Impact of Bureaucratic Simplification on Policy Analyst Functional Positions in Indonesia

Abstract

President Joko Widodo's policy in the second term of his administration was to simplify the bureaucracy into 2 levels. This problem occurs because of the rapid change in the policy analyst's functional position which is not accompanied by the current HR management system. This condition has an impact on the performance of policy analysts and organizations. This study aims to analyse the implementation of the policy of transferring administrator positions to functional positions of policy analysts in the era of bureaucratic simplification. The research method used a qualitative descriptive approach. Information is determined with certainty from data sources from relevant Government Agencies, Policy Analysts, and Management Professional Organizations. Data collection was done through literature study. Data analysis techniques with data reduction, presentation and data collection. The data validity used source/data triangulation techniques. The theory uses human resources management system theory. The results showed that the management of functional positions in government agencies was influenced by organizational, resource, development, reward management and employee relations factors. Recommendations are in the form of a functional management model of policy analysts in government agencies in the era of simplification of the bureaucracy.

Analysis of Bureaucratic Reform Through Delayering of Government Institutions in Indonesia

“…However, instead of reducing the organizational structure, the momentum of restructuring is used to expand it. Echelon 1 was added, followed by Echelon 2 and the next echelons (Insani, Warsono, Kismartini, & Astuti, 2021).…”

“…It is based on the existing composition of the state civil apparatus in 2019, including 10.26% or 440,029 administrative structural officials of 4,286,918 total personnel. Tjahjo Kumolo then continued President Joko Widodo's speech as Minister of Administrative and Bureaucratic Reform (MenPANRB) as the Minister in charge of civil service (ASN) affairs by enacting the Regulation of the Minister of Administrative and Bureaucratic Reform Number 28 of 2019 concerning Equal distribution of Administrative Positions (Insani, Warsono, Kismartini, & Astuti, 2021).…”

“…After that, efforts will be made to improve the competence of employees of the Civil Service (ASN)." (Insani, Warsono, Kismartini, & Astuti, 2021). Kemenpan RB contains strategic and concrete steps that all heads of Ministries, Institutions with Ministerial-level leaders, Non-Ministerial Government Institutions, Secretariat of State Institutions, Secretariat of Non-Structural Institutions, Public Broadcasting Institutions, Provincial Governments, and Regency/City Governments must immediately take strategic and concrete steps from transfers starting from identification, mapping, and implementation.…”

Public Human Resources Development Systematic Literature Review

“…al. [5], which found that organizational change must pay attention to human resource factors which include organization, resources, development, rewards, management and employee relations which will have an impact on employee and institutional performance. Because of the impact, individuals/employees in the organization can have resistance to changes that occur.…”