cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Wuri Indri
Contact Email
wacanakinerja@gmail.com
Phone
085374604103
Journal Mail Official
wacanakinerja@gmail.com
Editorial Address
Jl. Kiara Payung KM. 4, 7 Jatinangor, Sumedang, Jawa Barat 45366 Telp. (022) 7790048-7790044-7790049-7782041-7782042 Fax. (022) 7790055-7782178
Location
Kota adm. jakarta pusat,
Dki jakarta
INDONESIA
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik
Published by Lembaga Administrasi Negara
ISSN : 14114917     EISSN : 26209063     DOI : 10.31845/jwk
Core Subject : Economy, Education, Social,
Economics, Econometrics & Finance Education Social Sciences
This journal focuses on disseminating problems and issues in public administration and public policy. Published journal article of Jurnal Wacana Kinerja covers areas, including: Public sector human resource management; Public sector organization; Public sector management; Public sector innovation; Public service; Public policy; Local government; and Governance.
Arjuna Subject : Ilmu Sosial - Administrasi Publik
Articles 7 Documents
 1 
Search results for , issue "Vol 25, No 2 (2022)" : 7 Documents clear
Cover JWK 25 (2) 2022 Hendra Nugroho
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 25, No 2 (2022)
Publisher : Center fo State Civil Apparatus Training and Development and Competency Mapping

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31845/jwk.v25i2.794

Abstract

Analisis Strategi Peningkatan Kinerja Pelayanan Kerja Sama dan Humas dengan Metode SWOT dan QSPM di Kawasan CSC-BG LIPI Susanti, Ika
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 25, No 2 (2022)
Publisher : Pusat Pembelajaran dan Strategi Kebijakan Talenta Aparatur Sipil Negara Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31845/jwk.v25i2.746

Abstract

The result of public satisfaction index of cooperation and public relations services in the CSC-BG LIPI area shows that the service quality is still in poor condition and there is a gap between performance and importance of science service. This study aimed to determine the correct strategy to improve service performance and researcher’s trust in CSC-BG LIPI’s area service. This study used descriptive qualitative approach, with triangulation data from participatory observation, in-depth interviews, and Focus Group Discussion methods. The data were analyzed with the SWOT instrument to determine alternative performance improvement strategies, and QSPM to determine the priority of performance improvement strategies. The results of the IE analysis was an internal value of 2.515 and an external value of 2.420. These result showed that the position was in the growth strategy that suitable to keep current good service performance and to vary on specific service product which had poor performance. The results of the SWOT and QSPM analysis showed that the influence of external strategic factors was greater than internal strategic factors. This influence affected service performance improvement strategies that focus on managing opportunities against threats. The priority of this strategy lied in service, infrastructure, competency, function and authority of CSC-BG LIPI area.
Menuju Manajemen Talenta Sektor Publik: Faktor yang Memengaruhi, Tantangan, dan Strategi Seno, Ramadhani Haryo
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 25, No 2 (2022)
Publisher : Pusat Pembelajaran dan Strategi Kebijakan Talenta Aparatur Sipil Negara Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31845/jwk.v25i2.742

Abstract

Focus of this research was to describe of talent management in public sector, especially influencing factors, challenges, and strategies. This research applied descriptive qualitative analysis by combining library research and examining secondary data. There were four factors that played as influence, challenge, and strategy in talent management implementation for public sector, i.e. (1) cultural, (2) human resource, (3) managerial/structural, and 4) environmental. Cultural factor included making sustainable talent management.  Human resource included capability, passion, and program performance measurement. Managerial factor included leadership, organizational commitment, and activists were needed in implementing TM consistently. Environmental factor included regulation, budget, and political support on the national scale.
Peningkatan Kualitas Pelayanan Publik pada Dinas Kependudukan dan Catatan Sipil Kota Bandung Berdasarkan Survei Kepuasan Masyarakat Rangkuti, Sarah Asrina; Kurniawan, Iwan
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 25, No 2 (2022)
Publisher : Pusat Pembelajaran dan Strategi Kebijakan Talenta Aparatur Sipil Negara Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31845/jwk.v25i2.763

Abstract

Improving the quality of public services is the responsibility of the government toward stakeholders to create an effective, efficient, and accountable service product. The purpose of this study was to determine the implementation of public services in The Population and Civil Registration Agency (Dinas Kependudukan dan Catatan Sipil – Disdukcapil) of Bandung City, measure the level of public satisfaction with the quality of public services and provide suggestions to improve the quality of public services in the Disdukcapil Bandung. The research method used is a mixed approach /methods with questionnaires, interviews, and documentation studyies as data collection techniques and accidental sampling as sampling technique. Data was analysed using Structural Equation Modeling (SEM) based on Partial Least Square (PLS) for quantitative approach, and qualitatively using Miles and Huberman. The results showed that the quality of public services on public satisfaction in Disdukcapil Bandung was good. This study gave suggestion to improve three aspects, i.e. service time, human resource competency, and the management of complaint handling. The study proposed Disdukcapil to create an integrated one-stop service to overcome the massive queues, that often occur and gave intensive training to improve human resources quality, especially in the service department. 
Layanan Kesehatan Digital Pascapandemi melalui Pusat Koordinasi dan Informasi Covid-19 Jawa Barat (Pikobar) Sindy Valenita; Endah Mustika Ramdani; Joni Dawud; Nita Nurliawati
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 25, No 2 (2022)
Publisher : Center fo State Civil Apparatus Training and Development and Competency Mapping

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31845/jwk.v25i2.764

Abstract

Pusat Koordinasi dan Informasi Covid-19 Jawa Barat (Pikobar) application system is an example of digital services implementation in West Java. Since pandemic condition has been improving, thus, Pikobar application needs system adjustment. This research was carried out at Jabar Digital Service (JDS) as the  developer and organizer of Pikobar, to analyze Pikobar services so that they can be used in post-pandemic era. The aim of this research was to look at the potential of JDS to create services that suit the need of the community, especially digital health services. The research method was descriptive and qualitative through interviews and observations. This study used successful service strategy model according to Devrye (1997), which consisted of seven aspects, namely: Self-esteem, Exceeded expectations, Recovery, Vision, Improving, Care, and Empowerment. The results showed that the seven aspects had been met by JDS, but there were still room for improvement. Pikobar service improvement can be used to adjust features made in the future with the support from various strategies, such as digital-based public service policies making, technology infrastructure support, and transforming Pikobar into health service center. Thus, in the long run, West Java citizen could use Pikobar as digital public service in postpandemic era.
Newgotiation Untuk Pemimpin Publik Seni Bernegosiasi Untuk Hasil Yang Lebih Baik Sulistianingsih, Sulistianingsih
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 25, No 2 (2022)
Publisher : Pusat Pembelajaran dan Strategi Kebijakan Talenta Aparatur Sipil Negara Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31845/jwk.v25i2.793

Abstract

Pelayanan publik bagi sebagian besar pegawai negeri merupakan sebuah upaya yang terhormat untuk melayani komunitas, kota, distrik, kabupaten, negara bagian, atau negara sendiri. Mendapatkan kepercayaan publik merupakan suatu perasaan spesial bagi semua yang melayani di kantor pemerintah, terutama di kantor pejabat terpilih. Namun sangat disayangkan, dalam beberapa tahun terakhir, telah terjadi penurunan kepercayaan publik dengan performa perilaku yang paling mengerikan dan tidak pantas dilakukan oleh seorang pemimpin publik. Atas dasar isu tersebut, tim penulis menawarkan buku yang ringkas dan mudah dibaca mengenai wawasan untuk bernegosiasi bagi para pemimpin publik dengan mengembangkan topik akademis dan praktis yang secara langsung berdampak pada kehidupan sehari-hari, baik perilaku, kebiasaan, maupun keterampilan para pelayan publik yang sukses dalam seni dan ilmu negosiasi.
Model Transformatif Learning Dalam Pelatihan Aparatur Sipil Negara Khadafi, Guruh Muamar
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 25, No 2 (2022)
Publisher : Pusat Pembelajaran dan Strategi Kebijakan Talenta Aparatur Sipil Negara Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31845/jwk.v25i2.792

Abstract

Transformative learning merupakan proses membangun daya kritis peserta terhadap pengetahuan dan pemahaman mereka tentang perspektif yang berbeda (Bergersen & Muleya, 2019). Pembelajaran transformatif memiliki dua fokus dasar yaitu pembelajaran instrumental dan pembelajaran komunikatif. Pembelajaran instrumental berfokus pada pemecahan masalah berorientasi tugas, dan evaluasi hubungan sebab dan akibat. Sementara pembelajaran komunikatif berfokus pada bagaimana orang mengomunikasikan perasaan, kebutuhan, dan keinginan mereka. Kedua elemen ini penting dalam pembelajaran transformative, peserta pelatihan harus mampu berfokus pada jenis pemahaman mereka yang berbeda dan melihat perspektif baru yang logis dan emosional untuk menantang pemahaman mereka sebelumnya (Mezirow, 1991). Tujuan proses transformasi juga agar peserta memahami secara ilmiah fenomena yang dialaminya sendiri (Mezirow, 1991). Pemahaman saintifik menjadi tujuan utama pembelajaran, khususnya konsep pembelajaran transformatif, bahwa konsep ini mampu mengembangkan karakter, jati diri dan model mental peserta dalam pembelajaran (Mezirow, 1991; Rahmawati, 2018; Rahmawati & Ridwan, 2017). Proses pengembangan ini tentunya menjadikan potensi, karakter dan gaya belajar sebagai dasar proses transformasi tersebut (Bergersen & Muleya, 2019; Paredes, 2018).

Page 1 of 1 | Total Record : 7

 1 

Filter by Year

2022 2022


Reset
Filter By Issues
All Issue Vol 28, No 2 (2025) Vol 28, No 1 (2025) Vol 27, No 2 (2024) Vol 27, No 1 (2024) Vol 26, No 2 (2023) Vol 26, No 1 (2023) Vol 25, No 2 (2022) Vol 25, No 1 (2022) Vol 24, No 2 (2021) Vol 24, No 1 (2021) Vol 23, No 2 (2020) Vol 23, No 1 (2020) Vol 22, No 2 (2019) Vol 22, No 1 (2019) Vol 21, No 2 (2018) Vol 21, No 1 (2018) Vol 20, No 2 (2017) Vol 20, No 1 (2017) Vol 19, No 2 (2016) Vol 19, No 1 (2016) Vol 18, No 2 (2015) Vol 18, No 1 (2015) Vol 17, No 2 (2014) Vol 17, No 1 (2014) Vol 16, No 2 (2013) Vol 16, No 1 (2013) Vol 15, No 2 (2012) Vol 15, No 1 (2012) Vol 14, No 2 (2011) Vol 14, No 1 (2011) Vol 13, No 2 (2010) Vol 13, No 1 (2010) Vol 12, No 2 (2009) Vol 12, No 1 (2009) Vol 11, No 4 (2008) Vol 11, No 3 (2008) Vol 11, No 2 (2008) Vol 11, No 1 (2008) Vol 10, No 4 (2007) Vol 10, No 3 (2007) Vol 10, No 2 (2007) Vol 10, No 1 (2007) Vol 9, No 4 (2006) Vol 9, No 3 (2006) Vol 9, No 2 (2006) Vol 9, No 1 (2006) Vol 8, No 4 (2005) Vol 8, No 3 (2005) Vol 8, No 2 (2005) Vol 8, No 1 (2005) Vol 7, No 4 (2004) Vol 7, No 3 (2004) Vol 7, No 2 (2004) Vol 7, No 1 (2004) Vol 6, No 4 (2003) Vol 6, No 3 (2003) Vol 6, No 2 (2003) Vol 6, No 1 (2003) Vol 5, No 4 (2002) Vol 5, No 3 (2002) Vol 5, No 2 (2002) Vol 5, No 1 (2002) Vol 4, No 4 (2001) Vol 4, No 3 (2001) Vol 4, No 2 (2001) Vol 4, No 1 (2001) Vol 8, No 2 (2000) Vol 3, No 3 (2000) Vol 3, No 2 (2000) Vol 3, No 1 (2000) Vol 5, No 3 (1999) Vol 5, No 2 (1999) Vol 5, No 1 (1999) Vol 3, No 1 (1998) Vol 2, No 1 (1998) Vol 1, No 1 (1998) More Issue