PENATAAN SUMBER DAYA MANUSIA APARATUR DAERAH BERBASIS KOMPETENSI

Penulis

  • Irma Purnamasari Program Studi Administrasi Publik, Fakultas Ilmu Sosial dan Ilmu Politik, Universitas Djuanda, Jl. Tol Ciawi No. 1, Kotak Pos 35 Bogor 16720
  • R. Akhmad Munjin Program Studi Administrasi Publik, Fakultas Ilmu Sosial dan Ilmu Politik, Universitas Djuanda, Jl. Tol Ciawi No. 1, Kotak Pos 35 Bogor 16720
  • Ike A Ratnamulyani Program Studi Sains Komunikasi, Fakultas Ilmu Sosial dan Ilmu Politik, Universitas Djuanda, Jl. Tol Ciawi No. 1, Kotak Pos 35 Bogor 16720

DOI:

https://doi.org/10.30997/jgs.v5i1.1707

Abstrak

The implementation of Regional Government is directed at accelerating the realization of community welfare through improving services, empowerment, and community participation. In an effort to achieve the above goals, apparatus with the right, professional and competent numbers are needed. In line with the principles of professionalism and objectivity that are required in the law on staffing matters, the Bureaucratic Reformation in the Regional Government needs to conduct competency-based Apparatus Resource Arrangements. Presidential Regulation Number 81 of 2010 concerning Grand Design of Bureaucratic Reform explains that the main problem of state apparatus HR is the allocation in terms of quantity, quality, and distribution of civil servants according to unequal territorial (regional), and low levels of civil servant productivity. Structuring the human resources of the apparatus has not been optimally implemented to improve professionalism, employee performance, and organization. The research method used is descriptive qualitative through (1) desk study (study of literature and documents) and (2) field study (field study) that uses observation and interview techniques. Competency-based Apparatus Resource Management implies the need for the availability of information relating to competence. In this case the two main pillars are the competencies required by the office, commonly referred to as Position Competency Standards and the competencies possessed by employees.

Keywords: Apparatus HR Management, Employee Competence, Regional Apparatus HR.

Referensi

C. H. R. Jimmy L. Gaol. 2014. Human Capital Manajemen Sumber Daya Manusia, Konsep, Teori dan Pengembangan dalam Konteks Oganisasi Publik dan Bisnis. Jakarta: PT Grasindo.

Marwansyah. 2010. Manajemen Sumber Daya Manusia. Edisi Kedua. Cetakan Kesatu. Bandung: Penerbit Alfabeta.

Lako, Andreas dan Sumaryati, Anna. 2002. ”Optimalisasi Kinerja Korporasi melalui Audit Kinerja Manajemen Sumber Daya Manusia”. Usahawan, Nomor 10 Tahun XXXI, Oktober.
Sugiharto, Pujangkoro. 2004, Analisis Jabatan (Job Analysis). Medan: Universitas Sumatra Utara.

Sedarmayanti. 2007. “Reformulasi Pengem-bangan Sumber Daya Manusia di Daerah”. Jurnal Wacana Kinerja, Volume 10 Tahun 2007, Bandung: PKP2A I.

Peraturan Kepala Badan Kepegawaian Negara Nomor 37 Tahun 2011 tentang Pedoman Penataan Pegawai Negeri Sipil.

Diterbitkan

2019-04-29

Cara Mengutip

Purnamasari, I., Munjin, R. A., & Ratnamulyani, I. A. (2019). PENATAAN SUMBER DAYA MANUSIA APARATUR DAERAH BERBASIS KOMPETENSI. Jurnal Governansi, 5(1), 70–78. https://doi.org/10.30997/jgs.v5i1.1707
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