cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Deni Fauzi Ramdani
Contact Email
denifauziramdani@gmail.com
Phone
+6285315527157
Journal Mail Official
jiastialanbdg@gmail.com
Editorial Address
Jl. Hayam Wuruk No.34-38, Citarum, Kec. Bandung Wetan, Kota Bandung, Jawa Barat 40115
Location
Kota bandung,
Jawa barat
INDONESIA
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi
Published by politeknik stia lan bandung
ISSN : 18298974     EISSN : 26142597     DOI : https://doi.org/10.31113/jia.v20i1.890
Core Subject : Social,
Social Sciences
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi is a scientific journal in administration field which publish papers based on research result, analysis, and critical assessment of administration issues. With ISSN 1829-8974 (print) and e-ISSN: 2614-2597 (online), the journal is managed by Polytechnic of STIA LAN Bandung and has affiliation with Indonesian Association For Public Administration (IAPA) by agreement at number: 208/STIA.2.1.1/KLS.01 and 010/KA-IAPA/I/2020. This synergy is implemented by some editors come from this organization. Jurnal Ilmu Administrasi (JIA) is a scientific journal particularly, in which the first publication is in 2004 and is focused on the main problems in the development of the sciences of public administration and business administration areas The scope of this journal is, specifically at 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. Authors who want to submit their manuscript to the editorial office of JIA should obey the writing guidelines. If the manuscript submitted is not appropriate with the guidelines or written in a different format, it will be rejected by the editors before further reviewed. Since 2017, JIA has been using Open Journal System requiring all writers to register in advance before they are allowed to upload the manuscript they write online. Afterwards, the editors, peer reviewers, and writers can monitor the manuscript processing. JIA is published twice a year in June and December
Arjuna Subject : Ilmu Sosial - Administrasi Publik
Articles 541 Documents
 20   21   22   23   24 
EFEKTIVITAS ORGANISASI SEKRETARIAT KPU DI DAERAH SEBAGAI THE OPERATING CORE DAN THE SUPPORT STAFF DALAM PENYELENGGARAAN PEMILU KEPALA DAERAH DAN WAKIL KEPALA DAERAH Tatang Sudrajat
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 8 No. 2 (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.v8i2.285

Abstract

From an organizational perspective, the existence of the Secretariat of the KPU in the regional (provincial, district / city) as the operating core as well as the support staff will determine the sting of the realization of a qualified election. This is relatedto organizational effectiveness with which the task will affect the quality of KPU and Regency / City KPU as the holder of the authority of the election of regional head and vice regional head (election). Important to know how the implementation oforganizational roles, the constraints facing the organization and affectiveness of the sekretariat as building an organization, so the achievement of objectives will determine the election as one of the important tasks of government.
ANALISIS KEBIJAKAN MASALAH PENGANGGURAN SARJANA DI INDONESIA Hendrikus Triwibawanto Gedeona
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 8 No. 2 (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.v8i2.286

Abstract

Educated unemployment has become an immense problem in Indonesia in addition to corruption, poverty, and terrorism. This problem arises due to the mismatch between graduate quality and job market necessity. Therefore, government andhigher education institutions should strive for generating highly competent graduates. The writer tries to analyze the problem and recommend alternative solutions to be considered in the policy making to overcome the problem.
ANALISIS KEBIJAKAN ALIH FUNGSI LAHAN PERTANIAN TERHADAP KETAHANAN PANGAN DI JAWA BARAT Muhamad Nur Afandi
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 8 No. 2 (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.v8i2.287

Abstract

Agriculture is one of the sectors that have been relied on by the government of Indonesia since this sector is able to provide a recovery in dealing with the crisis occurred in Indonesia. It shows that agriculture is one of the mainstay sectors having a big potency to role as a trigger of the national economy recovery through the national food sustenance. The result of the analysis shows that in 1995-2006, there was 225,292-hectare or 1.82-percent rice field area turned into non-rice field area. It means that there is an 18,774-hectare field alteration occurred every year in West Java. The rice production in 1995-2006 was 1,304,853 ton meaning that there was 1.09 percent of discharge. Therefore, there is 108,738 ton reduction of rice production every year. On the whole, in the period of 1995-2006, the average rate of rice production was 9,936 ton and the agricultural productivity was 5.03 ton per year, although it was affected by the 18,774-hectare agricultural land alteration. If the preventive actions are not conducted immediately, the rice production cannot be maintained. On theother hand, the population keeps increasing. Thus, it can be predicted that West Java is going to encounter food crisis in 2021, particularly, the need of rice.The problems resulted from the conversion of rice field area should be analyzed. It should not only be based on its impact on the rice production but also on a wider perspective. It includes its effect on the political stability caused by the food scarcity, the inflicting social change, the decrease of life environment, mainly is related to the contribution of rice field function to water and soil conservation that guarantee the life of society in the future. To reduce the land functional shift, the government of West Java province needs to implement certain policies and strategies of controlling the conversion of rice field area since it is indeed very complicated. The strategies of controlling agricultural land functional shift need a holistic approach (contains the juridical instrument, the incentive instrument for the field’s owner, the instrument of district layout planning, and the location licensing). Moreover, to maintain the food sustenance in West Java, particularly to increase the rice production, apart from controlling the functional shift of field; an agricultural intensification should be applied through the application of an efficient agricultural technology that is location-specified and environment-oriented in order to be able to raise the cultureof science and agricultural technology in West Java.
PENGARUH BUDAYA BIROKRASI “ewuh-pakewuh” TERHADAP EFEKTIVITAS SISTEM PENGENDALIAN INTERN Harry Indradjit Soeharjono
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 8 No. 3 (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.v8i3.288

Abstract

Within bureaucratic environment in Indonesia, “ewuh-pakewuh”- a manner steming from Javanese culture with themeaning 'to respect superiors or seniors more than necessary', still sticks to the bureaucrats in a certain situation, especially internal auditors when facing their superiors or top managers.The bureaucratic culture “ewuh-pakewuh” basically could make superiors or top managers out of control of their subordinates or internal auditors because they are reluctant to provide information or inputs needed by their superiors or top managers. Early warning system in this context obviously comes to a failure. On the contrary, the absence or weak control from subordinates or internal auditors results in the way the superiors or top management feel absolutely confident that their instructions should be complied whether it is going right or not, which refers to “the king can do no wrong”. In such situation, internal control system as a part of bureaucratic system to safeguard good governance within goverment institutions tends to be ineffective In fact, internal control system could not prevent fraud being done by some bureaucrats which ultimately come to corruption crime.
REINVENTING KEPEMIMPINAN DI SEKTOR PUBLIK UNTUK MEMBANGUN KEPERCAYAAN WARGA KEPADA PEMERINTAH Ulber Silalahi
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 8 No. 3 (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.v8i3.289

Abstract

Leader and leadership are two important terminologies in public administration. A leader may use his/her leadership to inspire, motivate, and influence his/her employees to achieve desired goals. The recent condition shows political bureaucracy and administration have been unfavorable in generating such leadership. It is, thus, necessary to re-invent public leadership in order to be able to empower public organizations and society. Reinventing means to change the leaders' attitudes to make people trust the government. Public leaders expected by society are those who are honest, visionary, inspiring, skillful, competent, consistent, loyal, and open. Good leaders are supposed to be sensitive with current issues and put public interest on the first place. Meanwhile, bad leadership leads to poor government performance and deteriorating public trust.
PENGARUH BUDAYA ORGANISASI DAN IMPLEMENTASI KEBIJAKAN PUBLIK TERHADAP KINERJA ORGANISASI PELAKSANA KETERTIBAN, KEBERSIHAN DAN KEINDAHAN DI KOTA BANDUNG Masana Sembiring
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 8 No. 3 (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.v8i3.290

Abstract

The main problem of this research is the organization implementation performance of the orderliness, cleanliness and the beauty at Bandung City of local government has not been optimal. It is thought to be caused by the organizational culture and public policy implementation haven't been done very well , based on Regional Regulation Number 11 2005, about implementation of The Orderliness, Cleanliness and The Beauty ( K3 ) in Bandung City. Method used in this research is a survey method of explanatory type with quantitative approach. The purpose of this research is to analyze and to explain the description of the implementation of organizational culture and public policyimplementation and the influence of organizational culture and public policy implementation simultaneously and partially toward the organization implementation performance of K3. The main instrument which is used for data collecting of this research is a questionnaire, while the interview, documentation and observation as a complementary instrument. The data analysis technique used is SEM statistical technique : Smart PLS software approach. Statistical analysis shows that the influence of organizational culture variable and public policy implementation simultaneously in positively and significantly toward the organization implementation performance of K3 with the percentage of 53.94. It means that other unexamined factors or variables ( epsilon ) give influence with the percentage of 46.06. which are not studied . Organizational culture variable partially has given positive and significant influence toward organizational performance with percentage of 18.38 which is reflected by the highest coefficient of correlation ( loading ) characteristic : results orientation (0.890) followed sequentially by the characteristic of : people orientation (0.839),Innovation and risk-taking (0.804), stability (0.800 ), team orientation (0.790) , aggressiveness (0.743) and attention to detail (0, 735). Public policy implementation variable partially has given positive and significant influence toward the organization implementation performance with the percentage of 35,56 which is reflected by the highest coefficient of correlation ( loading ) factor: The Disposition of implementer ( 0.874 ), followed sequentially by the factor of : Inter organizational communication and enforcement activities ( 0.847 ), Standards and objectives ( 0.831), Resources ( 0.786 ), economic , social and political conditions ( 0.777) and the Characteristics of the implementing agencies ( 0,743 ). The research result also shows that the implementation of organizational culture and public policy implementation in descriptiveapproach with positive contribution to the organization implementation performance of K3, but that variables have not been done optimally suitable with their variable dimension optimally. On the other hand shows that the correlation between organizational culture and public policy implementation variables are in a strong category. The Conclusion of this research shows that organizational culture and public policy implementation variables , both simultaneously and partially give influence in positively and significantly toward the implementation organization performace of K3 in Bandung City.The research also shows that the implementation of organizational culture and public policy implementation by descriptive approach are able to increase organizational performance, So it can be interpreted that, if the application of organizational culture and the public policy implementation will be increased, therefore the organization implementation performance of K3 will also rise
IMPLEMENTASI KEBIJAKAN TRANSPARANSI KEUANGAN DI DAERAH Edah Jubaedah
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 8 No. 3 (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.v8i3.291

Abstract

The concept of transparency in government finance has been established during recent decades as an instrument in the fight against organizational and individual irregularities such as corruption, fraud, and financial scandals as well as promoting good governance in such organizations as local government bodies. The laws governing access to the financial information held by the local government authorities are mainly aimed at increasing the transparency of governmentalbudget. However in practice, it seems that local government organizations often remain reluctant to freely and voluntarily reveal their financial information. Local governments still cope with several barriers in implementing financial tranparencypolicy.
STRATEGI PENYUSUNAN STANDAR PELAYANAN PUBLIK DENGAN PENDEKATAN PARTISIPASI MASYARAKAT DAN STAKEHOLDERS Hendrikus Triwibawanto Gedeona
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 8 No. 3 (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.v8i3.292

Abstract

Citizens as the customers and owners of public services should be involved as the key actor in improving public service quality. Therefore, citizen participation should be placed as the leverage for the government to improve public service,including in the formulation of public service standard. Through participation, citizens are initially expected to recognize: first, the types and forms of services they need; second, the way of service delivery; third, the mechanism to proportionate the roles of stakeholders in formulation and delivery and to collectively commit to improve public service quality based on the existing public service standard. The shift of paradigm of citizens from 'being customers' to 'being owners' confers more strategic implications for local government. This is because local government is responsible for public service delivery in order that the citizens are able to pursue their daily activities.
MANAJEMEN KINERJA, KINERJA ORGANISASI SERTA IMPLIKASINYA TERHADAP KUALITAS PELAYANAN ORGANISASI SEKTOR PUBLIK Teni Listiani
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 8 No. 3 (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.v8i3.293

Abstract

Up to now people still regard the quality of public service has yet to be improved. Timeliness, bribery, discrimination,mhigh cost, and red tapes are among weaknesses observed in government organizations providing public service delivery. Many studies suggest the poor quality public service is due to the inadequate organization performance. This inadequate organization performance is thought to be caused by the unability on the part of organizations to manage their performance based upon the aspects of personal, leadership, teamwork, system, and condition.
PERENCANAAN KOLABORASI DALAM PENGELOLAAN SAMPAH SEBAGAI UPAYA PEMBANGUNAN LINGKUNGAN YANG BERKELANJUTAN Ely Sufianti
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 8 No. 3 (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.v8i3.294

Abstract

Coolaborative Planning is planning practice co-existing with collaborative governance in public administrative perspective. Inclusiveness and participation of stakeholders are important aspects. Stakeholders do authentic dialogue which results in consensus. This activity is initiated bu the government. Consensus then is implemented by all stakeholders for achieving the main goal. The steps of collaborative planning for waste management are deciding when to collaborate, setting up a successful process, determining who will participate, organizing the process, creating a decision-making structure, helping participants work together, sharing information, and implementing agreements.

Page 22 of 55 | Total Record : 541

 20   21   22   23   24 

Filter by Year

2004 2025


Reset
Filter By Issues
All Issue Vol. 22 No. 2 (2025): December 2025 Vol. 22 No. 1 (2025): June 2025 Vol. 21 No. 2 (2024): December 2024 Vol. 21 No. 1 (2024): June 2024 Vol. 20 No. 2 (2023): December 2023 Vol. 20 No. 1 (2023): June 2023 Vol. 19 No. 2 (2022): Jurnal Ilmu Administrasi Vol. 19 No. 1 (2022): Jurnal Ilmu Administrasi Vol. 18 No. 2 (2021): Jurnal Ilmu Administrasi Vol. 18 No. 1 (2021): Jurnal Ilmu Admnistrasi Vol. 17 No. 2 (2020): Jurnal Ilmu Administrasi Vol. 17 No. 1 (2020): Jurnal Ilmu Administrasi Vol. 16 No. 2 (2019): Jurnal Ilmu Administrasi Vol. 16 No. 1 (2019): Jurnal Ilmu Administrasi Vol. 15 No. 2 (2018): Jurnal Ilmu Administrasi Vol. 15 No. 1 (2018): Jurnal Ilmu Administrasi Vol. 14 No. 2 (2017): Jurnal Ilmu Administrasi Vol. 14 No. 1 (2017): Jurnal Ilmu Administrasi Vol. 13 No. 3 (2016): Jurnal Ilmu Administrasi Vol. 13 No. 2 (2016): Jurnal Ilmu Administrasi Vol. 13 No. 1 (2016): Jurnal Ilmu Administrasi Vol. 12 No. 3 (2015): Jurnal Ilmu Administrasi Vol. 12 No. 2 (2015): Jurnal Ilmu Administrasi Vol. 12 No. 1 (2015): Jurnal Ilmu Administrasi Vol. 11 No. 3 (2014): Jurnal Ilmu Administrasi Vol. 11 No. 2 (2014): Jurnal Ilmu Administrasi Vol. 11 No. 1 (2014): Jurnal Ilmu Administrasi Vol. 10 No. 3 (2013): Jurnal Ilmu Administrasi Vol. 10 No. 2 (2013): Jurnal Ilmu Administrasi Vol. 10 No. 1 (2013): Jurnal Ilmu Administrasi Vol. 9 No. 3 (2012): Jurnal Ilmu Administrasi Vol. 9 No. 1 (2012): Jurnal Ilmu Administrasi Vol. 8 No. 3 (2011): Jurnal Ilmu Administrasi Vol. 8 No. 2 (2011): Jurnal Ilmu Administrasi Vol. 8 No. 1 (2011): Jurnal Ilmu Administrasi Vol. 7 No. 4 (2010): Jurnal Ilmu Administrasi Vol. 7 No. 3 (2010): Jurnal Ilmu Administrasi Vol. 7 No. 2 (2010): Jurnal Ilmu Administrasi Vol. 7 No. 1 (2010): Jurnal Ilmu Administrasi Vol. 6 No. 4 (2009): Jurnal Ilmu Administrasi Vol. 6 No. 3 (2009): Jurnal Ilmu Administrasi Vol. 6 No. 2 (2009): Jurnal Ilmu Administrasi Vol. 6 No. 1 (2009): Jurnal Ilmu Administrasi Vol. 5 No. 4 (2008): Jurnal Ilmu Administrasi Vol. 5 No. 3 (2008): Jurnal Ilmu Administrasi Vol. 5 No. 2 (2008): Jurnal Ilmu Administrasi Vol. 5 No. 1 (2008): Jurnal Ilmu Administrasi Vol. 4 No. 4 (2007): Jurnal Ilmu Administrasi Vol. 4 No. 3 (2007): Jurnal Ilmu Administrasi Vol. 4 No. 2 (2007): Jurnal Ilmu Administrasi Vol. 4 No. 1 (2007): Jurnal Ilmu Administrasi Vol. 3 No. 4 (2006): Jurnal Ilmu Administrasi Vol. 3 No. 3 (2006): Jurnal Ilmu Administrasi Vol. 3 No. 2 (2006): Jurnal Ilmu Administrasi Vol. 3 No. 1 (2006): Jurnal Ilmu Administrasi Vol. 2 No. 4 (2005): Jurnal Ilmu Administrasi Vol. 2 No. 3 (2005): Jurnal Ilmu Administrasi Vol. 2 No. 2 (2005): Jurnal Ilmu Administrasi Vol. 2 No. 1 (2005): Jurnal Ilmu Administrasi Vol. 2 No. 4 (2004): Jurnal Ilmu Administrasi Vol. 1 No. 3 (2004): Jurnal Ilmu Administrasi Vol. 1 No. 2 (2004): Jurnal Ilmu Administrasi STIA LAN Bandung Vol. 1 No. 1 (2004): Jurnal Ilmu Administrasi STIA LAN Bandung More Issue