategis sesuai kebutuhan organisasi. Dari aspek efisiensi, penggunaan i-Mutasi dan SIASN sejak akhir 2025 telah mendukung percepatan administrasi mutasi dan promosi, meski prosedur dan kendala teknis seperti jaringan serta kelengkapan berkas masih memengaruhi durasi proses. Dari sisi kecukupan dan responsivitas, kebijakan ini cukup mampu menjawab kebutuhan organisasi dan menjaga keberlangsungan pelayanan publik melalui penunjukan pelaksana tugas saat terjadi kekosongan jabatan. Dari aspek ketepatan, penempatan pegawai telah mempertimbangkan kompetensi, pendidikan, pengalaman, dan rekam jejak kinerja. Namun, evaluasi kinerja pascamutasi dan promosi belum dilakukan secara konsisten dan sistematis, sehingga dampaknya terhadap peningkatan kinerja organisasi belum terukur optimal. The Implementation of Transfer and Promotion of Civil Servants at the Regional Personnel Agency of Bengkulu Province Abstract This study aims to evaluate the implementation of civil servant (PNS) mutation and promotion policies at the Regional Civil Service Agency (BKD) of Bengkulu Province using six policy evaluation criteria proposed by Dunn, namely effectiveness, efficiency, adequacy, equity, responsiveness, and appropriateness. The research employed a qualitative approach with data collection techniques consisting of interviews, observation, and documentation. Interviews were conducted in January 2026 with several informants consisting of structural officials and personnel directly involved in the management of mutation and promotion processes at BKD of Bengkulu Province. The results show that the implementation of mutation and promotion has generally been carried out in accordance with prevailing regulations and the principles of the merit system. Mutations are considered fairly effective in filling vacant positions and managing the distribution of human resources across regional government agencies, while promotions are relatively capable of placing employees in strategic positions according to organizational needs. From the perspective of efficiency, the use of i-Mutasi and SIASN since late 2025 has supported the acceleration of transfer and promotion administration, although procedural requirements and technical constraints, such as network issues and document completeness, still affect the duration of the process. In terms of adequacy and responsiveness, this policy has been sufficiently capable of addressing organizational needs and maintaining the continuity of public services through the appointment of acting officials when vacancies occur. With regard to appropriateness, employee placement has taken into account competence, educational background, experience, and performance track records. However, post-transfer and post-promotion performance evaluation has not yet been conducted consistently and systematically, so its impact on improving organizational performance has not been optimally measured.