Suchergebnisse

Artikel ini bertujuan untuk mendeskripsikan dan menganalisis bagaimana kolaborasi Generasi Milenial (X) dengan generasi Old Style (Y) dalam menjalankan roda pemerintahan organisasi birokrasi dilingkungan Pemerintah Daerah Provinsi Gorontalo. Artikel ini menggunakan pendekatan kualitatif, penulis sekaligus berfungsi sebagai instrument utama yang terjun kelapangan serta berusaha sendiri mengumpulkan data melalui observasi maupun wawancara dan interview. Dalam penarikan kesimpulan penulis menggunakan metode induktif untuk menarik peristiwa-peristiwa dari data yang telah dikumpulkan yang bisa digeneralisasikan, maka jelas metode induktif ini untuk menilai fakta-fakta empiris yang ditemukan lalu dicocokan dengan teori-teori yang ada. Iklim organisasi modern yang telah sampai pada fase 4.0, memaksa organisasi sektor publik terus mendorong kreativitas dan inovasi aparaturnya. Hasil analisis menunjukkan bahwa semakin meningkatnya kesadaran para ASN dalam melaksanakan tugas dan tanggung jawab pekerjaan agar kreatif dan inovatif saat ini semakin tinggi. Karena itu Pemprov Gorontalo harus melakukan percepatan perbaikan sistem manajemen ASN serta melengkapi berbagai fasilitas dan juga melakukan pengembangan kompetensi ASN-nya. Pengembangan kompetensi ASN membutuhkan keseriusan karena memang memerlukan waktu yang tidak sebentar. Namun, output yang dihasilkan nantinya akan sebanding pengorbanan pengembangan kompetensi ASN jika itu dilakukan saat ini. Masalah dalam birokrasi kini dan nanti memiliki karakteristik internal dan eksternal. Internal birokrasi berkenaan penyelenggaraan pemerintahan, dan juga pada sumber daya aparaturnya. Permasalahan internal tidak lepas dari masalah integritas, kinerja, proses bisnis, akuntabilitas, profesionalisme, efektivitas, serta efisiensi aparatur dalam bekerja yang terus dipertanyakan publik. Sedangkan permasalahan eksternal lebih kepada tarik-menarik kepentingan politik dalam birokrasi, atau dikenal dengan politisasi birokrasi. Generasi milenial dalam birokrasi kemungkinan berada pada level pelaksana hingga menengah saat ini, namun seolah terjebak dalam model lama birokrasi yang sangat kental dengan kultur paternalistik. Model kepemimpinan yang ujungnya adalah like and dislike hanya akan membuat hubungan yang kontraproduktif bagi generasi milenial.

This article aims to analyze: Employee professionalism in terms of organizational aspects in publik services. The method used in this article is a qualitative method. The results of the article show that the tendency of apparatus to be less professional in carrying out their duties and functions is partly due to the low motivation to make changes and innovate. The apparatus tends to be reluctant to make changes due to a lack of encouragement from the leadership. In realizing a professional, accountable, and transparent apparatus, it requires a leader role as a guide and has a visionary spirit and vision in the Gorontalo City One Stop Integrated Services and Investment Service. Concrete steps for leaders in creating a democratic climate where subordinates are included in every policy making related to improving organizational performance and building two-way communication in every activity will make subordinates feel that they are an important part of the organization. The attitude of the leader to foster a responsive spirit in every employee can improve the quality of licensing and non-licensing services in Gorontalo City. Efforts that can be made to foster the professionalism of the personnel are by making long-term, medium-term and short-term work programs and setting priority scales in every activity aimed at improving the quality of publik services.Artikel ini bertujuan untuk menganalisis tentang profesionalisme pegawai ditinjau dari aspek pengorganisasian dalam pelayanan publik. Metode yang digunakan dalam artikel ini yakni metode kualitatif. Hasil artikel menunjukan bahwa kecenderungan aparat kurang profesional dalam menjalankan tugas dan fungsinya antara lain disebabkan oleh rendahnya motivasi untuk melakukan perubahan dan berinovasi. Aparat cenderung enggan melakukan perubahan dikenakan kurangnya dorongan dari pimpinan. Dalam mewujudkan aparat yang profesional, akuntabel, dan transparan maka dibutuhkan peran pemimpin sebagai pengarah dan memiliki jiwa dan pandangan yang visioner pada Dinas Penanaman Modal Dan Pelayanan Terpadu Satu Pintu Kota Gorontalo. Langkah-langkah konkrit pemimpin dalam menciptakan iklim demokrasi dimana bawahan disertakan dalam setiap pengambilan kebijakan yang berkaitan dengan peningkatan kinerja organisasi serta membangun komunikasi dua arah dalam setiap kegiatan akan membuat bawahan merasa dirinya adalah bagian penting dalam organisasi. Sikap pemimpin untuk menumbuhkan jiwa responsif pada setiap pegawai dapat meningkatan kualitas pelayanan perizinan dan non perizinan di Kota Gorontalo. Upaya yang dapat dilakukan untuk menumbuhkan profesionalisme aparatur adalah dengan membuat program kerja jangka Panjang, jangka menengah, dan jangka pendek serta menetapkan skala prioritas dalam setiap kegiatan yang bertujuan meningkatkan kualitas pelayanan publik.

This article aims to analyze: Employee professionalism in terms of organizational aspects in publik services. The method used in this article is a qualitative method. The results of the article show that the tendency of apparatus to be less professional in carrying out their duties and functions is partly due to the low motivation to make changes and innovate. The apparatus tends to be reluctant to make changes due to a lack of encouragement from the leadership. In realizing a professional, accountable, and transparent apparatus, it requires a leader role as a guide and has a visionary spirit and vision in the Gorontalo City One Stop Integrated Services and Investment Service. Concrete steps for leaders in creating a democratic climate where subordinates are included in every policy making related to improving organizational performance and building two-way communication in every activity will make subordinates feel that they are an important part of the organization. The attitude of the leader to foster a responsive spirit in every employee can improve the quality of licensing and non-licensing services in Gorontalo City. Efforts that can be made to foster the professionalism of the personnel are by making long-term, medium-term and short-term work programs and setting priority scales in every activity aimed at improving the quality of publik services.Artikel ini bertujuan untuk menganalisis tentang profesionalisme pegawai ditinjau dari aspek pengorganisasian dalam pelayanan publik. Metode yang digunakan dalam artikel ini yakni metode kualitatif. Hasil artikel menunjukan bahwa kecenderungan aparat kurang profesional dalam menjalankan tugas dan fungsinya antara lain disebabkan oleh rendahnya motivasi untuk melakukan perubahan dan berinovasi. Aparat cenderung enggan melakukan perubahan dikenakan kurangnya dorongan dari pimpinan. Dalam mewujudkan aparat yang profesional, akuntabel, dan transparan maka dibutuhkan peran pemimpin sebagai pengarah dan memiliki jiwa dan pandangan yang visioner pada Dinas Penanaman Modal Dan Pelayanan Terpadu Satu Pintu Kota Gorontalo. Langkah-langkah konkrit pemimpin dalam menciptakan iklim demokrasi dimana bawahan disertakan dalam setiap pengambilan kebijakan yang berkaitan dengan peningkatan kinerja organisasi serta membangun komunikasi dua arah dalam setiap kegiatan akan membuat bawahan merasa dirinya adalah bagian penting dalam organisasi. Sikap pemimpin untuk menumbuhkan jiwa responsif pada setiap pegawai dapat meningkatan kualitas pelayanan perizinan dan non perizinan di Kota Gorontalo. Upaya yang dapat dilakukan untuk menumbuhkan profesionalisme aparatur adalah dengan membuat program kerja jangka Panjang, jangka menengah, dan jangka pendek serta menetapkan skala prioritas dalam setiap kegiatan yang bertujuan meningkatkan kualitas pelayanan publik.

This study is aimed at analyzing the difference in political participation of inland communities and coastal communities in addressing local elections as an embodiment of synergy in combating Covid-19 and money politics. In this qualitative research, the data were analyzed using an interactive model comprising three analysis components: (1) data reduction, (2) data display, and (3) data verification and conclusion drawing. According to the results, the way the coastal communities respond to the local election differs from that of the inland communities regarding sociological perspective. The coastal communities are not so keen on the election as they concentrate more on their fishing activities. On top of that, people in coastal areas spend most of their time at sea; thus, issues regarding the election are not that impactful for them. The inland communities, on the other hand, has different views thanks to their gregarious characteristic. All their activities and work-life are centralized in a workgroup, enabling the people to have ample time to find out their local leader candidates. This aspect underlines the reason for pluralism among inland communities' political views, confirming the characteristic of individualism among people in coastal areas.

This study is aimed at analyzing the difference in political participation of inland communities and coastal communities in addressing local elections as an embodiment of synergy in combating Covid-19 and money politics. In this qualitative research, the data were analyzed using an interactive model comprising three analysis components: (1) data reduction, (2) data display, and (3) data verification and conclusion drawing. According to the results, the way the coastal communities respond to the local election differs from that of the inland communities regarding sociological perspective. The coastal communities are not so keen on the election as they concentrate more on their fishing activities. On top of that, people in coastal areas spend most of their time at sea; thus, issues regarding the election are not that impactful for them. The inland communities, on the other hand, has different views thanks to their gregarious characteristic. All their activities and work-life are centralized in a workgroup, enabling the people to have ample time to find out their local leader candidates. This aspect underlines the reason for pluralism among inland communities' political views, confirming the characteristic of individualism among people in coastal areas.

This article aims to analyze the function of Bapemperda in increasing the effectiveness of the formation of Regional Regulations in the Bone Bolango Regency. The Regional Regulations Formation Agency (Bapemperda) of the Bone Bolango DPRD is one of the council's equipments for forming regional regulations. The type of research used in this article is empirical normative, which combines a normative legal approach with the addition of various elements of empirical studies. The results show that the implications of political intervention sometimes affect the issues and local regulations issued and do not represent the community's interests but are dominated by political interests. Ideally, local regulations must be responsive and meet usual policy standards that at the implementation level can be used and can answer problems that develop in the community. Human resources have an essential role in an organization, such as the rapid development of information technology, globalization, and changes in the world of positions and work, and are tied to the existing system. Members of Bapemperda and local governments play a role in forming regional regulations and other policy designs. To increase the effectiveness of the formation of Regional Regulations, it is necessary to have a relationship between human resources and the objectives that apply to Bapemperda itself. The researcher then offers a prototype product called CIS-Approach, a development concept from the results of the research and data analysis of the previous authors, which is expected to be a consideration for the government in formulating regional regulatory policies. CIS-Approach indicators are: 1) human resources with the system; 2) human resources with the issue; 3) human resources with regulations.