Equalization of positions from administrative positions to functional positions is one form of implementation of the policy of simplifying the bureaucracy into two levels in government agencies in Indonesia. This problem occurs because the equalization of positions is carried out in a relatively short time without being preceded by an in-depth study. This condition has an impact on the career uncertainty of functional officials as a result of the equalization which has an impact on the decline in employee performance and organizational performance. This study aims to analyze the process of equalizing administrative positions to functional positions in order to formulate inputs for improving the implementation of these policies in the field. The research method uses a qualitative descriptive approach. Research informants determined the snowball with key people Central Government Officials and related functional officials. Data was collected through observation, in-depth interviews and literature study. Data analysis techniques with data reduction, presentation and conclusion. The validity of the data using a triangulation technique of sources and data. This theory uses the theory of policy implementation. The results of the study indicate that the equalization of administrative positions to functional positions in government agencies needs to pay attention to communication factors, resources, dispositions and bureaucratic structures. Recommendations are in the form of policy proposals to improve arrangements for equalizing administrative positions to functional positions.

Job transfer is a way for an individual to obtain more experience and exposure. Because fewer individuals inhabit each successive layer as they ascend the organizational hierarchy, it is frequently more available than a promotion. Various strategies for implementing activities continue to be developed by Human Resources (HR) practitioners and researchers who regulate the organizational structure, human capital, employee performance, employee satisfaction, and task execution. Many studies have been conducted to identify the factors that influence employee transfer positions. This study aims to provide an overview of other factors that can encourage the success of job transfer. This study explicitly analyzes the content and context of the relationship between job transfer and organization, resources, learning and development, rewards, and employment relationships. This study uses a qualitative method by reviewing 27 journals from previous researchers. This study showed an association between variables such as organization, resources, learning and development, remuneration, and employee relations in transferring positions directly or indirectly through motivation as an intermediate variable. Furthermore, this study found that organization, resources, learning and development, remuneration and employment relations, and remuneration and employment relations directly or indirectly affect the transfer of positions. Thus, we expected to provide a new theory for predicting employee performance improvement through job transfers for improving organizational performance.