Key Success Factors for Implementation Code of Conducts and Ethics in Indonesian Public Sector

Abstract

Data from the Indonesian Civil Service Commission (KASN) shows that about four percent (ministries level); thirty-two percent (province-level) and eighty-four percent (city and district level) do not have internal regulations regarding the code of ethics. Moreover, from government institutions that have internal rules and guidelines about code of ethics, there is 96 (ninety-six) percent for ministry level, 68 (sixty-eight) percent for province-level and only 16 (sixteen) percent for city and district level. Implementing the rules and guidelines. KASN has authority to supervise and monitor the implementation of civil service code of conducts/code of ethics has conducted research and development system to encourage government agencies to have and implemented internal rules about code of ethics and code of conducts as a guideline for the employee to carry out their profession as civil service. This paper explores key success factors for building and maintaining the implementation of a code of conduct/code of ethics in the public sector. Moreover, this paper provides some best practices and lesson-learned of implementation of the code of conduct and code of ethics in some independence institutions such as the Corruption Eradication Commission (KPK); ministries (Ministry of Finance and Ministry of public works) and state-owned enterprises (PT Telkom Indonesia). Data obtained based on documents, in-depth interviews with managerial levels and employees; and focus group discussion from some ministries, stateowned enterprises, other institutions in the public sector. There are some findings of this research as the key success factors for implementation of code of conducts and code of ethics, namely (1) availability of internal policies and guidelines; (2) role model from top and middle leaders; (3) strategies of institutions to internalization and implementation of the rules and guidelines.

Understanding Indicators of Talent Acquisition and Retention of Different Generations in Building Talent Management: A Case Study of DKI Jakarta Provincial Government

“…The DKI Jakarta Provincial Government, which has a specialization as the Capital of the Republic of Indonesia, is required to be an example and guideline for other regional governments in implementing merit-based ASN management. Besides as the capital of Indonesia, DKI Jakarta Province also plays a role as a center of national economic, political, and cultural activities that require to have a superior ASN and high integrity, ethics, and code of conduct that can represent the image of the Indonesian Government (Dwiputrianti, 2020). of KASN supervision and assessment, in 2022, the DKI Jakarta Provincial Government received a value of 335.5 with a 'Good' category for implementing its merit system.…”