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Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi
Published by Sekolah Tinggi Ilmu Administrasi LAN Bandung
ISSN : -     EISSN : -     DOI : 10.31113/jia.v16i2
Core Subject : Humanities, Social,
Humanities Social Sciences
Jurnal Ilmu Administrasi (JIA) is a scientific journal particularly focuses on the main problems in the development of the sciences of public administration and business administration areas as follows Development Administration, Economic Development, Public Policy, Development Planning, Public Sector Finance, Service Management, Public Organization, Human Resource Development, Decentralization and Regional Autonomy, Leadership, Public Sector Innovation, E-Government, Management and Business Policy, E-Commerce, Marketing Management, Budget Management, State Company Management.
Arjuna Subject : Ilmu Sosial - Administrasi Publik
Articles 884 Documents
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MENTRANSFORMASI ORGANISASI DENGAN MENGGUNAKAN CONGRUENCE MODEL: MENGANTISIPASI TUNTUTAN KEKINIAN ORGANISASI PEMERINTAH PUSAT DAN DAERAH Haris Faozan
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol 6, No 1 (2009): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v6i1.343

Abstract

The performance of institutional arrangement policy for central and local governments is said to be stagnant, or even tends to degrade from time to time. This condition is mainly because the design of organizational arrangement between central and local governments is not perceived as an immediate, basic need. This can be shown in the organizational arrangement that focuses merely on the organization shape, which is also considered insufficient. The emphasis on the organization formation is only related to the strategic organizational design, meanwhile the other important aspect, the operational design, is neglected. Another fundamental aspect neglected is the design of transformation process after the organization is formed. So far, the policy on formal arrangements ofgovernment organization, both for central and local governments, is not available yet. Therefore, the institutional transformation both central and local has never been route-mapped well, strategically unfocused, and often poorly performed. To overcome these problems, the institutional arrangement policy for central and local governments should be directed to the framework of 'organization as open system' in comprehensive and integrated way.
IMPLEMENTASI KEBIJAKAN PENGADUAN PELAYANAN SURAT IZIN USAHA PERDAGANGAN DI KANTOR PELAYANAN PERIZINAN TERPADU KOTA BINJAI1 Arief Purnomo
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol 12, No 1 (2015): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v12i1.236

Abstract

Pengaduan pelayanan publik merupakan suatu bentuk mekanisme penting dalam pemberian pelayanan yang berbentuk partisipasi masyarakat dalam rangka meningkatkan kualitas pelayanan publik. Demikian halnya dengan pengaduan pelayanan Surat Izin Usaha Perdagangan di Kantor Pelayanan Perizinan TerpaduKota Binai. Sebagai mekanisme penting, maka pengaduan pelayanan publik, akan memberikan kontribusi positif pada instansi penyelenggara pelayanan publik jika dikelola dengan tepat. Tujuan penelitian ini adalah mengetahui kinerja implementasi pelayanan pengaduan, menganalisis aspek-aspek yang berperan kepada implementor di lapangan, dan menganalisis mekanisme coping yang dilakukan implementor di lapangan. Penelitian ini menggunakan metode penelitian kualitatif. Hasil penelitian menunjukkan bahwa kinerja implementasi pelayanan pengaduan SIUP di Kantor Pelayanan Perizinan Terpadu Kota Binjai masih belum optimal. Mekanisme Coping yang dikembangkan parapegawai Seksi Informasi dan Pengaduan KPPT Kota Binjai selaku implementor di lapangan berdampak buruk bagi kinerja implementasi. Hal ini dikarenakan implementor di lapangan mengalami tekanan dan keterbatasansehingga mereka tidak bisa sepenuhnya menjalankan kebijakan pelayanan pengaduan sebagai akibat dari aspek-aspek anggaran operasional yang kurang memadai, aspek kontrol pengawas yang bekerja kurang efektifdan aspek partisipasi pengguna layanan yang bersikap apatis. Ketiga aspek tersebut merupakan aspek-aspek yang paling determinan memberikan peranan kepada implementor di lapangan.
EVALUASI KEBIJAKAN PENGENDALIAN FUNGSI GARIS SEMPADAN JALAN PADA RUAS JALAN PROVINSI DI KOTA BANDUNG (Studi Kasus Di Jalan Sukajadi) Sandhy Chandrawiguna
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol 12, No 3 (2015): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v12i3.55

Abstract

Penelitian ini dititikberatkan pada Evaluasi Kebijakan Pengendalian Fungsi Garis Sempadan Jalan.Bertujuan untuk mengetahui hasil dari pelaksanaan kebijakan pengendalian fungsi garis sempadanjalan dalam menertibkan bangunan-bangunan semi permanen di atas trotoar jalan Sukajadi kotaBandung, faktor penghambat dan pendukungnya, serta langkah dan strategi pelaksanaannya. Penelitianyang dilakukan menggunakan metode kualitatif. Data dihimpun dengan menggunakan teknik nonparticipantobservation, wawancara, dan studi dokumen sedangkan informan ditentukan dengan teknikpurposive sampling. Data yang diperoleh kemudian dianalisis dengan menggunakan teori William N.Dunn dengan variabel-variabel efektivitas, efisiensi, kecukupan, perataan, responsivitas, dan ketepatan.Hasil penelitian menunjukkan bahwa hasil pelaksanaan Kebijakan Pengendalian Fungsi GarisSempadan Jalan belum berfungsi dengan optimal dalam mencapai tujuan dan manfaat yang diharapkandalam Kebijakan Garis Sempadan Jalan. Faktor penghambatnya terdiri dari faktor eksternal yaitupolitik, administrasi, ekonomi, dan sosial. Sedangkan hambatan dari faktor internal adalah teknologi,kompetensi, budaya, dan pertahanan keamanan. Adapun faktor pendukungnya adalah berlakunyabeberapa peraturan perundang-undangan yang dapat menjembatani tujuan Kebijakan Garis SempadanJalan, serta dapat digunakan menjadi dasar penetapan kebijakan dan pelaksanaan program di masamendatang.
PENGARUH KUAT-LEMAHNYA BUDAYA ORGANISASI TERHADAP KINERJA PEGAWAI (Suatu Kajian Terhadap Teori Budaya Organisasi Robbins) Teni Listiani,
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol 2, No 2 (2005): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v2i2.472

Abstract

The performance of the whole employees in an organization can be seen from theirbehavior both individually or collectively. This behavior can generally affected by theorganization characteristics reflected in its organization culture. Robin’s theory states that the level of staffs performance will be greatly affected by the strengths and, weaknesses of the organization culture. An organization with strong culture usually has similar core values agreed upon by most of the organization members. In addition, in an organization with strong culture, its employees usually has very high commitment towards the values. The stronger the culture of an organization is, the higher the commitment of the employees towards the core values will be. Thiscommitment will affect the behavior of its members reflected through theirperformance. Similarly, in an organization with weak culture, the commitment of itsmembers to its core values will be low too. Therefore its effect towards work behavior will not be significant (low performance).
POLA KEPEMIMPINAN BIROKRASI MELALUI PENDEKATAN SISTEM LEARNING ORGANIZATION Sutarto Mochtar
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol 6, No 4 (2009): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v6i4.359

Abstract

The pattern of leadership applied in the government institutions nowadays seems to be unknown and unclear. However, there are still some kinds of approaches that need to be taken into considerations, and still remain vague. One famous book titled “The Fifth Discipline” written by Senge (1990) needs to be thought of and in whch he proposes 3 (three) different aspects to be used for the coming leadership type. Indeed, this type of leaderdship is originally more or less taken from the transformational approach. This approach is what so called the learning organization leader has been well adopted by many Asian and African countries and proves to be successful in any kinds of organization and business as well. The main idea from this approach is how well a leader can function all members of organization to be involved in any sorts of activities in the organization and how well he as a leader can change the organization from the transformational form into the modern one. In other words, empowering people as well as changing the form of organization are two issues as the main agenda in this writing.
ANALISIS PERENCANAAN ANGGARAN BERBASIS KINERJA DI KANTOR SATUAN POLISI PAMONG PRAJA KOTA PEMATANGSIANTAR Viki Zuliansyah
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol 9, No 1 (2012): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v9i1.252

Abstract

This research aims to determine how performance-based budget planning is implemented in the Civil Service Police Force Pematangsiantar city and to find out the constraints faced and to know the efforts should be done. This researchuses descriptive qualitative approach using data collection techniques participant observation, in-depth interviews and documentary studies. There are 12 key information in this research. To test credibility of data , it uses three methodsnamely the extension of the observation, improvement and triangulation of data triangulation and theory triangulation. The results shows that in budget planning the Civil Service Police Force Pematangsiantar city still has not appliedperformance-based budgeting. The research find few obstacles encountered in implementing performance-based budgeting in the office of the Civil Service Police Force Pematangsiantar city, including: 1. The low competence of Human Resources; 2. There are not any performance indicators; 3. Lack of Internal coordination; 4. The limited budget allocated; 5. Lack of coordination with making up teams budget in the Pematangsiantar City Government and the Parliament Pematangsiantar City.
IMPLEMENTASI PERATURAN PEMERINTAH TENTANG DISIPLIN PEGAWAI NEGERI SIPIL DI SEKRETARIAT DAERAH KABUPATEN MUARO JAMBI Saadah Saadah
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol 12, No 2 (2015): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v12i2.82

Abstract

Artikel ini menganalisis implementasi kebijakan, hambatan-hambatan, serta upaya-upaya Sekretariat Daerah Kabupaten Muaro Jambi dalam melaksanakan Peraturan Pemerintah Nomor 53 Tahun 2010 tentang Disipli Pegawai. Model konseptual menggunakan teori Edwards III melalui analisis dari aspek; komunikasi, sumber-sumber, sikap pelaksana, dan struktur birokrasi. Penelitian ini menggunakan metode penelitian kualitatif deskriptif yang berusaha untuk memahami masalah berdasarkan fakta tentang kenyataan yang berada pada lokus penelitian melalui teknik triangulasi data dengan informan sebanyak 11 orang, teknik pengumpulan data melalui telaahan dokumen yang relevan dan pengamatan non partisipan. Aspek yang paling berperan dalam impelemntasi kebijakan yang belum optimal adalah sikap pelaksana dalam pemberian insentif kepada pegawai. Dalam hal ini, faktor-faktor penghambat implementasi kebijakan  tersebut adalah sosialisasi belum sampai ke seluruh pegawai, komitmen pimpinan dan staf pelaksana yang kurang, tingkat kompetensi pegawai rendah, job description tidak jelas, kurangnya ketegasan dalam memberikan sanksi, tidak adanya pemberian insentif terhadap pelaksana kebijakan, belum adanya tim teknis sebagai penegak disiplin yang bertanggungjawab terhadap penegakan disiplin.   
PENELITIAN TINGKAT KEPUASAN MASYARAKAT ATAS PELAYANAN TRANSPORTASI DI KOTA BANDUNG Joni Dawud1
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol 2, No 4 (2005): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v2i4.489

Abstract

The research tries to identify citizens’ responses with regard to Bandung CityTransportation Engineering Policy to improve the transportation service quality inBandung City. The result shows that the majority of citizens are not quite satisfied with the existing condition.
PENINGKATAN EFEKTIVITAS INSTITUSI PENDIDIKAN DAN PELATIHAN MELALUI KOMPETENSI PENGELOLA DAN PENYELENGGARA PENDIDIKAN DAN PELATIHAN Eris Yustiono
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol 5, No 2 (2008): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v5i2.375

Abstract

Sending employees to education and training programs has become the most common choice among institutions in order to improve their comptencies. It is believed that this approach is effective for improving employees’ specific capabilities for certain jobs. However, many factors may influence the accomplishment of the education and training programs, such as the eduaction and training organizers’ competency. Their competency determines how well the training proceeds as planned. Therefore, competency mastery for education and training organizers is definitely a necessity to be fulfilled.
PENGADMINISTRASIAN KEUANGAN DAERAH DAN DASAR-DASAR HUKUMNYA Abdul Rahman
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol 8, No 1 (2011): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v8i1.277

Abstract

Role of Local Government Revenues and Expenditure (APBD) or the Public Sector Budget become increasingly significant. In its development, budget policy has become a multi-function instrument that is used as a means to achieve regional development goals. This is particularly evident from the composition and size of the budget that directly reflects the direction and goals of service to the community. Therefore, for budget function may be optimized, then the budget system and records of its receipts and expenditures must be done carefully and systematically. As a system, budget management area has undergone many developments. With the release of three packages of legislation in the field of public finance, namely Law no. 17 of 2003 on State Finance, Law no. 1 / 2004 on State Treasury, and Law. 15 of 2004 on the Audit of the Management and Financial Responsibilities of the State, local budget management systemin Indonesia is constantly changing and developing in accordance with the dynamics of public sector management. The Government has implemented a performance-based budgeting approach, integrated budget and medium-term expenditure framework in the fiscal year 2005 and 2006. Apparently there are still many obstacles encountered, mainly due to the unavailability of adequate implementation of the regulations, so that multiple interpretations are still a lot happening in the implementation in the field. In that period also has issued various regulations, rules of finance ministers, director generals and so forth regulations to cover these weaknesses

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