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INDONESIA
Jurnal Kebijakan dan Administrasi Publik
Published by Universitas Gadjah Mada
ISSN : 08529213     EISSN : 24774693     DOI : -
Core Subject : Health, Science, Education, Social,
Decision Sciences, Operations Research & Management Education Public Health Social Sciences
JKAP (Jurnal Kebijakan dan Administrasi Publikasi), dengan nomor p-ISSN: 0852-9213, e-ISSN: 2477-4693, adalah jurnal multidisiplin berskala nasional yang mencakup berbagai pokok persoalan dalam kajian ilmu-ilmu administrasi publik. Secara khusus JKAP menaruh perhatian pada pokok-pokok persoalan tentang perkembangan ilmu kebijakan dan administrasi publik, administrasi pembangunan, otonomi daerah, birokrasi dan aparatur negara, desentralisasi, ilmu ekonomi dan studi pembangunan, manajemen publik, kebijakan dan pemerintahan, serta ilmu sosial lain mencakup ilmu kesehatan masyarakat, politik fiskal, dan perencanaan wilayah.
Arjuna Subject : -
Articles 12 Documents
 1   2 
Search results for , issue "1999: JKAP VOLUME 3 NOMOR 2, TAHUN 1999" : 12 Documents clear
Administrasi Publik, Pembangunan dan Kemajemukan Etnis Efendi, Sofian
JKAP (Jurnal Kebijakan dan Administrasi Publik) 1999: JKAP VOLUME 3 NOMOR 2, TAHUN 1999
Publisher : Magister Administrasi Publik (MAP) FISIPOL Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (167.992 KB)

Abstract

The appalling aftermath of massive riots in Indonesia during the crisis has, in a way, reflected the inability of public administration to be an intermediary between the state and the people in a multi-ethnic society. The lack of concern of public administration on the issues of muti-ethnicity is very obvious if one observe the limited number of articles or research on ethnic conflicts and the bureaucratic politics. Most of public administration literatures assumed an ideal society which consist of individuals who can be segregated only based on age, gender, occupation and economic class, without acknowledging race, culture, and religion. There are two course of actions to be considered to improve the capability of public administration in the process of intermediary and resolving the issue of multi-ethnicity, namely: proportional representation and affirmative action. The first is when the public administrators must consider recruitment process based on ethnic representation in the society. The second is when the public decision makers would have to take affirmative actions to allocate resources and funds to the various target groups given the fact that public policies and programs tend to create gainers and loosers in the society.
Studi Tentang Kebijakan Upah Minimum Regional di Propinsi Jawa Tengah Lukisari, Dyah
JKAP (Jurnal Kebijakan dan Administrasi Publik) 1999: JKAP VOLUME 3 NOMOR 2, TAHUN 1999
Publisher : Magister Administrasi Publik (MAP) FISIPOL Universitas Gadjah Mada

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Abstract

The main policy problem of labor and manpower in Indonesian provinces, as exemplified by the case study in Central Java Province, is the the low rate of Regional Minimum Wage (UMR). The UMR policy are decided through negotiations among three institutions: labor unions, enterpreneur groups, and the government. The bargaining power of labor unions is very much depended upon the internal cohession of its members, meanwhile of the enterpreneur groups are relatively in better positions as they could deal with governmental policy makers by giving rewards through their economic resources. Government officials, who are supposed to back employees, have not played their role as most of them did not act as a good mediator of the conflicts. , Unfortunately, as most of the NGOs are still easily co-opted by the bueaucratic policy makers and the media have not given enough concern to the labor issues, policies regarding UMR do not always help the employees. It can be concluded, therefore, that the low UMR rate in Central Java is caused by patrimonial political culture in the bureaucracy as evidenced in a "collaborative" decisions between entrepreneurs and bureaucrat officials. Moreover, the UMR rate is also worsened by current economic austerity in the province as reflected in low Consumer Price Index (IHK), limited job opportunities and underemployment.
Retrospeksi Ekonomi-Politik Kebijakan Pemberantasan Kemiskinan di Pedesaan Hamel, Victor A
JKAP (Jurnal Kebijakan dan Administrasi Publik) 1999: JKAP VOLUME 3 NOMOR 2, TAHUN 1999
Publisher : Magister Administrasi Publik (MAP) FISIPOL Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (259.663 KB)

Abstract

Using a political-economy model of analysis introduced by Uphoff and Ilchman (1972), the writer tries to analyze the "aggregate optimality" of dePelopment programmes aimed at combating poverty in Indonesia. Other than the macro analysis of development political-economy, the four micro analysis or criteria of aggregate optimality are used to evaluate the effectiveness of development programmes for the poor: market integration, assets or production factors transfer, organisational or institutional building, and enterpreneurship improvement. Then, a retrospective evaluation is applied to some development programmes implemented during the New Order regime in Indonesia, the Bimas (Mass Guidance) programme, PKT (Integrated Regional Development) programme, PIR (Nucleic People Plantation Project), and the Inpres (Presidential Instruction) programme. It is found out from this assessment that all of the development programmes have not really able to alleviate the incidence of poverty in the regions. The Bimas, PKT, PIR and Inpress were not designed as direct attack to poverty issues and hence could not substantially improve productivity among the poor. In the process of implementation, these programme have been oriented more to economic growth and formal sectors rather than the poor people economy. The worse thing was that the programmes have created poor people dependency in terms of economic as well as political resources.
Tanpa Politik Tidak Ada Organisasi: Perspektif dari Manajemen Sumberdaya Manusia Chhim, Sareth
JKAP (Jurnal Kebijakan dan Administrasi Publik) 1999: JKAP VOLUME 3 NOMOR 2, TAHUN 1999
Publisher : Magister Administrasi Publik (MAP) FISIPOL Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (263.214 KB)

Abstract

In this article, the writer discusses the prevalence of politics in organisations from the perspective of human resource management. There are some reasons as to why political issues always present in organisational matters: unclear formulation of objectives, resources scarcity, changes in technology and environment, un-programmed decisions, and organisational development. Hence, political behaviours would have significant impacts on the practice of human resources development. It is identified that political behaviours would influence performance assessment and evaluation, remuneration and compensation, and career or promotions. To create a more effective organisation and ascertain that it would attain its goals, there is a need for specific managerial approach which would able to overcome negative aspects of political behaviours.
The Role of Transmormational Leadership in Reenginering the Public Administration of the Future Muchiri, Michael
JKAP (Jurnal Kebijakan dan Administrasi Publik) 1999: JKAP VOLUME 3 NOMOR 2, TAHUN 1999
Publisher : Magister Administrasi Publik (MAP) FISIPOL Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (460.289 KB)

Abstract

Dengan berkembangnya teknologi komunikasi yang didukung teknologi televisi, komputer dan arus informasi yang berlangsung super cepat, para manajer publik tidak punya pilihan lain kecuali harus mampu menyesuaikan diri dan menanggapinya melalui pengembangan latar budaya, ekonomi dan politik organisasi publik secara lebih berani, inovatif dan perspektif yang strategis. Isyarat perubahan menuju paradigma baru ini dengan demikian dirancang dan berlangsung untuk menemukan metode-metode pencapaian kinerja yang balk, mempelajari kasus-kasus nyata keberhasilan suatu organisasi, ukuran-ukuran kinerja yang tepat, serta redefinisi sistem pertanggungjawaban dan kepemimpinan profesional yang jelas (Stupak, 1996). Artikel ini dimaksudkan untuk menunjukkan bahwa organisasi publik sekarang ini benar-benar sedang membutuhkan proses reorganisasi – atau lebih tepatnya proses rekayasa – dan bahwa kunci keberhasilan penerapan rekayasa tersebut adalah kepemimpinan transformasional yang akan mengubah organisasi melalui pengenalan nilai-nilai dan praktik kerja yang diperlukan agar mampu terjun dan tetap bertahan dalam keadaan yang penuh dengan perubahan yang cepat atau turbulensi pada abad ke-21. Dalam situasi perkembangan teknologi yang demikian cepat, pelayanan oleh organisasi publik tidak mungkin lagi dapat dikelola dengan rencana-rencana kerja, arus kerja, mekanisme pengawasan dan struktur organisasi yang kaku. Organisasi publik harus dikelola dengan model dan praktik kerja yang dirancang untuk situasi perubahan yang . cepat dengan inovasi serta pengutamaan pada kualitas pelayanan.
Capacity Building Sebagai Prakondisi dan Langkah Strategis bagi Perwujudan Otonomi Daerah di Indonesia Keban, Yeremias T
JKAP (Jurnal Kebijakan dan Administrasi Publik) 1999: JKAP VOLUME 3 NOMOR 2, TAHUN 1999
Publisher : Magister Administrasi Publik (MAP) FISIPOL Universitas Gadjah Mada

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Abstract

Local government autonomy in development has not been successfully materialized in Indonesia although there has been a policy breakthrough with the stipulation of new acts on decentralisation or local government. It is explained that the new acts implementation is still constrained by: 1) strategic failure in implementing local autonomy, 2) misconception about decentralisation and governance autonomy, 3) different perspectives among the political elites, 4) strong grip of centralised bureaucracy, and 5) the loose control from the legislatives and the public at large. It is also argued that local government have to deal with such constraints because the lack of capability to administer development in a decentralised context which implies that capacity building is extremely urgent for the local autonomy. Furthermore, capacity building for the local government officials can only be accomplished if there is an appropriate approach and strategy. This article recommends some practical guidance for the capacity building programmes to meet the requirement, namely: 1) strategic intervention, 2) institutional building, 3) action programme, and 4) continual improvement. At the bottom line, all the capacity building programmes should be able to convince the local government officials about the importance of local government vision for development, human resources improvement, local institutions revitalisation, organisational networking, and understanding the context of local development.
Administrasi Publik, Pembangunan dan Kemajemukan Etnis Sofian Efendi
JKAP (Jurnal Kebijakan dan Administrasi Publik) 1999: JKAP VOLUME 3 NOMOR 2, TAHUN 1999
Publisher : Magister Administrasi Publik

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (167.992 KB) | DOI: 10.22146/jkap.8472

Abstract

The appalling aftermath of massive riots in Indonesia during the crisis has, in a way, reflected the inability of public administration to be an intermediary between the state and the people in a multi-ethnic society. The lack of concern of public administration on the issues of muti-ethnicity is very obvious if one observe the limited number of articles or research on ethnic conflicts and the bureaucratic politics. Most of public administration literatures assumed an ideal society which consist of individuals who can be segregated only based on age, gender, occupation and economic class, without acknowledging race, culture, and religion. There are two course of actions to be considered to improve the capability of public administration in the process of intermediary and resolving the issue of multi-ethnicity, namely: proportional representation and affirmative action. The first is when the public administrators must consider recruitment process based on ethnic representation in the society. The second is when the public decision makers would have to take affirmative actions to allocate resources and funds to the various target groups given the fact that public policies and programs tend to create gainers and loosers in the society.
Retrospeksi Ekonomi-Politik Kebijakan Pemberantasan Kemiskinan di Pedesaan Victor A Hamel
JKAP (Jurnal Kebijakan dan Administrasi Publik) 1999: JKAP VOLUME 3 NOMOR 2, TAHUN 1999
Publisher : Magister Administrasi Publik

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (259.663 KB) | DOI: 10.22146/jkap.8473

Abstract

Using a political-economy model of analysis introduced by Uphoff and Ilchman (1972), the writer tries to analyze the "aggregate optimality" of dePelopment programmes aimed at combating poverty in Indonesia. Other than the macro analysis of development political-economy, the four micro analysis or criteria of aggregate optimality are used to evaluate the effectiveness of development programmes for the poor: market integration, assets or production factors' transfer, organisational or institutional building, and enterpreneurship improvement. Then, a retrospective evaluation is applied to some development programmes implemented during the New Order regime in Indonesia, the Bimas (Mass Guidance) programme, PKT (Integrated Regional Development) programme, PIR (Nucleic People Plantation Project), and the Inpres (Presidential Instruction) programme. It is found out from this assessment that all of the development programmes have not really able to alleviate the incidence of poverty in the regions. The Bimas, PKT, PIR and Inpress were not designed as direct attack to poverty issues and hence could not substantially improve productivity among the poor. In the process of implementation, these programme have been oriented more to economic growth and formal sectors rather than the poor people economy. The worse thing was that the programmes have created poor people dependency in terms of economic as well as political resources.
Tanpa Politik Tidak Ada Organisasi: Perspektif dari Manajemen Sumberdaya Manusia Sareth Chhim
JKAP (Jurnal Kebijakan dan Administrasi Publik) 1999: JKAP VOLUME 3 NOMOR 2, TAHUN 1999
Publisher : Magister Administrasi Publik

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (263.214 KB) | DOI: 10.22146/jkap.8474

Abstract

In this article, the writer discusses the prevalence of politics in organisations from the perspective of human resource management. There are some reasons as to why political issues always present in organisational matters: unclear formulation of objectives, resources scarcity, changes in technology and environment, un-programmed decisions, and organisational development. Hence, political behaviours would have significant impacts on the practice of human resources development. It is identified that political behaviours would influence performance assessment and evaluation, remuneration and compensation, and career or promotions. To create a more effective organisation and ascertain that it would attain its goals, there is a need for specific managerial approach which would able to overcome negative aspects of political behaviours.
The Role of Transmormational Leadership in Reenginering the Public Administration of the Future Michael Muchiri
JKAP (Jurnal Kebijakan dan Administrasi Publik) 1999: JKAP VOLUME 3 NOMOR 2, TAHUN 1999
Publisher : Magister Administrasi Publik

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (460.289 KB) | DOI: 10.22146/jkap.8475

Abstract

Dengan berkembangnya teknologi komunikasi yang didukung teknologi televisi, komputer dan arus informasi yang berlangsung super cepat, para manajer publik tidak punya pilihan lain kecuali harus mampu menyesuaikan diri dan menanggapinya melalui pengembangan latar budaya, ekonomi dan politik organisasi publik secara lebih berani, inovatif dan perspektif yang strategis. Isyarat perubahan menuju paradigma baru ini dengan demikian dirancang dan berlangsung untuk menemukan metode-metode pencapaian kinerja yang balk, mempelajari kasus-kasus nyata keberhasilan suatu organisasi, ukuran-ukuran kinerja yang tepat, serta redefinisi sistem pertanggungjawaban dan kepemimpinan profesional yang jelas (Stupak, 1996). Artikel ini dimaksudkan untuk menunjukkan bahwa organisasi publik sekarang ini benar-benar sedang membutuhkan proses reorganisasi – atau lebih tepatnya proses rekayasa – dan bahwa kunci keberhasilan penerapan rekayasa tersebut adalah kepemimpinan transformasional yang akan mengubah organisasi melalui pengenalan nilai-nilai dan praktik kerja yang diperlukan agar mampu terjun dan tetap bertahan dalam keadaan yang penuh dengan perubahan yang cepat atau turbulensi pada abad ke-21. Dalam situasi perkembangan teknologi yang demikian cepat, pelayanan oleh organisasi publik tidak mungkin lagi dapat dikelola dengan rencana-rencana kerja, arus kerja, mekanisme pengawasan dan struktur organisasi yang kaku. Organisasi publik harus dikelola dengan model dan praktik kerja yang dirancang untuk situasi perubahan yang . cepat dengan inovasi serta pengutamaan pada kualitas pelayanan.

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