Suchergebnisse

One of the characteristics of Indonesian democracy is a mechanism in decision-making through a forum of discussion. The village, that stands as the lowest unit of the governance system, is also required to hold the meeting called Musyawarah Desa (village meeting). The meeting is organized following the standard and provisions in the Regulation of Minister of Village and Transmigration Affairs No. 2 of 2015 on the Procedures and Mechanism in Decision-Making in Village Meeting (Pedoman Tata Tertib dan Mekanis-me Pengambilan Keputusan Musyawarah Desa). This writing is based on the information on the capability of the village government in organizing the effective village meeting. The effectiveness of village meeting can be indicated by the elements of society that are involved in the meeting, the preparation of the meeting, procedures of organizing the village meeting and the mechanism of the meeting, which are all mentioned in the Regulation of Minister of Village and Transmigration Affairs No. 2 of 2015 on the Procedures and Mechanism in Decision-Making in Village Meeting. This research uses qualitative methods. The result shows that the village meeting has been organized effectively, in which all aspects required in the regulation has been followed. Despite being effective, six factors obstruct the process, which the village administration have to be solved to get more quality meeting.

The purpose of this study is to illustrate how sub-disctrict government manage performance during a time of crisis, specifically the COVID-19 pandemic. When the pandemic struck, the government, which had been criticized for its excessive concentration on routine and administrative affairs, was at a loss for how to respond. COVID-19 requires the government to perform double duty, since it must continue to deliver ordinary public services while also working harder to contain the spread of COVID-19 at all levels. Thus, performance management is critical for assuring organizational performance and managing the performance of its personnel in the face of increasing work stress and work-related weariness. This study employed a qualitative method and a case study approach in the North Indralaya sub-disctrict government. The study's findings indicate that, aside from implementing work-from-home policies and increasing the use of information and communication technologies in public services, the sub-disctrict government has made few modifications to performance management. As a practical consequence, adaptive and evidence-based performance management must be implemented to enable a more rapid response to the dynamics of society as a result of the COVID-19 pandemic. Due to the qualitative nature of the current study, a future study may examine the same issue using quantitative research, assessing the influence of current performance management on employee satisfaction, performance, and motivation.