Introduction
Civil Servants are Apparatus Resources in charge of carrying out government
tasks and providing services to meet the needs of the public or society in a
professional and quality manner. To carry out this role, it is necessary to
manage Civil Servants as human resources in government organizations so that
they can play a more effective and efficient role (Meithiana & Ansory, 2019). Professionalization of the civil servants,
based on meritocracy, efficiency, effectiveness, transparency, and
accountability to community, is a critical component of assuring public
administration's competitiveness (Shegenovna, 2014).
Law Number 5 of 2014 concerning State Civil Apparatus, Article 68 states
that State Civil Apparatuses are appointed in certain positions in Government
agencies based on an objective comparison between the competencies,
qualifications, and requirements required by the position in question (Atmosudirdjo, 1990). The
implementation of the policy is expected to be able to realize and create
qualified Civil Servants of Bureaucratic Apparatus who have competence and
professionalism in carrying out their duties and positions. The implementation
of public services will be realized determined by various factors, including
the professionalism of the apparatus, while to get the demands of the
organization need a professional apparatus, the quality of apparatus resources.
Management of State Civil Apparatus as a resource for the apparatus aim to
create professional State Civil Apparatus Employees who are having basic value,
ethical, professional values, free from political intervention, clean from ci practice (Bukit, Malusa, & Rahmat, 2017) (Kaswan, 2012).
Management of the State Civil Apparatus is a function within the organization
designed to maximize employee performance in maximizing organizational
performance. One of the organizational activities to advance the capabilities
of its employees is Employee Career Development (Cardoso, 2001).
Career development of the State Civil Apparatus is an essential activity since
the career of the State Civil Apparatus is a necessity that must be developed
within State Civil Apparatus to motivate employees to improve the performance. State
Civil Apparatus career development includes every activity to prepare employees
to take a particular path. Realistic career goals must accompany a career plan
that an ASN has made. The purpose of State Civil Apparatus career development
is to match the needs and goals of existing employees with the career
opportunities available in the organization concerned.
However, the problem in the career development of the Tomohon’s Personnel
and Human Resources Development Agency is there are still employees who occupy
positions that are not by applicable regulations, both in terms of educational
qualifications and competencies that are following the competency standards of
the position in developing career policies on new competency standards. There
are high-ranking officials; this is what makes the appointment of the State
Civil Apparatus in structural positions of supervisory positions still based on
the assessment of this leader, it can be seen that there are still obstacles in
the professional development of the state civil apparatus by the qualifications
and competencies of the state civil apparatus.
Regulation of the State Civil Service Agency, Number 28 of 2020 concerning
Preparation of Career Development Plans for Civil Servants Article 2, states
that Career Development is part of the
career management of Civil Servants at the agency and national level, in
carrying out career management of PNS government agencies must prepare:
Competency Standards and Profiles of State
Civil Apparatus. Moreover, Article 3 states that career development is carried
out based on qualifications, competencies, performance appraisals, and the
needs of government agencies.
To realize professional and competent human resources for civil servants
with career development for State Civil Apparatus, which is carried out based
on a combination of work performance and career systems, the development of
human resources for personnel using development method
is a must to make organizations achieve better performance and provide the best
public services (Pujiasri, 2018). Moreover,
training is a continual human resources management function that helps
employees adjust to new conditions or surroundings, along with improve the
decision-making and problem-solving abilities in these situations (Ozkeser, 2019).
The existence of the State Civil Apparatus in improving the quality of
human resources needs attention with a strategy to improve its quality and competence
(Siagian, 2004).
The improvement of the State Civil Apparatus competence in carrying out
bureaucratic tasks or positions through training and education must be oriented
to job competency standards according to the challenges of bureaucratic reform
and management globalization (Leuwol et al., 2020). The quality of the apparatus cannot be increased without substantial
efforts to improve it (Purnaya, 2016). This is where
competence becomes one of the characteristics that underlie an individual or a
person to achieve high work performance.
Improving the Quality of Human Resources of the State Civil Apparatus can
be in the form of knowledge, skills, and behavior to create state civil
servants who have a high spirit of service in serving the community who always
act efficiently, rationally, transparently, and accountable (Sedarmayanti & Pd, 2001) (Siregar et al., 2020). For
this reason, a method for developing the competence of the State Civil
Apparatus, Competence Development or qualifications is needed aiming to develop
adequate human resources, which is an absolute thing that needs to be
understood and implemented by all levels of local government apparatus in each
agency.
Based on the research background, the authors are interested in conducting
research on "Career Development of
State Civil Apparatus at Tomohon’s Personnel and Human Resources Development
Agency".
The problem formulation in this research is How is the Career Development
of the State Civil Apparatus in the Regional Personnel and Human Resources
Development Agency of Tomohon?
Various theories and experts' thoughts reveal aspects of human resources in
an organization. Various work units in the government environment are the most
strategic sources organizations utilization to achieve organizational goals.
Human resource management always tries to integrate its strategies into
organization to achieve organizational goals; therefore, in this case, human
resource management more than just a collection of activities related to
coordinating human resources (Mondy, 2008).
Human resource management has a significant role in the organization's overall
success (Nurdiansyah, 2019). One of the
goals of human resource management is to ensure that the organization has a
motivated and high-performing workforce, and is equipped with the means to deal
with change that can meet the needs of its employees. To support the
achievement of a motivated and high-performing workforce, this is done by fufilling
the needs.
Human Resources is an important factor in an organization since human
resources are a collection of a group of people who work together to achieve
certain goals. Whatever the form and purpose, organizations are made based on
various visions for the benefit of humans and in carrying out the missions are
managed by humans (Hanggraeni, 2012).
Thus humans are a strategic factor in all organizational activities.
Development
is a personal improvement carried out by a person to achieve a career plan and
an increase by the personnel department to achieve a work plan following the
path or level of the organization.
Career is
the overall job/position that a person can occupy during his life in the
organization or in several organizations. From the employee's point of view,
the position is significant because everyone wants a wished
or wanted position
with the highest possible position based on
the responsibilities and abilities.
Sulistyorini
(2017) suggests that career
development is a change in values, attitudes, and motivations due to becoming
increasingly getting older. The two meanings of these perspectives only focus
on an individual and state or assume that each individual has some degree of
control over destiny, then it can be said that people manipulate an opportunity
in maximizing, advancing, implementing in order to achieve success and
satisfaction career. The opinion above concludes that career development is a
series that has a solid connection to changes in attitudes, mentality, values,
and behavior and motivation occur in every individual’s life span to form and
find patterns clearly in skills, career goals and the need for development,
plan the career goals that have been set, and continuously evaluate, revise and
improve the entire design.
Career development means a condition that indicate an increase and development
of a person's status in work of an organization where the organization has
established a career development process for all employees and workers. Career development is important, the impact on employee performance, where
there is an increase in an employee's career development program implementing
all of career goals (career planning) and how an organization can design and
implement career development programs.
METHOD
This
study uses qualitative research based on the philosophy of postpositivism, used
to examine the condition of natural objects, where the researcher is the key
instrument, the data collection technique is done by triangulation (combined
observation, interviews, documentation). According to (Sugiono, 2013), the data
obtained tend to be qualitative data, data analysts are inductive/qualitative
and qualitative research results are to understand meaning, understand
uniqueness, construct phenomena, and find hypotheses.
Based
on the mentioned explanation above, it can be concluded that the Qualitative
Research Method aims to understand the phenomena that occur in individuals or
groups and then describe them in words or sentences. The researcher chose to
use the qualitative research method to understand the Development of the State
Civil Apparatus at the Tomohon's Personnel and Human Resources Development
Agency.
Research Focus and Focus Description
The
focus in this study is limited to Career Development in the Tomohon’s Regional
Personnel and Human Resources Development Agency. To reveal some facts behind
the phenomenon, the researcher uses several indicators as a tool for this
research based on:
1.
Educational
Qualifications
Educational qualifications
in Career Development are seen from the placement of a State Civil Apparatus in
Supervisory Positions that are not in accordance with the educational
qualifications in the technical positions held.
2. Competence
Competence
here seen from the Competency Standards based on the standard of competence in
the placement of officials which determines an employee is worthy of the
position with the competency standards possessed according to the employee's
expertise.
Research sites
This
research was conducted at the Tomohon’s Personnel and Human Resources
Development Agency. The researcher chose this research location since the
researcher worked at the Agency for Personnel and Human Resources Development.
Consideration
of reaching the location makes it easier and more accessible for researchers to
conduct research and be useful in the research process, easily available at the
research location, and the data obtained by researchers is accurate and can be
accounted for.
Data and Data Sources
Data is
something related to information about a fact found by researchers at the
research location. Two types of data will be used in this study, there are:
1.
Primary Data is the first source that is
obtained directly on the resource, there are 5 people, starting from the
highest leadership, namely the Secretary of the Personnel Agency, Head of
Division, and Head of Sub-Section at the Tomohon’s Personnel and Human
Resources Development Agency.
2. Secondary data is the second source of data after primary data, which is
obtained indirectly to support research through documents and various
literatures that support the completeness of primary data relating to career
development of the State Civil Apparatus at the Tomohon’s Personnel and Human
Resources Development Agency.
In general,
the data sources in qualitative research are categorized as follows:
1. Informants
Informants
in this study are people who can provide information about the research
situation and conditions. The informants in this study are:
Table 1
Table of Informants
|
No.
|
Data Sources
|
Informant
|
Total
|
|
1
|
Supervisor
-
Secretary of Division
-
Head of Division
|
· EK
· ET
|
2
|
|
2
|
Head of Sub-division
|
· HW
· YW
· JE
|
3
|
2. Events
Researchers use events to find out the process
of something more definitely because they witnessed it firsthand, in this case,
the researcher observed and knew directly related to the career development of
the State Civil Apparatus.
3.
Documentation
Documentation is written material or objects
related to certain events. Documentation in this study is in the form of
written notes, recordings, pictures or objects related to all matters related
to the research focus.
Data
Collection Techniques
The
data were collected through three techniques, including:
1.
Observation
Data collection
techniques were carried out by observing various phenomena and events at the
Tomohon’s Personnel and Human Resources Development, especially
those related to the State Civil Apparatus Career Development at the Tomohon’s Personnel
and Human Resources Development Agency.
2.
Interview
Data
collection techniques by asking several oral questions through Questions and
Answers directed to informants. The interview refers to the guidelines that
have been made, but it is possible to ask a number of new questions that can support
the validity of the data.
3. Documentation
Documentation
to collect various written information in the form of regulations regarding
State Civil Apparatus career development and other related data from the
institution's research location.
Data
Analysis Techniques
Qualitative
research emphasizes the importance of exploring emic to understand deeply.
Looking for processes, patterns, themes, and models with diverse data
collection methods, namely observation, interviews, and document analysis (Miles B.
Matthew, Huberman Michael, 2009) (Sugiarto, 2017).
Analysis of qualitative descriptive data in this study was carried out using an
interactive data analysis design according to Milles & Hubberman (1984),
where the activities started from data collection in the field, data reduction,
data presentation, and the last stage was concluding.
RESULTS
AND DISCUSSION
A.
Tomohon’s Regional Human Resources Development Agency
Based on Regional
Regulation Number 9 of 2018 concerning Amendments to Regional Regulation number
6 of 2016 concerning the Formation and Structure of the Tomohon Regional
Apparatus, it is stated that the Type C Human Resources Development and
Personnel Agency carries out the functions of supporting staffing as well as
education and training.
The Agency for
Personnel and Human Resources Development is a supporting element for
government affairs in the field of personnel and human resource development led
by the Head of the Agency which is located under and responsible to the Mayor
through the Regional Secretary.
The Tomohon’s Regional Human Resources Development Personnel
Agency has the main task of assisting the Mayor in carrying out government
duties in carrying out the management of the state civil apparatus in
accordance with applicable laws and regulations.
Tabel 2
Research
Findings
|
Research Focus
|
Research Findings
|
|
Educational Qualifica-tion
|
-
Structural Officials who serve in a position have not been in line with
educational background.
-
Structural Officials who serve in a position have not followed leadership
training.
|
|
Competen-ces
|
-
Career development has not been implemented as seen from the preparation
of the mayor’s regulation on the merid system, in this case to regulate the
career pattern of ASN in Tomohon.
-
Inavaibility of system or database such as talent pool that can identify
employees’competencies.
-
The new position competency standars have been prepared for high
positions, while for administrators and supervisors the competency standars
for organizational improvement is still missing.
|
Based on table 2, it can be seen that Career Development of the State Civil Apparatus has
not been implemented and appropriately realized because from the Government and
from the State Civil Apparatus itself there are still many obstacles that have
not supported Career Development in an agency.
B.
Educational Qualifications
According to
Simamora (2006), career development is a formal approach taken by organizations
to ensure that people with the right qualifications and experience are
available when needed because career planning and development benefit both
individuals and organizations.
Based on
observations and research conducted by researchers regarding Career Development
in Structural Positions at the Tomohon’s Personnel and Human Resources
Development Agency, whether it is by the expectations of employees at the
office, it is concluded that it is not by applicable regulations because the
structural position of the employee occupying the position has a background
education is not by the duties, principal, and functions.
Furthermore, for
the appointment of employees carried out is a direct assessment from superiors,
so the promotion of positions carried out by the leadership is good, for that
employees must be included in leadership training, but what happened at the
Tomohon’s Personnel and Human
Resources Development Agency three officials have not attended leadership
training. In running the organization and achieving organizational goals,
efforts need to be made to improve the human resources within the organization
properly. Career development is the success of human resource management in the
organization. This reveals that career development is a success for human
resources. However, in an organization found to be less good, the level of
success of human resource management in the organization is also not good.
Success or success has always been the hope and desire for everyone. Employees
who work in organizations are seen as successful from their career progress
which has increased, it can also be seen that employees work according to their
duties, principals, and functions whose performance is satisfactory and
achieves in their work, there will be a clear opportunity in achieving their
career. And if the employee has worked hard and excelled but there is no career
path reward, it does not provide positive stimulation at work.
The career
development indicators based on Sulistyorini (2019) involves:
1.
Educational background is one of the requirements to sit
in a position. Education is an activity to improve the mastery of theory and
skills to decide work problems to achieve goals.
2.
Training is a process of teaching certain
knowledge and skills and attitudes so that employees are more skilled and able
to carry out their responsibilities better and in the end the training can
support the achievement of company goals.
3.
Work experience, is the level of mastery of a
person's knowledge and skills, can be measured from a person's tenure.
From the
indicators, there are three career development indicators first, educational
background is a requirement to sit in a position as a result of observations at
the research location, namely Structural Officers in occupying positions that
are not in accordance with educational background in the field of science. Structural
positions at the Tomohon’s Personnel and Human Resources Development Agency can
be seen in a sub-sector head whose educational background should be suitable in
other fields but is still placed in a position that does not match the
educational background. leaders and leaders feel that he is worthy of that
position, but in terms of education, the appropriate field is not yet
appropriate. For this reason, it is necessary to occupy structural positions,
the requirements for educational qualifications are formulated in the lowest
level of education that is suitable for occupying positions or the ability to
perform job duties under normal conditions. The level of educational
qualification is formulated by analyzing the relevance or direct relationship
with the ability to carry out tasks or to have the competence of a position
that has been formulated and determined that it must be in accordance with the
field. If it follows the field, it will be easier to manage career development
and help make work easier and according to the appropriate knowledge.
The second
indicator is training, which is a process of teaching certain knowledge and
skills and attitudes so that employees are more skilled and able to carry out
their responsibilities better and in the end the training can support the
achievement of company goals. There are 2 in-service training for State Civil
Apparatus, namely Pre-service and in-service training. Furthermore, this
education and training or leadership training is a requirement for leadership
competence in the government sector in accordance with the levels of structural
positions which according to the classification level are Pim Education and
Training Level I, Pim Education and Training Level II, Pim Education and
Training Level III, and Pim Training Level IV in the Civil Service Agency and
Human Resources Development of Tomohon City structural officials who serve in a
position have not attended leadership training which will be a provision
someday in carrying out their duties.
In following this
leadership training because there has not been an opportunity in the
implementation of the leadership training itself even though an official should
have held a position of at least 1 year, but in this training it has not been
held, it has only been held for the training of Candidates for State Civil
Apparatus. In contrast, the leadership training has not been held due to
factors Among other things, such as the provision of a budget, the provision of
a budget has been provided. However, due to the Covid-19 Virus, there have been
budget re-couplings which have made this training and education program run, it
can be seen that the importance of education and training programs for an
organization to develop human resources have the ability to occupy a position.
The third
indicator is work experience, the level of mastery of a person's knowledge and
skills, which a person's tenure can measure. Level of work experience does not
guarantee that employees can occupy a structural position at the Tomohon’s
Personnel and Human Resources Development Agency. It has been high but has not
been promoted to structural positions. However, those who are still junior and
whose ranks are below have occupied structural positions, thus positioning has
not been seen measured by length of work or skills mastery.
C.
Competence
According to Wibowo (2007) competence is an ability to carry out or perform a job or task based on
skills and knowledge and is supported by the work attitude required by the job.
Career development is carried out in developing the competence of each
employee. Career development at the Tomohon’s Personnel and Human Resources
Development Agency already exists, but still needs to be developed by conducting
competency mapping. Competency mapping for each employee is mapped through
competency tests or competency assessments. For the preparation of this career
development, the first thing to do is to draw up a Tomohon Mayor Regulation and
career development will be carried out, however in the Personnel Agency it is
still in the preparation. Then career development program should have competency standards that contains
Managerial Competence, Socio-cultural competence, and technical competence as
well as the educational background of each employee.
In the preparation
of Competency Standards at the Tomohon’s Personnel and Human Resources
Development Agency, there is only a policy for high Pratama positions, while
for administrative positions, supervisory positions, and implementing positions
there is no policy for competency standards. It is still in the preparation of
the legal basis and there is no mapping of competency standards for each
employee. However, the preparation of this competency standard of has problems,
such as compiling this competency standard one must look at the competency
dictionary, but for the new competency dictionary there is a managerial
competency dictionary and a socio-cultural competency dictionary for a technical
competency dictionary there is not any yet.
Career development
should be carried out in accordance with the competency mapping of each employee.
If career development has been mapped out, a career pattern will be formed, and
careers will be developed for each State Civil Apparatus in accordance with the
needs of the existing position.
Systems or
databases such as a talent pool that can identify the competencies of employees
who have potential in managing the management of the state civil apparatus have
carried out potential and competency activities for employee positions, and
there is no technical competency dictionary. This will help the State Civil
Apparatus in planning future careers more. So, this database is essential to
identify employees who can occupy positions that are suitable for careers in
state civil servants.
For the competency
standard for new positions, there is a policy drawn up for Primary High
Positions, while for Administrators and Supervisors there is no competency
standard due to constraints on the technical dictionary which does not yet
exist, indeed this competency standard must have been implemented under
applicable regulations so that the career pattern of the State Civil Apparatus
can be useful. for organizations and of course, it can be helpful for
individuals where the potential of human resources in carrying out work as
state civil servants has been identified with employee data and is appropriate
if placed in appropriate positions and according to their knowledge, potential,
and competence.
CONCLUSION
Based
on the discussion of the research results in the previous chapter, the
researcher can draw conclusions regarding the Development of the State Civil
Apparatus at Tomohon’s Personnel and Human
Resources Development Agency as follows:
Educational
Qualifications in Supervisory Positions have not been placed by cognate
educational qualifications under the technical fields assigned.
The
competences
seen from the new competency standards exists for the Primary High Leadership
Position. In contrast, the Administrative Position does not yet exist since
there has not been a mapping of employee competency standards. Career
development has not been implemented as seen from the preparation of the
Mayor's regulation regarding the merit system to regulate the career pattern of
State Civil Apparatus throughout Tomohon.
There is no system or database such as a talent pool that can identify
employees' competencies, and there is no technical competency dictionary and
standards. New Position Competencies are prepared for Primary High Positions,
while for Administrators and Supervisors, there is no competency standard yet
Suggestions
Based on the description of the conclusions, the following suggestions can
be submitted:
It is necessary to
evaluate the placement of positions in the placement of structural positions that
are in accordance with the educational background at the Tomohon Personnel and
Human Resources Development Agency, thus the
employees who are placed can be responsible according to their education and
can be useful for the agency.
Compilation of competency
standards. Competency standards positions in the Tomohon City Personnel and
Human Resources Development Agency for career development should be arranged
according to competency standards then competency mapping is made and if
competencies have been mapped, the careers of each Civil Servant will be
developed.
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