Studi Banding Manajemen Kinerja antara PNS Indonesia dan Australia
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Dipresentasikan dalam Call for Paper UII Yogyakarta 4-5 Februari 2010 sebagai perwakilan dari Manajemen Dakwah, UIN Sunan Ampel Surabaya.
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Studi Banding Manajemen Kinerja antara PNS Indonesia dan Australia
- 1. By Aun Falestien Faletehan Manajemen Dakwah, Fakultas Dakwah IAIN Sunan Ampel Surabaya
- 13. “ Tiga proses manajemen kinerja” “ Rewards dan punishments”
- 17. Sumber: Tjiptoherijanto, 2006:12 No. Departemen Fungsi 1 Kesekretariatan Negara Membuat kebijakan pemerintahan secara umum 2 Kementerian Keuangan Gaji dan pensiun 3 Kementerian Pendayagunaan Aparatur Negara (MenPAN) Koordinasi supervisi dan mengevaluasi semua permasalahan PNS 4 Badan Kepegawaian Negara (BKN) Pengangkatan, promosi dan pemindahan 5 Lembaga Administrasi Negara (LAN) Pendidikan, pelatihan dan desain organisasi
- 23. It doesn't matter who you are, where you come from. The ability to triumph begins with you. Always. __ Oprah Winfrey Komentar dan Saran?
Notas do Editor
- While the Australian Public Service has been engaged in a comprehensive process of federal civil service reform for more than 30 years, Indonesian Public Service has just started the public service reform for less than one decade. In the APS, it probably began in the 1970s, when the long undisturbed APS was confronted with a major review process and with a set of administrative law reforms (Dixon 1996:62). At that time, the APS arguably has undergone some of the most significant and far reaching changes in its entire history because they initiate the pursuit of efficiency through clarifying objectives and devolving responsibilities in some APS agencies (Anderson, Leech and Teicher 2004:2-6). This situation can be regarded as an excellent development in the area of performance management. In contrast, Indonesia indicates the reformation after the fall of so-called New Order government in 1998 where the political movement emerged and appealed for reform in all aspect including politics, economy, law and public administration. The latter consequently arouse the issuance of Law no. 22/1999 on decentralisation or regional authority and Law no. 43/1999 on Civil Service Administration opened up the possibility of public service reform in Indonesia (Tjiptoherijanto 2006:40). The development concept of performance management most likely has been just introduced.
- It is true that Indonesia has a legal basis of law No. 43/1999 stating that a neutral body such as public service commission should be created. The Commission is ideally a designated and empowered government agency which initiates and oversees the policy changes and the implementation of any matter about IPS (World Bank 2003b:2). However, until now, there is no indication that Indonesian government will establish the commission such as APSC in Australia. The need for establishing such an independent commission in dealing with public services’ matter basically is realised and a lot of suggestions are addressed to Indonesian government (World Bank 2003b:3; Tjiptoherijanto 2006:38-39). However, few reasons seems slow downs this implementation. Rohdewohld (2005:154) analyses that the revision of the civil service law in 1999 which included the stipulation to establish an independent Civil Service Commission has not been implemented yet because of shifting policy priorities and internal resistance in the government's bureaucracy. Perhaps, in the future, it is expected that the effort for reforming Indonesian bureaucracy should not be hindered by political interest or any other reasons. the IPS basically can implement this strategy as they have already a legal basis of law No. 43/1999 stating that a neutral body such as public service commission should be established. By having this independent body, it is expected that managing HRM civil servants become centralised and beneficial to reduce task overlapping if any matter of IPS is supervised by more than one institution.
- Daftar Penilaian Pelaksanaan Pekerjaan