IJHCM: International Journal of Human Capital Management. 2017;1(2):136-145 DOI 10.21009/IJHCM.01.02.15


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Journal Title: IJHCM: International Journal of Human Capital Management

ISSN: 2580-9164 (Online)

Publisher: Universitas Negeri Jakarta

Society/Institution: Universitas Negeri Jakarta, Program Pascasarjana

LCC Subject Category: Social Sciences: Commerce: Business

Country of publisher: Indonesia

Language of fulltext: English

Full-text formats available: PDF



Ramli Effendi Idris Naibaho (State University of Jakarta)


Double blind peer review

Editorial Board

Instructions for authors

Time From Submission to Publication: 24 weeks


Abstract | Full Text

The objective of this research is to evaluate the bureaucracy reform program at State Personnel Agency. The evaluation focused on five stages, namely design, installation, process, product and benefit. Qualitative approach used in this research with using Discrepansy Evaluation Model design. Data collecting with in-depth interview, orbservation and documantation study. Interview Data analyzed quantitatively through data reduction, data display, and conclussion drawing. The evaluation results toward the bureaucratic reform program at State Personnel Agency shows: (1) the program has been well defined which is indicated by an explanation of the urgency aspect, has clear goals and objectives, and equipped with key success indicator, (2) the program has been well designed including the formulation of implementation guidelines, resource preparation, work programs, and evaluation and monitoring, (3) implementation of eight areas of changes which cover organizational structuring, structuring of governance managemnt system, structuring of human resources management system, harmonization of legislation, strengthening of supervision, strengthening of performance accountability, public services, mindset and work culture is good. However, has’t shown the ideal conditions if associated with position of State Personnel Agency as a pioneer and role model for the ministries or other institutions in the implementation of bureaucratic reform program, (4) the bureaucratic reform program has given positive results in the improvement of the quality of clean bureaucracy and free of corruption, collusion and nepotism, the quality of public services, and the capacity and performance accountability, and (5) the bureaucratic reform programs can provide positive benefits in improving bureaucratic governance, enhance the positive image and improve the apparatus job performance. Therefore, State Personnel Agency needed to improve the implementation of bureaucracy reform program continuously in order to achieved the optimal results