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Civil Service : Jurnal Kebijakan dan Manajemen PNS
Published by Pusat Pengkajian Manajemen ASN
ISSN : 19787103     EISSN : 25411276     DOI : -
Core Subject : Economy, Humanities, Education, Social,
Humanities Economics, Econometrics & Finance Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Social Sciences
Jurnal kebijakan dan manajemen pegawai negeri adalah jurnal peer-review yang diterbitkan dua kali setahun (Juni dan November). Isi jurnal berisi analisis penelitian yang dilakukan oleh semua lapisan aparatur PNS dengan substansi diskusi terkait isu-isu terkait pengelolaan PNS. Setiap diskusi memberikan perspektif kritis dan analisis yang meyakinkan sehingga dapat menjadi jalan keluar dari berbagai masalah yang telah dan sedang melalui kerja teoretis sebuah penelitian. Jurnal ini didedikasikan dan diterbitkan dalam upaya untuk meningkatkan kualitas pengorganisasian, perencanaan dan pelaksanaan birokrasi, serta kinerja tata kelola Aparatur Sipil Negara.
Arjuna Subject : Ilmu Sosial - Administrasi Publik
Articles 255 Documents
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STRUKTUR GAJI PEGAWAI NEGERI SIPIL Janry Haposan U.P Simanungkalit
Jurnal Manajemen Kepegawaian Vol 1 No 1 Juni (2007): Jurnal Kebijakan dan Manajemen PNS
Publisher : Badan Kepegawaian Negara | The National Civil Service Agency

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Abstract

Tulisan ini didasari pada kenyataan bahwa Struktur Gaji PNS yang berlaku hingga saat inibelum mampu berfungsi sebagai pemacu peningkatan kinerja dan produktivitas PNS. Hasilpenelitian menunjukkan bahwa terdapat ketidaksesuaian antara gaji yang diterima olehPNS saat ini dengan KHL PNS. Dari sisi Keadilan Internal PNS, gaji yang diterima oleh PNSsaat ini belum memperhitungkan kinerja, kedisiplinan, beban kerja, dan keahlian kerjaPNS, sedangkan dari sisi Keadilan Eksternal PNS, memperlihatkan ketidakadilan antarabesaran gaji yang diterima oleh PNS saat ini dengan yang diterima oleh Pegawai Swasta.Berdasarkan hasil analisis, direkomendasikan tindak lanjut penelitian, yakni: (1) dalampenetapan Gaji Pokok PNS terendah hendaknya didasarkan pada Standar KHL PNS padamasing-masing Daerah; (2) perlu adanya dukungan dan good will Pemerintah untukmenyediakan anggaran negara secara memadai; dan (3) dengan ditetapkannya SistemPenggajian yang baru yang berbasis Bobot Jabatan hendaknya diikuti oleh perubahanperubahansebagai pre-requisite, seperti Sistem Penilaian Kinerja PNS, Sistem Pensiun,Penatalaksanaan Organisasi, dan lain-lain.Kata Kunci: Struktur Gaji PNS, Bobot Jabatan, Keadilan Internal dan Keadilan Eksternal
NETRALITAS PEGAWAI NEGERI SIPIL Ajib Rakhmawanto
Jurnal Manajemen Kepegawaian Vol 1 No 1 Juni (2007): Jurnal Kebijakan dan Manajemen PNS
Publisher : Badan Kepegawaian Negara | The National Civil Service Agency

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Abstract

Penelitian netralitas Pegawai Negeri Sipil (PNS) bertujuan untuk mengidentifikasi; (1)Dampak netralitas terhadap kinerja PNS, (2) Sejauhmana kinerja PNS akan menghasilkanmutu pelayanan publik yang baik. Data dihimpun dari hasil kuesioner dan wawancara daripara responden, yaitu PNS (Staf, Eselon IV, III, II) dan masyarakat umum. Untukmenjelaskan permasalahan dipakai beberapa konsep yang relevan, yaitu KonsepNetralitas, Konsep Kinerja, dan Konsep Pelayanan Publik. Adapun hasil penelitianmenunjukan bahwa; (1) Dampak netralitas terhadap kinerja PNS bernilai positif, artinyasemenjak diberlakukan kebijakan neralitas, kinerja PNS mengalami peningkatan danmereka sudah tidak berpolitik praktis, (2) Kinerja PNS sudah memberikan dampak yangpositif/baik terhadap pelayanan publik, artinya dengan adanya peningkatan kinerja PNSmutu pelayanan publik juga meningkat.Kata Kunci: Netralitas, Kinerja, Pelayanan Publik
PILIHAN SISTEM MANAJEMEN PERSONIL PEMERINTAH DAERAH Irfan Ridwan Maksum
Jurnal Manajemen Kepegawaian Vol 1 No 1 Juni (2007): Jurnal Kebijakan dan Manajemen PNS
Publisher : Badan Kepegawaian Negara | The National Civil Service Agency

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Abstract

Local government personnel management in Indonesia has not been changed fundamentally whether structural or cultural since reform induced at the end of 1990s. Under law Number 22 of 1999, based on articles 7 and 75 the local personnel system moving forward to separete system. But, the local government is not capable to carry-out this system running well. Finally, under law number 32 of 2004, it still being sentralized with ’pangreh-praja’ culture. Keyword: management, personnel system, local government.
PENGEMBANGAN JABATAN FUNGSIONAL DI LINGKUNGAN PEMERINTAH DAERAH Ambar Teguh Sulistiyani
Jurnal Manajemen Kepegawaian Vol 1 No 2 November (2007): Jurnal Kebijakan dan Manajemen PNS
Publisher : Badan Kepegawaian Negara | The National Civil Service Agency

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Abstract

Recently, beaurocratic reformation creates a new political condition for many aspects in governmental development. Especially, public services and political participation increase in the autonomy. Government has agenda to implement compulsory affairs independenly. Government has a program to increase good public services of civil servants. Functional career as part of civil servants is necessary to improve personnel’s capacity with functional career development. There are four aspects to develop functional career. The aspects are legalistic, technical, economic and public needs. Kata kunci: Pengembangan, jabatan fungsional, karir fungsional A.
MENGGAGAS KINERJA BIROKRASI PUBLIK Teguh Yuwono
Jurnal Manajemen Kepegawaian Vol 2 No 1 Juni (2008): Jurnal Kebijakan dan Manajemen PNS
Publisher : Badan Kepegawaian Negara | The National Civil Service Agency

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Abstract

Change in the public sector is the rule rather than the expectation. The quest for the perfect way of structuring and managing government has gone on as long as there has been a government, always to end in disappointment. The problem has been in part that no single definition of what constitutes perfect administration exists. Further, each solution tends to create its own new set of problems, which in turn will create a new set of reforms. Although this cycle of reform is beneficial for those of us interested in the process of change, it is less so far for those involved in the process. Frequent changes tend to create cynicism about reform efforts both inside and outside the public sector. However, such efforts can be a politician’s best friend, given that they are at times the only possible reaction to intractable policy problems
KESIAPAN PEGAWAI DALAM MENGHADAPI MODERNISASI Ali Rokhman
Jurnal Manajemen Kepegawaian Vol 1 No 2 November (2007): Jurnal Kebijakan dan Manajemen PNS
Publisher : Badan Kepegawaian Negara | The National Civil Service Agency

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Abstract

In line with increasing target of tax revenue for each year, since 2002 Directorate General of Tax (DGT) performed tax office modernization where until the end of 2008 all of tax office will be the modern office. In support of preparing of human resource toward modernization agenda, the DGT arranged a lot of trainings that covered in many areas around Indonesia. This study analyzed effectives of the training. Type of this study is experimental study through several groups performing called workplace learning groups (WLGs). Training in Mataram in May 2007 and Sorong in August 2007 was taken as research target. Result of the study showed training in those areas run effectively and and changed knowledge and attitude of the training participants. The WLGs performing have significant impact to participant’s attitudes toward the modernization. The DGT should pay attention concerning effect of modernization and should take good practices from discussion activities in the WLGs. Keyword: human resource, organization change, modernization, workplace learning.
MENAKAR PERILAKU PROFESIONAL DALAM RANGKA MENINGKATKAN KINERJA APARATUR BIROKRASI Derajad S. Widhyharto
Jurnal Manajemen Kepegawaian Vol 2 No 1 Juni (2008): Jurnal Kebijakan dan Manajemen PNS
Publisher : Badan Kepegawaian Negara | The National Civil Service Agency

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Abstract

Having word about civil servants professional behavior, we are leaded to imagine good dedication, commitment to serve, fulfilling need of safety, and also protecting civil society. Actually, it is quite difficult to have civil servants professional behavior in daily life. We can also find a big hole between wishes and hope toward civil servants professional behavior. Perceiving civil servants professional behavior as a profession commitment is one effort to make the hole closer. It means that choosing civil servants as a profession need no reward punishment system. Civil servants will do their profession rationally with good dedication, and also manage their work according to the rule. These we identified as commitment. When we use that definition, we have to prepare many things as the consequences. Appropriate payment and social welfare will be among of those. Keywords: civil servants, Foucault, Authority, Professional Behavior
IMPLEMENTASI GOOD GOVERNANCE MELALUI REFORMASI SISTEM KEPEGAWAIAN Muhamad Adian Firnas
Jurnal Manajemen Kepegawaian Vol 1 No 2 November (2007): Jurnal Kebijakan dan Manajemen PNS
Publisher : Badan Kepegawaian Negara | The National Civil Service Agency

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Abstract

In the 1980s, China began to implement a civil service to establish a market-oriented economy and foster reform of the politico-administrative system. The Modern civil service system in China began by contructing a legal framework and drafting general regulation to stipulate and enforce conditions about personnel and administrative system. More than eight years have passed since China officially instituted the civil service system on October 1, 1993. Design to promote socialism in China, the civil service is also intended to act in the broader interests of social advancement. On the one hand, the modern civil service in China has been hampered by the need to reform the traditional cadre system; on the other, the development of market-oriented economy has created conditions advantageous to its development. As it continues to develop and improve, the new admininistrative-personnel management system has demonstrated its advantages over the previous system both in theory and in practice.
MANAJEMEN DIKLAT DALAM UPAYA OPTIMALISASI KINERJA PEGAWAI PUBLIK Rosidah Rosidah
Jurnal Manajemen Kepegawaian Vol 2 No 1 Juni (2008): Jurnal Kebijakan dan Manajemen PNS
Publisher : Badan Kepegawaian Negara | The National Civil Service Agency

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Abstract

Training is a form of employee development toward achieving the vision and mission of an organization. The process toward achieving vision and mission is inseparable from various challenges such as: technological development, politic, social, and the demand for good quality service. In order to get the right balance as a result of those challenges, the existence of qualified human resoure that meet the required qualification needs to be taken into account in order to obtain effective work as demanded by either internal and external stakeholder. One of the efforts that can done is by improving the training management. Trainig will be more effective when it is capable of transforming one’s attitudes to meet the organizational goals. In accordance to that, there are some stages needed to be done : 1) planning stage which involves needs analysis, setting objectives for the training management development, the material/curriculum, time/duration of training, trainer and method of training, 2) the training which involves setting the committee either in organizing committee, those belong to the training organization and sterring committee, those immediately in charge of the training, 3) evaluation stage can be conducted through the following alternatives: post test, pretest/post test, or multiple pretest/multiplepost test, or post training action plan. Key word: training, human resource
MERIT SYSTEM DALAM MANAJEMEN PEGAWAI NEGERI SIPIL Arief Daryanto
Jurnal Manajemen Kepegawaian Vol 1 No 2 November (2007): Jurnal Kebijakan dan Manajemen PNS
Publisher : Badan Kepegawaian Negara | The National Civil Service Agency

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Abstract

Government officials in Indonesia are required to continuously improve their services quantitatively and qualitatively to increase the country competitiveness and public sector management quality. Common stereotype about low government official performance implies that they are not yet capable of proliferating their productivity. Working motivation is needed to produce high working spirit to provide excellent service to the community. A system which can generate high working motivation based on result oriented organizational values and fair and accurate merit system performance evaluation are required. This paper is aimed at opening the thinking paradigm about merit system in managing government officials to increase their productivity, quantitatively and qualitatively. Keywords: Merit System, Civil Service (PNS), Competitiveness, Performance Appraisal, Competency, Merit Pay

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