Dwi Astuti1*,
Zunaidah2, Muhammad Ichsan Hadjri3,
Marlina Widiyanti4
Sriwijaya University,
Palembang, Indonesia1*234
Email : [email protected]2,
[email protected]3
|
Abstract |
The performance of employees at
BPJS Employment, a state institution in Indonesia responsible for labor social security, has faced significant challenges
and fluctuations. Particularly, the Regional Office of South Sumatra and
Bangka Belitung experienced notable performance changes due to various
internal policies. This study aims to investigate the impact of manpower
planning and mutation on employee performance at BPJS Employment Regional
Office South Sumatra and Bangka Belitung. The research examines how effective
human resource planning and employee rotations influence performance
outcomes. The study encompasses a population of 337 employees, with a sample
of 183 respondents selected through a simple random sampling technique using
the Slovin formula with a 5% error margin. Multiple
linear regression analysis reveals that both manpower planning and mutations
positively and significantly affect employee performance. The findings
suggest that better manpower planning enables management to recruit the right
number of employees, ensuring they are appropriately placed in positions that
match their skills and organizational needs. Additionally, the mutation
process, when aligned with job requirements and employee achievements, can
enhance overall performance. These results highlight the necessity for BPJS
Employment to continuously evaluate and improve their HR planning and
mutation strategies to achieve optimal employee performance. |
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Keywords: |
Manpower
Planing, Mutation, Employee Performance |
INTRODUCTION
BPJS Employment (Employment Social Security Organizing Agency) has
officially used the nickname BPJAMSOSTEK since the end of 2019. BPJAMSOSTEK, a
state institution engaged in labor social security, is a public law entity
directly responsible to the President of the Republic of Indonesia for protect
overcoming certain socioeconomic risks resulting from employment relations.
Based on Law No. 24 of 2011 concerning the Labor Social Security Organizing
body, as of January 1, 2014, BPJS Employment was formed from previously managed
by PT Jamsostek (Persero). (www.bpjsketenagakerjaan.go.id).
The performance of BPJS Employment employees can be measured through
key performance indicators (individual KPIs) of employees per position cluster
with a composition of 70% and key behavior indicators (KBI) with a composition
of 30%, as explained in the Regulation of the Board of Directors of BPJS
Employment Number: PERDIR / 22 / 092021 concerning BPJS Employment Personnel
Management. Another phenomenon in the BPJS Employment South Sumatra and Bangka
Belitung Regional Office in the past three years was that the unit's
performance was always ranked 11 out of 11 Regional Offices in the BPJS
Employment organ itself.
In 2022, under the leadership of the new Deputy Regional Director and
personnel reshuffles and to meet the employee-filling deficit gap, the South
Sumatra and Bangka Belitung Regional Office was able to rise to achieve its
brilliant performance by winning the national number 2 title in terms of
performance achievement. The mutation, rotation, and promotion policies, as
well as the manpower plan carried out by management, significantly impact
employee reactions, both positively and negatively. Positively, the reactions
shown by employees seem to show better performance. Still, there are also
negative reactions from employees with decreased performance, and some also
choose to resign because the mutations made by management to these employees
are not following their expectations.
The realization of the average performance of employees each year
fluctuates throughout the year. The current problem is a phenomenon in the
field that indicates that BPJS Employment employees do not have an optimal
level of performance; this is shown by the decline in performance in vulnerable
2021 and 2022, where there was a surge in mutation policies that reached almost
50% of the total number of employees in the ranks of the South Sumatra and
Bangka Belitung Regional Office.
One of the factors that affect employee performance is manpower planning
Currently, the filling of personnel at BPJS Employment South Sumatra
and Bangka Belitung Regional Office, according to the manpower plan provisions
from management, is 102% (data as of March 2023), increasing from the previous
gap shortage condition even more than ideal conditions. The condition of the
manpower plan that reaches full filling occurs due to the massive personnel
mutation policy carried out by management.
One of the factors that affect employee
performance is manpower planning
In August 2022, more than 2,000 employees at the non-structural
position level experienced mutations nationally across all work units in Indonesia.
For the South Sumatra and Bangka Belitung Regional Office, 177 personnel moved
with mutations from the total number of employees, which was 337. Then, at the
beginning of the year, precisely as of March 2023, the management ran a
mutation policy again with a fantastic number of 64 personnel.
The mutation also occurred due to management's policy for appointing
front-office employees. In the previous fixed-time work agreement (PKWT), the
workforce would reach retirement age at 35. Still, the employee was allowed to
take the test again to qualify as a back office employee. With a work
agreement, the normal retirement age is at the age of 57. Another policy
imposed by BPJS Employment management is eliminating the recruitment process
for fresh graduate channel employees from 2019 to 2024, so currently, HR
management is focused only on existing employees.
In the range of 2014 to 2018, the recruitment frequency was carried out
quite often in one year, with many fresh graduate employees accepted. This
results in high personnel costs and the age gap and position level between
employees is quite far. So, the HR management carried out by BPJS Employment
previously was also not strict in carrying out the process of mutation and
rotation of employees, especially at the non-structural position level, so it
was found that many employees had been occupying the same position level for a
very long time and this was considered to have quite an impact on the
performance of these employees.
The organizational structure, especially in the fields of Information
Technology, General Affairs, and Human Resources and the Service Sector, has
undergone several changes in the Division/Field that overshadows, namely in
2019, the general field in the Work Unit of the C and D Pratama Branch offices
was made one with the financial sector, but in 2020 the general field became a
unity with the service sector. In addition, in 2019, information technology
(IT) units were found in Regional Office and Branch Office units, but in 2020,
employees in the IT field were withdrawn from placement to Regional Offices so
that there were no more IT employees in Branch Offices and IT work was
delegated to the General and HR fields where employees in these fields were
required to be able to master basic understanding related to hardware and
software Information technology equipment even though employees do not have
disciplines in the field. Furthermore, in 2023, the Information Technology unit
in the Regional Office was abolished. It made one with the general and HR field
units, which changed their terminology to the Digitalization, Human Capital,
and Asset Fields.
While previous research has extensively examined the impacts of manpower planning and mutations on employee performance in various sectors and regions, this study is unique in its focus on BPJS Employment in the Regional Office of South Sumatra and Bangka Belitung. This institution operates under specific regulatory and operational conditions, making it a unique case study for understanding these HR practices' effects in Indonesia's public sector context. The findings of this research are expected to provide insights specifically tailored to the challenges and dynamics of state institutions, which are often underrepresented in existing literature.
The primary objective of this research is to determine the effect of
manpower planning and mutations on employee performance at BPJS Employment
Regional Office South Sumatra and Bangka Belitung. Specifically, the study aims
to assess the influence of manpower planning on employee performance and
evaluate the impact of mutation policies on employee performance. The benefits
expected from this research include providing empirical evidence to BPJS Employment
management on the importance of effective manpower planning and mutation
policies, offering practical recommendations for improving HR practices to
enhance employee performance and contributing to the academic literature on HR
practices in public sector institutions, particularly in the Indonesian
context. This study aims to inform policy and practice, ensuring that BPJS
Employment can better align its HR strategies with its organizational goals to
achieve optimal performance outcomes.
RESEARCH METHODS
This study employs a quantitative research
method, utilizing surveys and statistical analysis to examine the impact of
manpower planning and employee mutation on employee performance. The population
includes all 337 employees of BPJS Employment in the South Sumatra and Bangka
Belitung Regional Office. Using the Slovin formula with a 5% margin of error, a
sample size of 183 employees was determined to ensure a representative sample.
Participants were selected through a simple random sampling technique, ensuring
every employee had an equal chance of being included, thereby minimizing
selection bias. Data was collected using structured questionnaires to gather
information on employees' perceptions of manpower planning and mutation
processes. The responses were measured using a Likert scale, allowing for the
quantification of subjective data. The research was conducted over six months,
from January to June 2023. This timeframe included distributing and collecting
questionnaires, data analysis, and reporting results. The study was carried out
at the BPJS Employment South Sumatra and Bangka Belitung Regional Office,
chosen for its diverse sample of employees from different departments and job
roles, which is essential for a comprehensive analysis of the research
variables.
RESULTS AND DISCUSSION
The results
of the discussion
were obtained as follows:
1)
The
value of the manpower planning variable (X
2)
The
value of the mutation variable (X
The results of the analysis obtained in
this study show that manpower planning has a positive and significant effect on
employee performance, so the first hypothesis can be accepted. The results of this study are in line
with the results of research from
Based on respondents' responses to the placement indicators, prospective employees have considered the position analysis and followed the classification and needs of each unit and field, showing the lowest value. Some employees are suspected of saying that the placement of prospective employees is not under the classification and needs needed in each work unit. With the rapid mutation process carried out by BPJS Employment, employees must always be ready to adapt to the environment, the job desc was given, and the work area usually carried out in different cities and even provinces. This results in employees getting job placements that are not by their level of education and positions that are under the position held.
Respondents' responses to the BPJS Employment indicator have applied the Termination of Employment (PHK) pattern in addition to layoffs because the retirement age is appropriate and does not cause difficulties for management or injure employee rights, showing the highest score. This shows that BPJS Employment is good at clearly and transparently providing regulations regarding termination of employment (PHK) and pensions to all employees. The provision of clear regulations regarding procedures layoffs and pensions to all employees lets employees know what the rules and prohibitions imposed by the agency are.
The results of the analysis obtained in
this study show that mutations have a positive and significant effect on
employee performance, so the second hypothesis can be accepted. The results of this study are in line
with the results of research by
Based on respondents' responses to the indicator of employees with a high level of loyalty in achieving performance, the Agency has undergone mutations according to the applicable provisions in the HR management guidelines, and BPJS shows the lowest value. It is suspected that employees at BPJS Employment still feel that the provision of mutations is not in accordance with the provisions in the BPJS HR management guidelines. Some employees said that the mutation program carried out by BPJS Employment felt that the duration of mutations carried out was too fast, which was less than five years. Some respondents also feel this, as there are frequent changes in organizational structure with frequent employee changes.
Respondents' responses to the BPJS employment employee indicator that they always obey and comply with applicable regulations show the highest value. This shows that BPJS Employment employees always comply with all applicable regulations properly. BPJS Employment employees already understand all the rules and prohibitions imposed by BPJS Employment very well. BPJS Employment also provides clear and easy-to-understand information about regulations and prohibitions.
CONCLUSION
Based on the results of the study, it can be
concluded that certain factors affect the performance of employees at BPJS
Employment South Sumatra and Bangka Belitung Regional Office. Manpower planning
and employee mutation positively and significantly influence employee
performance. This aligns with findings from previous studies showing that human
resource planning (HR) and employee mutation can improve performance. However, problems
related to the placement of prospective employees are not optimal, especially when
considering the position analysis and the needs of the work unit. In addition,
responses to mutation policies and regulatory compliance show variability. Some
employees feel the mutation policy is done too quickly, while regulatory
compliance looks high. This shows there are still areas to improve mutation
policies to match employee expectations. In the context of regulatory
compliance, BPJS Employment employees show a high level of compliance,
indicating a good understanding of applicable regulations. Thus, it is
recommended that BPJS Employment management continue to pay attention to HR
planning and employee mutation policies to match organizational needs and
employee expectations. Improved communication and transparency in policy
implementation can also help improve employee responsiveness and compliance
with existing regulations.
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holder: Dwi Astuti, Zunaidah, Muhammad Ichsan
Hadjri, Marlina Widiyanti (2024) |
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