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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 550 Documents
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Analisis Kebijakan Rencana, dan Program (KRP) dalam Kajian Lingkungan Strategis (KLS) Pengelolaan Kawasan Bopuncur Nujiana, Nugraha Lili
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 7, No 3 (2004)
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.v7i3.493

Abstract

Kajian Lingkungan Strategik (Strategic Environmental Assesment) merupakan suatu proses yang sitematis dan komprehensif dalam evaluasi dampak lingkungan tang diprakirkan dapat timbul akibat pelaksanaan kebijakan, rencana, atau program (KRP) yang dilakukan pada tahap awal dari suatu proses pengambilan keputusan kegiatan pembangunan, selain pertimbangan-pertimbangan ekonomi dan sosial. Salah satu komponen dalam studi KLS ini adalah studi terhadap KRP yang sudah ada. Dan tulisan in menguraikan hasil studi KRP dari kawasasn Bopuncur berikut sejumlah rekomendasu kebijakan yang harus menjadi perhatian dalam pengelolaan kawasasn Bopuncur.
Revolusi Mental Dan Peningkatan Kualitas Pelayanan Publik Amalia, Shafiera
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 22, No 2 (2019)
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.v22i2.196

Abstract

Revolusi mental merupakan salah satu program utama Pemerintahan Joko Widodo. Program ini termasuk dalam NAWACITA 8 yaitu melakukan revolusi karakter bangsa. Revolusi mental merupakan upaya pemerintah untuk mengangkat kembali nilai ‐nilai strategis yang diperlukan oleh Bangsa dan Negara untuk mampu menciptakan ketertiban dan kesejahteraan rakyat sehingga dapat memenangkan persaingan di era globalisasi. Program ini didasarkan pada masalah utama yang sedang dialami Bangsa Indonesia saat ini, yaitu merosotnya wibawa Negara, lemahnya sendi perekonomian dan merebaknya intoleransi dan krisis kepribadian bangsa (“Sosialisasi Gerakan Nasional Revolusi Mental,” 2015).
Hubungan Daerah Propinsi dengan Kabupaten/Kota dalam Penanganan kewenangan yang dimilikinya Dayat Hidayat
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 4, No 3 (2001)
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.v4i3.580

Abstract

Menurut UU No. 22 Tahun 1999 kedudukan daerah propinsi dengan daerah kabupaten/kota sama-sama daerah otonom. Diantara keduanya tidak ada hubungan yang bersifat hierarki. Namun dalam praktek administrasipebliknya hal ini tidak serta merta bisa dipisahkan begitu saja. Wilayah Daerah Propinsi. Bahkan dalam konteks Negara kesatuan, kedua daerah ini harus mampu mengembangkan semangat otonomi yang mengusung integrasi bangsa. Untuk itu tulisan ini secara khusu menguraikan hubungan yang muncul antara kedua daerah tersebut terutama dalam penganganan kewenangan yang dimlikinya.
Partisipasi Masyarakat Dalam Pembangunan: Studi Kasus Di Kelurahan Utama Kecamatan Cimahi Selatan – Kota Cimahi Jawa Barat Iriani, Enni
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 14, No 2 (2011)
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.v14i2.291

Abstract

appropriate step to improve the condition of Indonesia, which in 2003 declared the sixth poorest country in the world. Meanwhile, World Bank states that the empowerment and community participation is a strategic step to address the problem of poverty, economic, social and cultural rights. In line with that, the Indonesian government issued Law No. 22 of 1999 on Regional Governance and Law No. 25 of 1999 concerning the Central and Regional Financial Balance which explicitly states that public participation is premised governance and local development of a democratic, transparent and accountable and to realize this, the Minister of Interior issued Circular Letter No. 050/987/SJ/2003 about guidelines for the implementation of participatory development coordination forum. With that background, this research is carried out to identify shapes and mechanisms of as well as efforts to increase public participation in Kelurahan Utama Kecamatan Cimahi Selatan. One of the results of this research indicates that people understanding of community participation is still limited to the participation of all communities in any development activities, both proclaimed by the Central Government and specified in the deliberations of development
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.
Pengembangan Model Kepemimpinan Perberdaya di Lingkungan Birokrasi Anwaruddin, Awang
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 9, No 4 (2006)
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.v9i4.420

Abstract

Various crisis in the fields of economy, social, and public service has attacked Indonesia since the last decade without strategic solutions as expected the society. Such condition represents one of indicators of bureaucracy incapability in anticipacing and handling the global problems as the signs of global ‘disaster’ have been indicated since 1990s. As we know, Osborne and Patrick (1997) wrote in their phenomenal book ‘Banishing Bureaucracy’ that the recent world had been characterized by rapid change, technological revolution, global economic competition, demassified markets, educated workforces, demanding customers, and severe fiscal. Thus, a strategic solution should be formulated, among others, by transforming the traditional bureaucracy leadership to be empowerment one. Through this leadership approach, it is expected that the profile of Indonesian bureaucracy will be characterized by creativities and inovations to solve the global problems.
TKI Hidayat, Dayat
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 5, No 3 (2002)
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.v5i3.548

Abstract

Sejak dipulangkan dari Malaysia, sejumlah 480.000 orang Tenaga Kerja Indonesia (TKI) merana di Nunukan. Nunukan adalah merupakan kantong penampungan bagi para TKI ilegal yang diusir pemerintah Malaysia. TKI juga menambah panjang daftar pengangguran di Indonesia. Jik ajumlah pengangguran terus bertambah, dipastikan akan menambah jumlah penduduk yang miskin
Meta Sintesis Terhadap Mekanisme Partisipasi Publik Pada Kebijakan Yang Berkaitan Dengan Kesejahteraan Sosial di Beberapa Daerah Di Indonesia Pratiwi, Pratiwi
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 16, No 1 (2013)
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.v16i1.257

Abstract

The reflection of public interest in policy making is absolutely needed because there is no any system or mechanism to guarantee the apparatus integrity and quality yet. Using qualitative method and meta-systesis analysis, this article has elaborated character of public in Indonesia in public participation, the mechanism and the successful conditions of public participation. Three kinds of research have been used as meta-syntesis objects and this research has concluded that there are seven conditions of successful public participation such us the existence of intellectual organic actor; participation media; media literated society; the role of three other actors such as tecnocrat, bereucrat and public; legal saction, and government guarantee for susceptible groups
Strategi Komunikasi Kementerian Energi dan Sumber Daya Mineral dalam Penyetaraan Jabatan Administrasi ke Jabatan Fungsional Ramadani, Thoriq; Sofyaningrum, Eviana D
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 23, No 2 (2020)
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.v23i2.677

Abstract

This research examined a communication strategy which was applied during the implementation of the delayering policy in the Ministry of Energy and Mineral Resources (EMR). Delayering policy is a re-organization strategy which reduces bureaucracy by converting several administrative positions (middle manager) into functional/professional-based positions. Qualitative approach was used in this research with case studies method. Primary data was collected through interview, while secondary data was used through literature review. The research result identified a specific communication strategy that was applied during delayering policy implementation. Appointed communicators in this case were the First Echelon Managers who had previously got a direct message from the Minister of EMR, Second Echelon Managers, Third Echelon Managers, Fourth Echelon Managers, and Staffs within the Ministry of EMR. The target was set for all the Third Echelon Managers and Fourth Echelon Managers in the Ministry of EMR. Formulation of messages based on information from the Ministry of Administrative Reform and Bureaucratic Reform that no employee would be disadvantaged. Selection of media was by information dissemination during the meeting at every unit level and also through the WhatsApp Groups messages. Moreover, the dissemination of messages was carried out through a briefing by the Secretary General of the Ministry of EMR, discussions, and WhatsApp Groups. The expected effects were that the middle manager could comprehend and comply with the delayering policy. The research recommended that the Ministry of EMR needed to issue written guidance, such as a pocket book, that explained the delayering policy and its impact in order to suppress any potential resistance.
Reformasi Birokrasi Pemerintah Perwujudan Good Govermance Melalui Pemerintahan Yang Efisien, Efektif dan Produktif Rivai, Veithzal
Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik Vol 10, No 4 (2007)
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.v10i4.388

Abstract

Kata ”reform” adalah make or become better by removing or putting right what is bad or wrong. Rumusan tersebut menggambarkan bahwa pada dasarnya reformasi adalah mengubah atau membuat sesuatu menjadi lebih baik daripada yang telah ada (Oxford Advance Leaner’s Dictionary (1978). Sedangkan, birokrasi berasal dari kata “bureau” yang berarti meja tulis di mana para pejabat (saat itu) bekerja di belakangnya (Albrow: 1970). Keadaan di Perancis ketika itu, abad ke -18, para pejabat mempunyai kinerja sangat buruk, mengeksploitasi rakyat secara berlebihan sehingga pejabat tersebut sering disebut dengan istilah “bureaumania” yang kemudian muncul varian kata “bureucratie” (bahasa Perancis), “burocratie” (Jerman), “burocrazia” (Italia), dan “bureaucracy” (Inggris). Ketika itu terdapat dua pemikiran tentang birokrasi. Pertama, birokrasi lahir sebagai alat kekuasaan. Pemikiran ini menyebutkan penguasa harus dilayani oleh para pembantu (aparat) yang cerdas, dan dapat dipercaya (loyal). Tampaknya prinsip ini banyak diilhami oleh pemikiran politik Machiavelli. Kedua, birokrasi lahir dan dibentuk karena kebutuhan masyarakat untuk dilayani. Dengan demikian yang menentukan ada tidaknya birokrasi dalam kehidupan masyarakat ialah adanya kebutuhan masyarakat akan lembaga yang bertugas menyelenggarakan pelayanan publik.

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