Published date: Mar 06 2023

Journal Title: KnE Social Sciences

Issue title: IAPA 2022 International Conference and International Indonesia Conference on Interdisciplinary Studies (IICIS)

Pages: 499–520

DOI: 10.18502/kss.v8i5.13019

Septiana Dwiputriantiseptiana.dwiputrianti@poltek.stialanbandung.ac.idPolytechnic School of Public Administration, National Institute of Public Administration (STIA LAN) Republic of Indonesia, Bandung – Indonesia

Endang W.T.L.Republic of Indonesia, Bandung – Indonesia

Hendrikus T.G.Polytechnic School of Public Administration, National Institute of Public Administration (STIA LAN) Republic of Indonesia, Bandung – Indonesia

Caesar O.P.Polytechnic School of Public Administration, National Institute of Public Administration (STIA LAN) Republic of Indonesia, Bandung – Indonesia

The development of human resources is one of the priority programs of the Government of Indonesia (GOI), including for Aparatur Sipil Negara (ASN) or Indonesian civil services. One way that can be done to improve the quality of ASN is by the implementation of merit-based ASN management in all Indonesian Government Agencies. There are still very few studies that discuss in depth how the policy and implementation of the ASN management merit system, especially in local governments. Moreover, this study uses a case study in DKI Jakarta Province as a local government which is also the capital of the Republic of Indonesia. This study found that the policy implementation of the merit system in the DKI Jakarta Provincial Government is still not fully implemented. Some aspects have gaps, namely career development, promotion, and rotation. Therefore, the purpose of this study is to review the policy implementation of the merit system in the DKI Jakarta Provincial Government. The research method employed in this study is the qualitative approach through interviews, Focus Group Discussions (FGD), observations, and document reviews. The results showed that there was a significant increase in the implementation of merit-based ASN management in the DKI Jakarta Provincial Government. Is can be seen from the increase in the value merit system owned by the DKI Jakarta Provincial Government. The increase is since currently, the DKI Jakarta Provincial Government has built its talent management program.

Keywords: Merit system, Human resource apparatus management, Local government, DKI Jakarta Province, Indonesia

[1] Moneger-Guyomarc H M-F, Jeannot G, Barouillet J, Hallinger P, Kervella M-C, Mathieu D, et al. Room for maneuver in the civil service management: Administrative joint commissions. Testimonies . Rev Fr d’Administration Publique. 2005;116(4):699–713.

[2] Chlivickas E. Development of the potential of human resources in private and public sectors . Bus Theory Pract [Internet]. 2006;7(2):98–107. Available from: https://www. scopus.com/inward/record.uri?eid=2-s2.0-33745746718&doi=10.3846{%}2Fbtp. 2006.12&partnerID=40&md5=ba69e23bee0fc5555849e2b8518d0116

[3] Blijleven W, van Hulst M. How do frontline civil servants engage the public? Practices, Embedded Agency, and Bricolage. Am Rev Public Adm [Internet]. 2021;51(4):278–292. Available from: https://www.scopus.com/inward/record.uri?eid= 2-s2.0-85099303267&doi=10.1177{%}2F0275074020983805&partnerID=40&md5= 3a52acd39e2b6bcce0116ca323211ebc

[4] Cooper CA. Encouraging bureaucrats to report corruption: human resource management and whistleblowing. Asia Pacific J Public Adm [Internet]. 2022;44(2):106–130. Available from: https://www.scopus.com/ inward/record.uri?eid=2-s2.0-85103886655&doi=10.1080{%}2F23276665.2021. 1894955&partnerID=40&md5=08021f3b299caa7c830d068b6d1a1e01

[5] Sobandi B. Strategi Implementasi Manajemen Talenta Pada Birokrasi Di Indonesia. Civ Serv J. 2019;13(2):15–25.

[6] Haiyan Tong C, Straussman JD, Broadnax WD, Beisheim M, Ellersiek A, Goltermann L, et al. The future of public administration research: An editor’s perspective. Public Adm [Internet]. 2019;100(1):59–71. Available from: https://www.scopus.com/ inward/record.uri?eid=2-s2.0-34249732510&doi=10.1111{%}2Fj.1467-9299.2007. 00651.x&partnerID=40&md5=805be2e0c53bde347308783d6e252d71

[7] Ahmed RR, Azam M, Qureshi JA, Hashem E AR, Parmar V, Md Salleh NZ. The relationship between internal employer branding and talent retention: A theoretical investigation for the development of a conceptual framework. Front Psychol [Internet]. 2022;13. Available from: https://www.scopus.com/inward/record.uri?eid= 2-s2.0-85127738897&doi=10.3389{%}2Ffpsyg.2022.859614&partnerID=40&md5= 9293a5ea3cbd7c7890753fb5b1ec8ba8

[8] Al Jawali H, Darwish TK, Scullion H, Haak-Saheem W. Talent management in the public sector: Empirical evidence from the emerging economy of Dubai [Internet]. Vol. 33, International Journal of Human Resource Management; 2022. pp. 2256–2284. Available from: https://www.scopus.com/inward/record.uri?eid= 2-s2.0-85119371603&doi=10.1080{%}2F09585192.2021.2001764&partnerID= 40&md5=7ae1171981dc9658ad46d94af6e8717e

[9] Luna-Arocas R, Danvila-Del Valle I, Lara FJ. Talent management and organizational commitment: The partial mediating role of pay satisfaction. Empl Relations [Internet]. 2020;42(4):863–881. Available from: https://www.scopus.com/inward/record. uri?eid=2-s2.0-85083068696&doi=10.1108{%}2FER-11-2019-0429&partnerID= 40&md5=7e00b627c30216615512b094181abddb

[10] Ugaddan RG, Park SM. Do trustful leadership, organizational justice, and motivation influence whistle-blowing intention? Evidence from federal employees. Public Pers Manage [Internet]. 2019;48(1):56–81. Available from: https://www.scopus.com/inward/record.uri?eid=2-s2.0- 85050192275&doi=10.1177{%}2F0091026018783009&partnerID=40&md5= 43519e20991e4d975cbd814f03a77e5d

[11] Kuntonbutr C, Sangperm N. Study on talent management influence on customer satisfaction . Polish J Manag Stud [Internet]. 2019;20(2):334– 344. Available from: https://www.scopus.com/inward/record.uri?eid=2-s2. 0-85078242080&doi=10.17512{%}2Fpjms.2019.20.2.28&partnerID=40&md5= e1a17bc7b7bd7b36ad9031ab5cb1f0a5

[12] Bartrop-Sackey M, Boakye AO, Muah P, Oppong NY. Exploring the talent retention strategies of Cape Coast Technical University in Ghana. SA J Hum Resour Manag [Internet]. 2022;20. Available from: https://www.scopus.com/inward/record.uri?eid= 2-s2.0-85134328810&doi=10.4102{%}2Fsajhrm.v20i0.1865&partnerID=40&md5= 4f03bc152f301e8995c9c0e7d263fdcb

[13] Jin RQ, Rainey HG. Positive in public service: Government personnel, constrained incentives, and positive work attitudes. Int Public Manag J [Internet]. 2020;23(1):25–56. Available from: https://www.scopus.com/inward/record.uri?eid= 2-s2.0-85067069114&doi=10.1080{%}2F10967494.2019.1602572&partnerID= 40&md5=3c4e3b08fde778084e8d9ed3290202c6

[14] Montes Lopez E, O’Connor P. Micropolitics and meritocracy: Improbable bed fellows? Educ Manag Adm Leadersh [Internet]. 2019;47(5):678– 93. Available from: https://www.scopus.com/inward/record.uri?eid=2-s2. 0-85042372292&doi=10.1177{%}2F1741143218759090&partnerID=40&md5= fbed70391b7ce3f935ac11c3fd178ede

[15] Harbani I, Hidayat T, Fauzi A. Job enrichment, job enlargement, job rotation, Dan Job satisfaction (Suatu Kajian Literatur Review Ilmu Manajemen Sumber Daya Manusia). J Ilmu Multidisplin [Internet]. 2022; Available from: https://greenpub.org/JIM/article/view/35

[16] Greener I. Performance management that works? Improving public services by making use of intrinsic motivation. Soc Policy Adm [Internet]. 2019;53(1):99–112. Available from: https://www.scopus.com/inward/record. uri?eid=2-s2.0-85042508250&doi=10.1111{%}2Fspol.12387&partnerID=40&md5= 06d30b7fff3456c547e90584c361e128

[17] Khunoethe H, Reddy PS, Mthuli SA. Performance management and the integrated development plan of the Msunduzi Municipality in South Africa. NISPAcee J Public Adm Policy [Internet]. 2021;14(2):161–187. Available from: https://www.scopus. http://com/inward/record.uri?eid=2-s2.0-85121870709&doi=10.2478{%}2Fnispa-2021-0019&partnerID=40&md5=719002f622b289b6f913570efa93422c