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ScienceDirect Procedia Economics and Finance 23 (2015) 244 – 248
2nd GLOBAL CONFERENCE on BUSINESS, ECONOMICS, MANAGEMENT and TOURISM, 30-31 October 2014, Prague, Czech Republic
Capacity Building in Reformation: Study on Bureaucracy of West Sulawesi, Indonesia Ismail Suardi Wekkea*, Bakhtiar Hajarb a
State Islamic College (STAIN) of Sorong , Jl. Klamono-Sorong, KM. 17 Klablim, Sorong 98417, Indonesia b State University of Makassar, Jl. Pettarani, Gunung Sari, Makassar 90222, Indonesia
Abstract A newly established institution needs formulation and rules to run the organization. West Sulawesi was designed as a provincial government administration. As a new establishment, there were many problems and difficulties. Therefore, this research will explore how governmental administration empowers its human resources. This study was conducted in West Sulawesi province, the eastern part of Indonesia. Qualitative approach was employed in the study process. In-depth interview and non-participant observation were conducted in finding and collecting data. The research required a nine months process to finalize. Triangulation through focus group discussions and peer reviews were among activities to ensure data validation. The study shows that in the first phase, training and socialization were employed to stimulate and enhance skill and expertise. Several groups were found to have attended courses to enhance administrative capacity. On the other hand, they have started to serve the people. These two formulations were activated to encourage officers to expand their competence. Finally, this research conclude that during reformation in bureaucracy, many activities and exercises needed to be implemented to stimulate the government officials in order to accelerate the new institution. © 2014 The The Authors. Authors.Published PublishedbybyElsevier ElsevierB.V. B.V. © 2015 This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Selection and/ peer-review under responsibility of Academic World Research and Education Center. Selection and/ peer-review under responsibility of Academic World Research and Education Center Keywords: capacity, education, training, bureaucracy;
1. Introduction In term of human resource, it is apparent that its distribution is not broad enough, while its quality and productivity remains low. Restrictive policies of the organizational structure took effect on all governmental bodies. In addition, bureaucracy at these governmental institutions were quickly circumvented – among them being the
* Ismail Suardi Wekke. Tel.: 62-951-322-133 E-mail address:
[email protected]
2212-5671 © 2015 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).
Selection and/ peer-review under responsibility of Academic World Research and Education Center doi:10.1016/S2212-5671(15)00349-4
Ismail Suardi Wekke and Bakhtiar Hajar / Procedia Economics and Finance 23 (2015) 244 – 248
officer on stage three and four were reduced, while functional offices needed to be increased (Biesta, Allan, and Edwards, 2011). From such depiction it can be said that the bureaucracy reformation needed to be implemented in a plan to develop good governance. In other words, bureaucracy reformation is a strategic step in developing the national apparatus to be empowered and productive in carrying out general responsibilities of the government and national development. Bureaucracy can play a strategic role in instilling motivation to empower the community because such empowerment can, in turn, lessen the provincial government’s load during a time when public resources are lacking or even scarce (Creedon, 2006). Consequently, public service, as provided by the government, will be more effective because the community will possess a larger control of their situation whereby they will understand the issues at hand better thus public service efforts from the community is cheaper compared to those that would be provided by professionals (Wekke and Hamid, 2013). Furthermore, this can encourage competition in providing good service to the community, so much so that it can significantly improve efficiency, responsiveness and also, stimulate innovation and passion to work the provincial government’s organization. The new phenomenon on bureaucratic role change from the execution of motivator, dynamics and facilitator of development and resource or the objective capacity of provincial government that is seemingly growing ever more limited, has caused bureaucrats to mimic the private sector, which still exists and survived even with limited available resource (Evans, 2007). The public service system is usually handled through an administrative mechanism that is based on marketing incentives. Therefore, the study was conducted to identify and analyse the capacity improvement of the Provincial Inspectorate in executing internal monitoring in West Sulawesi Province. 2. Literature Review In the life of many nations and people of every corner of the world, bureaucracy has developed as the main machinery in maintaining the country in various fields of life and in international relations. Besides managing public service, bureaucracy is also responsible in translating the various political decisions of all sorts of public policies, and it also functions to manage the enforcement of these policies. It can be said that bureaucracy is the determining factor of the overall effectiveness of the government’s agenda, including creating a clean government that is corruption-free in the broader scenario of creating good governance (Fuller, and Unwin, 2007). However, it has been the experience of Indonesia and other nations that bureaucracy cannot always be automatically and independently maintained in terms of its function and task, and in ensuring its significant performance. The demand for public service accountability and the call for good governance in Indonesia have been a serious topic of many a discussion and academic studies. This demand is reasonable seeing that there have been several views and commentaries made in the media that point to bad governance and poor bureaucracy as the culprit for the Indonesian economic crisis (Rogers, Rebbe, Gardella, Worlein & Chamberlin, 2013). In addition, there are three important aspects that support the development of good governance, namely monitoring or supervision, control and audit. Monitoring is an activity conducted by internal or external executives, including the community and Provincial House of Representatives, to monitor the provincial government’s performance. Meanwhile, control is a mechanism carried out by executives to guarantee that the management system and policies are well-executed that the organization’s goals are achieved (Butler, 2008). And audit includes activities done by those who are independent and possesses the professional competence to audit whether or not the government’s performance meets the set standards. Therefore, parallel to the growing demands for reformation, backed by the ever more critical community of today, moderate monitoring is insufficient because the people expects more than an improvement or correction of mistakes in the future, they expect rectification and accountability on offenses, confusions caused and digressions by those responsible (Wekke and Lubis, 2008). Offenses must be reprimanded with a sort of sanction or punishment, and when criminal in nature, it should be processed by the law enforcement so that it can instil a deterrent effect on the wrongdoer and other people so that they will think twice before committing the same crime (Pamu, 2010). With that, it is hoped that the practice of Corruption, Collusion and Nepotism can be reduced and ultimately end.
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3. Research Method Data obtained in the field will be analyzed descriptively using qualitative technique to depict the government’s bureaucratic reform in conducting internal monitoring functions. The study employs qualitative data analysis technique. An analysis model using qualitative observation was designed in such a way that it can formulate key questions related to the problems identified (Westerman, 2014). Additionally, a qualitative analysis will be done based indicator, which will be explained and aimed as part of this observation. Data that will be analyzed are data related to the importance of reformation, the West Sulawesi Provincial Inspectorate preparation to adapt bureaucratic reform and conduct monitoring function. The data analysis technique to be employed in the study is qualitative descriptive analysis, which will use a phenomenological interactive model by observing a process from bureaucratic reform and monitoring function. As stated by Giavrimis, Giossi and Papastamatis, (2011) a phenomenological interactive model comprises of three components, namely reduction, data reduction, data display and conclusion drawing. Furthermore, analysis is done by condensing interactively those three components. The consistency of using an observation instrument in a qualitative study often refers to the instrument that shows the observer’s individual capacity (Schneider and Rohlfing, 2013). Because of that, the instrument of the study is the observer himself (human instrument). The observer as the main instrument is hoped to obtain valid and reliable data (Pan and Tan, 2011). This is made possible by venturing into the field and performing observations and in-depth interviews with previously identified informants. 4. Findings and Discussion One of the community’s demands on creating good governance within the provincial authority is the performance of the local enforcement institution. The community is growing critical and constantly demands to know the institution’s current stand and future direction, seeing that corruption is rampant and has become a norm or a new culture. The people have grown tired of the corrupt bureaucracy, which has not reduced but has grown even bolder. The community has even put a label on corruption; “extraordinary” evil and offensive because it is believed that corruption will only harm the future generation. The community is so tired that they have even thought about dissolving the institution because it is deemed useless and a burden to the people, whereby the institution squanders significant amount of the people’s money. In order to realize this, more realistic and systematic pragmatic actions need to be taken in allocating human resource, starting from its head to its staff, which will support their leader’s success as the head of the enforcement organization. A head of an organization is hoped to shape the organization and he is the catalyst in his organization. Furthermore, he should display qualities such as integrity, moral goodness, high capability and competence in conducting his daily duties. And so, the task of supervision or monitoring can be a part of the solution not the problem. The government and provincial government maintain management through organic management functions that include planning, execution, monitoring and evaluation, which are facilities that ought to exist and conducted by the management professionally in order to achieve the organization’s objectives and goals effectively and efficiently. With that, the provincial government is a subsystem of the national government. Implicitly, development and monitoring of the provincial government is an integral part of the government’s maintenance system. This is so that the provincial government’s intention to create harmony and well-being within the community through betterment of public service, empowerment and community participation, also provincial competitive edge can be achieved as hoped. And monitoring as an instrument in the government’s management should optimally be carried out. The West Sulawesi Government has firmly reaffirmed the importance of instilling the principles of clean government and good governance, which are universally received as the required principles to provide primary public service to the community. Pertaining to that, the main program conducted by the government is developing the national apparatus through bureaucratic reformation. Subsequently, the first wave of bureaucratic reformation, generally, began as the first stages. Furthermore, the entire organization was targeted to be committed in bureaucratic reform. In 2014, as a follow up and in stages, the provincial government became capable to start the
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process, until 2025, whereby a highly professional and high integrity bureaucratic government can be established. On a micro level, there are several bureaucratic reformation programs being conducted such as the Change Management Program. The purpose of the program is to systematically and consistently change the organization’s system and work mechanism, as well as its individual’s or work unit’s culture and way of thinking to be better and more suited to the goal of bureaucratic reform. The aim of the program is: a) to enhance the commitment of department or institution and Provincial Government leaders and officers in bureaucratic reform; b) to encourage change in work culture and way of thinking; c) to reduce the risk of failure caused by the possibility of resistance toward change. 5. Theoritical Implication The main feature of this paradigm is a thought based on real-word assumptions of the environment, specifically on the attitude toward an unfolding phenomenon. It can be said that a paradigm plays a role in giving interpretation on the phenomenon being observed. A matter that should be understood is that a thought based on paradigm change can differ with reality, and commonly known as imprecise and open-ended. This is what is meant by thinking based on paradigm – a thought that is relative in nature, whereby in administrative studies, it has undergone several paradigm shifts or changes (Ngai, Cheung, Ngai, & To, 2012). This paradigm has inspired an effort to re-identify the conceptual relation between administrations at that time because that is when administration returns to its field that is Political Science. Consequently, change and reform occur, namely bureaucracy of the government but this effort will require a conclusion in relation to its focus on its essential membership (Reeser, 2013). There is a new development recorded in this phase, namely the comparison study and administration development as a part of national administration. There have been many criticisms toward the government’s administration and deficits in strategic issues related to justice, equity and participation of the people in governing, which have made it difficult to create social economic justice, democratic government and leadership in an organization that NPM paradigm has shifted to NPS paradigm. Gray (2012) states Government is us. He calls upon the administrators to involve the people. They should see the people as citizens (not as customers) and so to share authority and slacken control, as well as trust in the effectiveness of collaboration. They should develop trust and be responsive toward the people’s needs and interests, and not only search for greater efficiency as demanded. Citizen participation should be deemed as a significant investment. In order to realize and develop all of this, the national apparatus or government’s bureaucratic reform that handles the people’s well-being is needed. In promoting democracy and equality, the government should join the community as citizens of interest, and pay closer attention to their values and dignities (Sideris, 2004). Meanwhile, continuous improvement is needed among the government elites to adapt bureaucratic reformation or development of the national apparatus, which manages all matters of governance for the well-being of the people such as education, health, social and religion. 6. Conclusion It has been said that such incidences occur because the officers misuse their powers and the departments forget that the power entrusted to them are not inherently possessed but is due to the trust given to be seated as officers at any given department or management, which should be eternalized for the interest of the community. Misuse of power includes those for self-interest by sacrificing the greater need and good of certain groups or even the country as a whole. In relation to the matter, bureaucratic reformation involves a major change in paradigm and governance in Indonesia. Furthermore, bureaucratic reform also means a big stake for the Indonesian race to meet head on the challenges of the future. The purpose of this program is to increase human resources professionalism at their respective organizations and provincial governments, which is supported by a recruitment system and competencebased promotion apparatus that is transparent, ensuring fitting remuneration and guarantee well-being. Finally, a bureaucratic culture can be developed into a democratic culture that will instil trust in the community toward the provincial government.
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