ASN Willingness in Policy Implementation: A Study of Core Values and Motivation
DOI:
https://doi.org/10.24269/ars.v14i1.11039Abstract Researchers and practitioners have articulated that Organizational Factors and Individual Factors constitute pivotal elements in influencing the Willingness of Employees, specifically in the context of the State Civil Apparatus (ASN) to implement policies. The objective of this research was to assess the impact and quantify the extent to which the Core Values of ASN BerAKHLAK and ASN Motivation (Public Service Motivation) affect the willingness of ASNs to implement the policy regarding the utilization of the Integrated Discipline (I'DIS) application in the administration of ASN Discipline, both in a simultaneous and partial context. The sample population for this study comprised 67 ASNs employed within the Discipline Management Sub Division across 49 Personnel Working Units at Government Institutions situated within the jurisdiction of Regional Office VII of the Palembang National Civil Service Agency. The data were subjected to analysis through the application of Multiple Regression tests and Hypothesis testing utilizing SPSS Version 29.0. The findings from the analysis indicate that the Core Values of ASN BerAKHLAK and ASN Motivation collectively exert an influence on ASN's propensity to adopt the policy regarding the utilization of the I'DIS application in the management of ASN Discipline. Nevertheless, when examined individually, it is solely ASN Motivation that demonstrates a significant effect on ASN's willingness to implement the policy of employing the I'DIS application for the purposes of managing ASN Discipline.
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References
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Perry, J. L., & Wise, L. R. (1990). The Motivational Bases of Public Service. Public Administration Review, 50, 367. https://api.semanticscholar.org/CorpusID:154683768
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Song, M., Kwon, I., Cha, S., & Min, N. (2017). The effect of public service motivation and job level on bureaucrats’ preferences for direct policy instruments. Journal of Public Administration Research and Theory, 27(1), 36–51.
Srimulyani, V. A., Rustiyaningsih, S., Farida, F. A., & Hermanto, Y. B. (2023). Mediation of “AKHLAK†corporate culture and affective commitment on the effect of inclusive leadership on employee performance. Sustainable Futures, 6(October), 100138. https://doi.org/10.1016/j.sftr.2023.100138
Suadi, A. (2001). Sistem Pengendalian Manajemen. BPFE-Yogyakarta.
Suryana, O., & Briando, B. (2022). Berakhlak as a New Foundation of Basic Values for the State Civil Apparatus. KnE Social Sciences, 769–781.
Sutiono, A., & Sulistiyani, A. T. (2011). Sumber Daya Manusia (SDM) Aparatur Pemerintah Dalam Birokrasi Publik di Indonesia. Memahami Good Governance: Dalam Perspektif Sumber Daya Manusia.
Syafri, W., & Alwi. (2014). Manajemen Sumber Daya Manusia Dalam Organisasi Publik. Institut Pemerintahan Dalam Negri (IPDN) Press.
Tummers, L., & Bekkers, V. (2014). Policy Implementation, Street-level Bureaucracy, and the Importance of Discretion. Public Management Review, 16(4), 527–547. https://doi.org/10.1080/14719037.2013.841978
Tummers, L., Steijn, B., & Bekkers, V. (2012). Explaining the willingness of public professionals to implement public policies: Content, context, and personality characteristics. Public Administration, 90(3), 716–736. https://doi.org/10.1111/j.1467-9299.2011.02016.x
Utama, M. R. (2024). Kebijakan Indeks Norma, Standar, Prosedur Dan Kriteria (NSPK) Badan Kepegawaian Negara Sebagai Standar Penilaian Implementasi NSPK Manajemen ASN Di Instansi Pemerintah (Studi Kasus Wilayah Kerja Kantor Regional VII BKN Palembang). In A. Nadjib (Ed.), Studi Kebijakan Publik Di Daerah. Penerbit Adab.
Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179–211.
Alfatih, A. (2020). Cara Mudah Kerjakan Penelitian Metode Kuantitatif Eksplanatif (Confirmatory) 2 Variable: X dan Y. UNSRI Press.
Badan Kepegawaian Negara. (2022). Peraturan Badan Kepegawaian Negara tentang Indeks dan Penilaian Implementasi Norma, Standar, Prosedur dan Kriteria Manajemen Aparatur Sipil Negara (Peraturan BKN Nomor 12 Tahun 2022).
Camilleri, E., & van der Heijden, B. (2007). Organizational Commitment, Public Service Motivation, and Performance Within the Public Sector. Public Performance & Management Review, 31, 241–274. https://doi.org/10.2753/PMR1530-9576310205
Cornu, F. (2022). New Ways of Working and Employee In-Role Performance in Swiss Public Administration. Merits, 2, 146–163. https://doi.org/10.3390/merits2030011
Dess, G. G., & Picken, J. C. (1999). Beyond productivity: How leading companies achieve superior performance by leveraging their human capital. (No Title).
Gross, H. P., Thaler, J., & Winter, V. (2019). Integrating Public Service Motivation in the Job-Demands-Resources Model: An Empirical Analysis to Explain Employees’ Performance, Absenteeism, and Presenteeism. International Public Management Journal, 22(1), 176–206. https://doi.org/10.1080/10967494.2018.1541829
Handoko, T. H. (2015). Manajemen. BPFE-Yogyakarta.
Hayat. (2020). Birokrasi dan Aparatur Negara. Intrans Publishing.
Herold, D. M., Fedor, D. B., & Caldwell, S. D. (2007). Beyond change management: a multilevel investigation of contextual and personal influences on employees’ commitment to change. Journal of Applied Psychology, 92(4), 942.
Huang, W. L. (2019). The Impact of Extrinsic Rewards and Public Service Motivation on Public Employees’ Work Performance: Does Seniority Matter? Chinese Public Administration Review, 10(1), 12–27. https://doi.org/10.22140/cpar.v10i1.190
Inam, A. (2023). Hubungan Pengetahuan dan Sikap tentang Core Values ASN BerAKHLAK terhadap Perilaku Penerapan Core Values ASN BerAKHLAK pada ASN di lingkungan Badan Kepegawaian Daerah Kabupaten Lumajang. Sanskara Manajemen Dan Bisnis, 1(02 SE-Articles), 76–83. https://doi.org/10.58812/smb.v1i02.85
Indonesia. (2014). Undang-Undang tentang Aparatur Sipil Negara (UU Nomor 5 Tahun 2014).
Indonesia. (2023). Undang-Undang tentang Aparatur Sipil Negara (UU Nomor 20 Tahun 2023).
Kadarisman, M. (2018). Manajemen Aparatur Sipil Negara. Rajawali Pers.
Kim, S., Vandenabeele, W., Wright, B. E., Andersen, L. B., Cerase, F. P., Christensen, R. K., Desmarais, C., Koumenta, M., Leisink, P., Liu, B., Palidauskaite, J., Pedersen, L. H., Perry, J. L., Ritz, A., Taylor, J., & De Vivo, P. (2013). Investigating the Structure and Meaning of Public Service Motivation across Populations: Developing an International Instrument and Addressing Issues of Measurement Invariance. Journal of Public Administration Research and Theory, 23(1), 79–102. https://doi.org/10.1093/jopart/mus027
Laaksonen, S. (2018). Survey Methodology and Missing Data. In Survey Methodology and Missing Data: Tools and Techniques for Practitioners. https://doi.org/10.1007/978-3-319-79011-4
Leavy, P. (2023). Research Design: Quantitative, Qualitative, Mixed Methods, Arts-Based, and Community-Based Participatory Research Approachs (Second). The Guilford Press.
Maleka, M. S. (2023). The influence of Organizational culture on the implementation of strategic plans in a public service organization.
Malik, S. (2020). The Discipline Of State Civil Apparatuses In Scope Of Regional Work Units In South Buru Regency. International Journal of Scientific \& Technology Research, 9, 763–767. https://api.semanticscholar.org/CorpusID:214543844
Menteri Pendayagunaan Aparatur Negara dan Reformasi Birokrasi. (2021). Implementasi Core Values Dan Employer Branding Apara Tur Sipil Negara (Surat Edaran Menteri Pendayagunaan Aparatur Negara Dan Reformasi Birokrasi Nomor: 20 TAHUN 2021).
Menteri Pendayagunaan Aparatur Negara dan Reformasi Birokrasi. (2022). Pedoman Menteri PAN dan RB No. 1 tahun 2022 tentang Instrumen dan Mekanisme Pemantauan dan Evaluasi Kinerja Penyelenggaraan Pelayanan Publik.
Metselaar, E. (1997). Assessing the willingness to change: Construction and validation of the DINAMO.
Meyer-Sahling, J. H., Mikkelsen, K. S., & Schuster, C. (2019). The causal effect of public service motivation on ethical behavior in the public sector: Evidence from a large-scale survey experiment. Journal of Public Administration Research and Theory, 29(3), 445–459. https://doi.org/10.1093/jopart/muy071
Ndraha, T. (2005). Teori Budaya Organisasi. Rineka Cipta.
O’reilly, C. A., & Chatman, J. A. (1996). Culture as social control: Corporations, cults, and commitment.
Park, M., & Lee, B. H. (2023). Do public service motivation and organizational processes influence job satisfaction and organizational commitment? A comparative study in public and private organizations. Chinese Public Administration Review, 14(4), 224–237. https://doi.org/10.1177/15396754231202460.
Peraturan Pemerintah RI. (2017). Peraturan Pemerintah Republik Indonesia tentang Manajemen PNS (PP Nomor 11 Tahun 2017).
Peraturan Pemerintah RI. (2018). Peraturan Pemerintah Republik Indonesia tentang Manajemen Pegawai Pemerintah dengan Perjanjian Kerja (PP Nomor 49 Tahun 2018).
Permudah Pengelolaan Disiplin ASN, BKN Perkenalkan Aplikasi I’DIS. (2021). Kementerian PAN Dan RB RI. https://www.menpan.go.id/site/berita-terkini/berita-daerah/permudah-pengelolaan-disiplin-asn-bkn-perkenalkan-aplikasi-i-dis
Perry, J. L. (1996). Measuring Public Service Motivation: An Assessment of Construct Reliability and Validity. Journal of Public Administration Research and Theory, 6(1), 5–22. https://doi.org/10.1093/oxfordjournals.jpart.a024303
Perry, J. L., & Wise, L. R. (1990). The Motivational Bases of Public Service. Public Administration Review, 50, 367. https://api.semanticscholar.org/CorpusID:154683768
Presnyakov, M. (2023). Violation of official discipline: The principle of nulla poena sine lege and the effectiveness of disciplinary responsibility. Vestnik of Saint Petersburg University. Law, 14, 922–932. https://doi.org/10.21638/spbu14.2023.406
Sjafjudin, A. A. (2023). Efektivitas Core Value Berakhlak Dalam Meningkatkan Kepribadian Pegawai: Studi Pada Badan Kepegawaian Dan Pengembangan Sumber Daya Manusia Kota Banjar. GEMILANG: Jurnal Manajemen Dan Akuntansi, 3(4), 184–198.
Song, M., Kwon, I., Cha, S., & Min, N. (2017). The effect of public service motivation and job level on bureaucrats’ preferences for direct policy instruments. Journal of Public Administration Research and Theory, 27(1), 36–51.
Srimulyani, V. A., Rustiyaningsih, S., Farida, F. A., & Hermanto, Y. B. (2023). Mediation of “AKHLAK†corporate culture and affective commitment on the effect of inclusive leadership on employee performance. Sustainable Futures, 6(October), 100138. https://doi.org/10.1016/j.sftr.2023.100138
Suadi, A. (2001). Sistem Pengendalian Manajemen. BPFE-Yogyakarta.
Suryana, O., & Briando, B. (2022). Berakhlak as a New Foundation of Basic Values for the State Civil Apparatus. KnE Social Sciences, 769–781.
Sutiono, A., & Sulistiyani, A. T. (2011). Sumber Daya Manusia (SDM) Aparatur Pemerintah Dalam Birokrasi Publik di Indonesia. Memahami Good Governance: Dalam Perspektif Sumber Daya Manusia.
Syafri, W., & Alwi. (2014). Manajemen Sumber Daya Manusia Dalam Organisasi Publik. Institut Pemerintahan Dalam Negri (IPDN) Press.
Tummers, L., & Bekkers, V. (2014). Policy Implementation, Street-level Bureaucracy, and the Importance of Discretion. Public Management Review, 16(4), 527–547. https://doi.org/10.1080/14719037.2013.841978
Tummers, L., Steijn, B., & Bekkers, V. (2012). Explaining the willingness of public professionals to implement public policies: Content, context, and personality characteristics. Public Administration, 90(3), 716–736. https://doi.org/10.1111/j.1467-9299.2011.02016.x
Utama, M. R. (2024). Kebijakan Indeks Norma, Standar, Prosedur Dan Kriteria (NSPK) Badan Kepegawaian Negara Sebagai Standar Penilaian Implementasi NSPK Manajemen ASN Di Instansi Pemerintah (Studi Kasus Wilayah Kerja Kantor Regional VII BKN Palembang). In A. Nadjib (Ed.), Studi Kebijakan Publik Di Daerah. Penerbit Adab.
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