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Development
of Local Government Human Resources in The Perspective of Work Professionalism
Yosa1*, Iman Nuryadi2, Sukari3,
Iwan Yusuf Ridwan4, Endang Sutrisno5, Siti
Khumayah6
Universitas Swadaya
Gunung Jati, Cirebon, Indonesia1,2,3,4,5,6
Email: [email protected]1, [email protected]2, [email protected]3, [email protected]4, [email protected]5, [email protected]6
The development of Human Resources (HR) in
Regional Government (Pemda) is crucial for
effective and responsive governance. This study delves into government
policies on HR development for local government apparatus from a
professionalism perspective. Using a qualitative approach and case study
method, the research analyzes field data, documents, and interviews with
decision-makers like regional apparatus heads. Data was collected through
in-depth interviews, policy document analysis, and direct observation. The
findings reveal that despite supportive policies, the professionalism of
local government officials remains below expectations. Challenges such as
budget constraints, limited managerial capacity, and employee resistance to
change hinder the effectiveness of HR development policies. The gap between
HR development programs and work professionalism highlights the need for
better policy supervision, evaluation mechanisms, and increased stakeholder
participation in decision-making. This study underscores the necessity of
strong political commitment and a holistic approach to achieve desired HR
development outcomes in Regional Government. |
|
Keywords: |
Government Policy, Local Government, Public
Policy, Work Professionalism. |
INTRODUCTION
Human Resource
Development (HR) in Regional Governments (Pemda) has
a vital role in ensuring the effectiveness and efficiency of public services
The measurement of
the level of professionalism of ASN is also carried out to provide standards
for agencies in a systematic, sustainable, and measurable manner. The
measurement of the ASN Professionalism Index (IP-ASN) is carried out in 4
(four) dimensions, namely the Qualification Dimension, the Competency
Dimension, the Performance Dimension and the Discipline Dimension in accordance
with the provisions of the Regulation of the Ministry of State Apparatus
Empowerment and Bureaucratic Reform Number 38 of 2018 concerning the ASN
Professionalism Index
In line with the
policies that have been conveyed above, the Kuningan
Regency Regional Government itself has implemented these policies in an effort
to improve the quality of competent and professional human resources of the Kuningan Regency Apparatus. Although the Apparatus Human
Resources Development Policy has been well formulated, based on observations
and surveys conducted by researchers, both directly in the field and observing
various documents and reports on the results of the implementation of Apparatus
Human Resources Development, the Kuningan Regency
Government actually has a crucial problem of Apparatus Human Resources
Development where the realization of these policies does not always run as
expected, its implementation in the field is faced with Reality
Referring to the
job description, every Head of Regional Apparatus within the Kuningan Regency Government must carry out personnel
development within his organization, and this means that they must also
implement the human resource development policy of their apparatus. There are
still officials with limitations in change management and leadership, making
them unable to direct the Apparatus HR development program effectively and
ultimately becoming an obstacle to the implementation of the Apparatus HR development
policy. Managerial capacity is essential for setting clear goals, organizing
resources, developing employees and measuring performance
Another factor
that has become an obstacle to the human resource development policy of the
apparatus in the local government of Kuningan Regency
has not shown the quality of work results in the form of increasing the
professionalism of the apparatus in accordance with expectations is the
resistance to change and innovation from the local government apparatus of Kuningan Regency itself, especially the apparatus that has
been working for a long time, they are worried about uncertainty and discomfort
related to change
Evaluation and
monitoring of apparatus human resource development programs tend to be weak,
the information collected by researchers shows that apparatus human resource
development organizers do not evaluate and monitor apparatus human resource
development programs regularly, judging from the fact that human resource
development programs are often not in accordance with the work needs of
apparatus and apparatus human resource development data in each organizational
unit has not been integrated with the Personnel Agency and Human Resource
Development of Kuningan Regency as the coordinator of
the implementation of the development of Apparatus Human Resources
In realizing the human resource development policy of the apparatus which has an impact on increasing the professionalism of the apparatus as expected, it would be good to pay attention to the strategic steps needed in determining and implementing the policy, including the commitment and support of the leadership of the apparatus human resource development policy determination is an important aspect as a key factor in the success of the human resource development policy. An organizational culture that provides recognition and appreciation to employees who have carried out their development, such as providing promotion and career development opportunities for employees who show increased competence and performance as a result of human resource development programs, awards by providing incentives and bonuses as a form of appreciation for the achievement of certain job targets, advanced professional development, improvement of work facilities and recognition in other forms.
The existence of other supporting policies that ensure that employees receive recognition and appreciation if they participate in the human resource development program and show an improvement in performance as a result of the human resource development program will have an impact on increasing the motivation of each apparatus employee to participate in the human resource development program, further impacting the many demands of apparatus employees for human resource development programs that must be provided by the government area.
Based on the
conditions of human resource development in the Kuningan
Regency Regional Government mentioned above, the implementation of the
Apparatus Human Resources Development Policy in the Kuningan
Regency Regional Government needs to be optimized. In one
previous study, Rafi et al
RESEARCH METHOD
This
study uses a descriptive qualitative research method. Qualitative research, as
defined by Creswell, is a method of exploring and understanding the meaning
that an individual or group of people attributes to a social or human problem.
The subject of the research in this study is the human resources of ASN of the Kuningan Regency Regional Government who have knowledge,
experience and authority in policy-making and decision-making in the field of
human resource development consisting of High Leadership Officials,
Administrative Officials and Functional Officials including the Head of the
Regional Apparatus, Secretary or Head of Field, Head of Section or Head of Sub-
Division, Executor or Functional as an informant. The determination of
informants in research using purposive techniques is by selecting people who
are considered to know clearly about the material related to human resource
development, starting from planning, implementation to monitoring and
evaluation, which is the substance in the Regional Government Policy that is made.
Secondary data was obtained through the literature search method in the form of
related laws and regulations. Meanwhile, this study uses qualitative analysis
involving stages such as data reduction, data display, verification, and
conclusion drawing
RESULTS
AND DISCUSSION
Human Resources is
not only a component in an organization, but also one of the most important
assets that can determine the success and sustainability of the organization
itself in an effort to realize the vision and mission of the Regional
Government. In an effort to obtain professional apparatus, the government has
established guidelines for the implementation of human resource development for
state civil servants as contained in Law Number 20 of 2023, the government has
followed up on the policy referred to in LAN Regulation Number 10 of 2018 and
LAN Regulation Number 15 of 2020. Siagian, the
concept of professionalism in the apparatus can be seen from creativity,
innovation, competence and consistency as well as responsiveness
Referring to the results of the assessment of the Professionalism Index of the State Civil Apparatus of the Regional Government of Kuningan Regency which is based on four dimensions of assessment, namely: Qualification Dimension; Competency Dimension; Performance Dimensions; Discipline Dimensions. Grouped in the category: Very High meaning very professional; High means tend to be professional; Medium means vulnerable to unprofessionalism; Low means less professional; Very Low means very unprofessional, as a benchmark for the quality of the work of the Kuningan Regency Regional Government. During the 2022 to 2023 assessment, the level of work professionalism shown through the assessment of the ASN professionalism index of the Kuningan Regency Regional Government is still in the low category, which shows that apparatus employees tend to be unprofessional.
Based on this reality, the aspect that is of concern to researchers is the development of local government human resources. In describing the reality of human resource development carried out in the local government of Kuningan Regency, the researcher uses field data, documents on the implementation of human resource development and the results of interviews with officials who have the authority to make decisions on human resource development, namely the head of the regional apparatus and other officials who understand and experience in human resource development. The real picture based on the data of this study, the implementation of the ASN human resource development policy in the Kuningan Regency Regional Government shows a less-than-optimal reality.
Budget limitations. The budget plays a very crucial role in human resource development policies, many ASN human resource development programs are not supported by adequate budgets. To carry out ASN human resource development programs requires costs such as teachers, teaching materials, facilities and supporting technology. Designing, developing, and implementing ASN human resource development programs also requires costs, including costs for designing the curriculum, paying experts or consultants, and other operational costs. The condition of the Regional Revenue and Expenditure Budget (APBD) of Kuningan Regency is not in favor of the development of ASN human resources, policymakers prioritize the APBD to physical activities such as infrastructure development. Moreover, during the COVID-19 pandemic and post-Pandemic, the budget of the Personnel and Human Resources Development Agency of Kuningan Regency and all other regional apparatus organizations must be refocused according to the direction of the Central Government with the aim of efficiency. Without sufficient budget, these programs may not be able to be developed or implemented effectively. This limitation has an impact on the quality and frequency of the implementation of the development provided, in fact, it is not uncommon for planned ASN human resource development programs to not be realized due to the unavailability of budget.
Irrelevant training. Of most of the training programs that have been implemented, there has been no change in the improvement of ASN skills in carrying out their main tasks and daily functions. This is due to the mismatch between the skills gained from training and the skills needed in the field. The discrepancy occurred not because of the poor preparation of ASN human resource development planning but because the planning was only limited to a plan, unable to be implemented due to the budget limitations. As an effort to develop ASN human resources, the Regional Government of Kuningan Regency implements human resource development programs that are facilitated by programs of human resource development institutions of Central Agencies, Provincial Agencies and Private Human Resources Development Institutions. As a result, the human resource development program received by the Regency Regional Government is not relevant to the competency needs of ASN required by the organization.
Decrease in Employee Motivation. The condition of ASN employees in Kuningan Regency tends to be less motivated to participate in the HR development program provided, ASN employees do not see directly the benefits of participating in the HR development program on their tasks and career goals. High workload and employee awareness are also factors causing a lack of motivation.
An unsupportive work culture. This is illustrated by the lack of support and participation from the policy-making leadership level; there is resistance to change, ASN employees both at the executive and leadership levels tend to be reluctant to try new methods or training that aims to change existing ways of working in optimizing the achievement of organizational goals; lack of collaboration and open communication in carrying out employee work duties so that there is no transfer of skills and knowledge from training throughout the organization; lack of adequate appreciation and recognition for employees who have participated in competency development; There is no clear vision in each regional apparatus organization about the importance of resource development so that ASN employees do not understand why they should participate in the development program.
Competency gap. There is a competency gap between ASN employees, especially between senior and junior employees in one organizational unit. This shows that the human resource development program has not been able to create an even standard of competence.
The results of the analysis of the development of local government human resources in the perspective of work professionalism show that the human resource development policy set is in accordance with the demands of the needs of the organization, in this case the Regional Government of Kuningan Regency. Starting from the competency development policy, the Government through LAN Regulation Number 10 of 2018 concerning Civil Servant Competency Development and LAN Regulation Number 15 of 2020 concerning Competency Development of Government Employees with Employment Agreements, where the two regulations in question regulate the system and process of ASN competency development. The goal is to ensure that each ASN has the necessary competencies in carrying out their duties and functions effectively and efficiently. The regulations regulate the objectives of competency development, namely improving ASN performance, supporting organizational goals, developing ASN potential and improving ASN professionalism; the competencies developed, namely technical competence, managerial competence and socio-cultural competence; competency development methods, in the form of education and training, internships, certification and coaching and mentoring; competency development planning, including the identification of competency needs and the preparation of competency development plans; assessment and evaluation, including post-training assessments and long-term assessments; Funding; responsibilities and authority.
The aspect of ASN
career development in the Kuningan Regency local
government has also been regulated by the provisions of laws and regulations.
ASN career development is based on Law
Number 20 of 2023 concerning the State Civil Apparatus and Government Regulation Number 11 of 2017
concerning Civil Servant Management as
amended by Government Regulation Number 17 of 2020. Things regulated in the
career development policy include the career management system, career leveling
of ASN based on qualifications, competencies, performance and organizational
needs; promotion and development, the promotion process is carried out based on
the principle of meritocracy by considering the qualifications, competence,
performance and integrity of ASN; rotation and mutation, position rotation is
carried out to expand experience and develop ASN competencies as well as the process of transferring ASN to other positions that are equivalent
or higher to support career development and organizational needs; talent
management, identification of ASN talents then determine ASN who have high
potential to be further developed as future leadership candidates, providing
special programs to develop ASN talents that have been identified. Through the career
development regulation, the government ensures that ASN career development must
be carried out systematically, transparently and based on meritocracy.
The assessment of ASN performance as an aspect of human resource development policy aims to ensure that ASN performance is measured objectively, transparently, and sustainably, as well as to support career development and improve organizational performance. This policy is regulated in various regulations, including Government Regulation Number 30 of 2019 concerning Performance Assessment of Civil Servants and Regulation of the Minister of State Apparatus Empowerment and Bureaucratic Reform (Permenpan RB) Number 8 of 2021 concerning the Performance Management System of Civil Servants. ASN performance assessment policies include components: performance management systems, namely performance planning and performance implementation; performance appraisal, namely periodic evaluation and objective assessment; key performance indicators (KPIs), consisting of Individual KPIs and Organizational KPIs; the assessed aspects consist of individual performance and work behavior; the use of technology to monitor and evaluate the performance of ASN in real-time, ensuring transparency and accuracy of performance data; follow-up on performance assessment results; as well as supervision and evaluation.
The components of all ASN human resource development
policy regulations that have been outlined above, based on the researcher's
research that a human resource development system has been built and can
accommodate the needs in the implementation of ASN human resource development
in the Kuningan Regency Regional Government. However,
in its implementation, there is still a gap between human resource development
policies and their implementation.
The reality in the
field based on the data of this study, it was found that the aspects of ASN
career development and the aspects of ASN performance assessment in the human
resource development policy of the Kuningan Regency
Regional Government were relatively implemented and showed optimal results. In
contrast to the aspect of ASN competency development which tends to be
suboptimal due to challenges and obstacles such as budget limitations, training
provided by the government is not relevant to the needs of carrying out work
tasks, decreasing employee motivation, unsupportive work culture and competency
gaps between employees. From the challenges and obstacles mentioned by the
researcher, budget limitations and the commitment of decision-making leaders are
the main factors in the human resource development policy in the Kuningan Regency Regional Government Environment is not
optimal. The solution implemented by the Kuningan
Regency Personnel and Human Resources Development Agency as a regional
apparatus organization that has the main task of human resource development in
overcoming budget limitations is to utilize digital technology, develop an e-learning platform that allows civil
servants to take online training to reduce travel and accommodation costs.
Another solution is to establish cooperation and partnerships with government
and private educational institutions to provide training and competency development
programs for ASN as well as obtain additional resources and various best
practices in human resource development.
CONCLUSION
Human resource development has been regulated in various regulations issued by the government which show the government's commitment to continue to improve the quality and competence of ASN human resources in order to be able to face increasingly complex challenges and provide the best service to the community, However, the Kuningan Regency Regional Government in facing the challenges and obstacles that have been described above, has carried out consolidation and reconciliation with all stakeholders in order to solve the problem of implementing the Apparatus Human Resources Development Policy. Budgeting planning is being reviewed by the Regional Development Planning, Research and Development Agency of Kuningan Regency, the Regional Financial and Asset Management Agency of Kuningan Regency and the Regional People's Representative Council of Kuningan Regency to achieve the commitment to fulfill the budget for the development of human resources of the Apparatus. Balanced with the preparation of competency standards for ASN positions, competency gap analysis, analysis of competency development needs carried out by the Kuningan Regency Personnel and Human Resources Development Agency as an effort to maintain the relevance of the apparatus human resource development program with organizational needs and optimize the work results of Kuningan Regency Regional Government apparatus employees.
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holder: Yosa, Iman Nuryadi, Sukari,
Iwan Yusuf Ridwan, Endang Sutrisno, Siti Khumayah (2024) |
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