scholarly journals PENERAPAN MODEL NEW PUBLIC MANAGEMENT (NPM) DALAM REFORMASI BIROKRASI DI INDONESIA

2020 ◽  
Vol 8 (2) ◽  
pp. 65-84
Author(s):  
Sri Hartati
Keyword(s):  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Phenomenological Approach ◽  
Observation Study ◽  
Brunei Darussalam ◽  
New Public ◽  
The Government ◽  
Bureaucratic Reform

ABSTRAK   Reformasi politik dan pemerintahan tahun 1998 yang diharapkan sejalan  dengan reformasi birokrasi pemerintahan belum terwujud, diindikasikan dengan pelayanan publik (public service) belum optimal, kinerja ASN masih rendah, kasus Korupsi, Kolusi dan Nepotisme (KKN) masih menjadi penyakit kronis baik dikalangan eksekutif maupun legislatif bahkan sudah merambah sampai ke level pemerintahan terdepan yakni desa. Berdasarkan data Komisi Pemberantasan Korupsi (KPK) tahun 2020, Indeks Persepsi Korupsi Indonesia menempati posisi 85 dari 180 Negara, Sementara di tingkat ASEAN, posisi Indonesia  menempati posisi keempat, masih dibawah Singapura, Brunei Darussalam dan Malaysia. Kondisi ini menunjukkan  birokrasi  di Indonesia belum dapat menciptakan tata kelola pemerintahan yang baik. Penelitian ini bertujuan untuk mendeskripsikan paradigma birokrasi, pelaksanaan reformasi birokrasi dan bagaimana upaya penerapan New Public Management (NPM) dalam reformasi birokrasi di Indonesia. Penelitian ini menggunakan metode deskriptif kualitatif dengan pendekatan fenomenologi. Penelitian ini menganalisis bagaimana paradigama birokrasi, pelaksanaan agenda Reformasi Birokrasi dan penerapan  NPM di di Indonesia.   Data penelitian  dikumpulkan dengan menggunakan teknik studi dokumentasi dan observasi.Teknik analisis data dilakukan dengan reduksi data, penyajian data dan penarikan kesimpulan. Hasil penelitian menunjukkan bahwa dari perjalanan sejarah birokrasi di Indonesia mulai zaman kerajaan, masa kolonial, “Orde Lama dan Orde Baru, tidak dirancang untuk memberikan pelayanan kepada masyarakat,akan tetapi sepenuhnya mengabdi pada kepentingan kekuasaan” pada masanya. Meskipun berbagai regulasi Reformasi Birokrasi diterbitkan, akan tetapi samapi fase ketiga good governance belum terwujud. Penerapan konsep NPM  di Indonesia belum dapat diterapkan oleh seluruh lembaga/Instansi Pemerintah. Berbagai kendala yang dihadapi antara lain: perekonomian didominasi perusahaan asing,privatisasi terkendala kondisi market yang belum cukup stabil, korupsi meningkat, sistem kontrak memicu korupsi dan politisasi dan struktur kelembagaan pemerintah yang miskin fungsi kaya struktur.   Kata Kunci :New Public Management,  Birokrasi, Reformasi Birokrasi   ABSTRACT                              Political and government reforms in 1998 which are expected to be in line with government bureaucratic reforms have not yet been realized, it is indicated that public service is not optimal, ASN performance is still low, cases of corruption, collusion and nepotism (KKN) are still a chronic disease both among the executive and legislative branches. it has even penetrated to the foremost level of government, namely the village. Based on data from the Corruption Eradication Commission (KPK) in 2020, Indonesia's Corruption Perception Index ranks 85 out of 180 countries, while at the ASEAN level, Indonesia's position is in fourth position, still below Singapore, Brunei Darussalam and Malaysia. This condition shows that the bureaucracy in Indonesia has not been able to create good governance. This study aims to describe the bureaucratic paradigm, the implementation of bureaucratic reform and how the efforts to implement New Public Management (NPM) in bureaucratic reform in Indonesia.               This study used a qualitative descriptive method with a phenomenological approach. This research analyzes how the bureaucratic paradigm, the implementation of the Bureaucratic Reform agenda and the application of NPM in Indonesia. The research data were collected using documentation and observation study techniques. Data analysis techniques were carried out by data reduction, data presentation and drawing conclusions.               The results show that from the history of the bureaucracy in Indonesia, starting from the kingdom era, colonial period, the Old Order and the New Order, it was never designed to provide services to the community, but the bureaucracy fully served the interests of power in its time. Even though various regulations on Bureaucratic Reform were issued, but until the third phase of good governance has not been realized. The application of the NPM concept in Indonesia has not been implemented by all government agencies / agencies. Various obstacles faced include: the economy is dominated by foreign companies, privatization is constrained by unstable market conditions, increased corruption, the contract system has triggered corruption and politicization and the government institutional structure is poor in structure-rich functions.         Keywords: New Public Management, Bureaucracy, Bureaucracy Reform

scholarly journals Between Revenues and Public Service Delivery

2020 ◽  
Vol 176 (2-3) ◽  
pp. 304-337
Author(s):  
Shidarta ◽  
Stijn Cornelis van Huis
Keyword(s):  
Service Delivery ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Government Agencies ◽  
Public Service Delivery ◽  
New Public ◽  
Efficiency And Effectiveness ◽  
The Government ◽  
Public Service Agencies

Abstract This article examines the development of policies regarding the state-owned enterprises (SOE s) and public service agencies (PSA s) in Indonesia. In 2004, the government of Indonesia introduced PSA s—government agencies that were given large autonomy to manage their financial affairs. The rationale behind this autonomy is consistent with the New Public Management ideal: the creation of more market-oriented government institutions with the objective of increasing the efficiency and effectiveness of public service delivery. The PSA policy has increased state revenues significantly, yet the quality of services and accountability has not improved accordingly. A comparison with SOE s reveals that the restructuring of government agencies and SOE s took place before a supportive framework was set in place. We argue that to tackle informality and to safeguard the social functions of public services, the spearheads of efficiency and revenues in Indonesian bureaucratic reform policies require a strong foundation, consisting of regulatory and ideological components.

scholarly journals Inovasi E-Lampid Sebagai Implementasi New Public Service dalam Meningkatkan Kualitas Pelayanan Disdukcapil Kota Surabaya

2021 ◽  
Vol 2 (2) ◽  
pp. 178
Author(s):  
F. Dinda Aryani ◽  
Arum Kusuma Hastuti ◽  
Wahyu Rohmawati ◽  
Aulia Nur Kasiwi ◽  
Atik Septi Winarsih
Keyword(s):  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Personal Data ◽  
Secondary Data ◽  
Online News ◽  
City Government ◽  
Service Model ◽  
New Public ◽  
The Government

New public service is a new model after new public management and as a service model that prioritizes the interests of the society. The implementation of the new public service has been implemented in several government agencies in Indonesia as a form of improving the quality of services provided by the government to the society. One of government agency that has implemented the new public service model is the Surabaya City Population and Civil Registry Service with the service process using the E-Lampid application. This application is an innovation created by the Surabaya City government and submitted to Disdukcapil to overcome the many queues of people who need population administration services. This study aims to explain the implementation of E-Lampid application in the city of Surabaya as part of the implementation of the new public service. This study uses a qualitative method by using data sources in the form of secondary data where the data obtained comes from previous studies such as literature, online news, scientific journals, government websites that are relevant and related to the topic of research discussion. The data analysis technique used a literature review study in the period 2010-2020. The results showed that the implementation of the E-Lampid application has overcome the problems that exist in the provision of public services in the Disdukcapil city of Surabaya. This application can be accessed by the people with online step, making it easier for the public to update their personal data information. Keywords : E-Lampid, Implementation, New Public Service, Public Service

Peningkatan Penyelenggaraan Pemerintahan yang Bersih dan Bebas KKN dan Indikator-Indikator Hasilnya

2012 ◽  
Vol 10 (2) ◽  
pp. 231-240
Author(s):  
Andy Fefta Wijaya
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Information Transparency ◽  
The Public ◽  
New Public ◽  
Sector Performance ◽  
New Perspective

This paper presents this new perspective of public management (NPM) and governance in administrative sciences and explains the differences between them. NPM risk leaving the public service function for the poor and marginalized, therefore improving governance perspective NPM movement's weakness. New Public Management Paradigm with no accountability (accountability) would risk leaving the public interest. Accountability as a fundamental pillar of good governance paradigm can improve the weaknesses found in the paradigm previously thought. A major component to the success of public accountability is a system of information transparency. Transparency of information is authorized to be used for public sector performance evaluation measures and for evaluating public sector executive accountability for all decisions and actions, ie to what extent the results/outcomes and impacts resulting from beneficial to the public.

scholarly journals Critical Reorientation of Bureaucratic Reform and Good Governance in Public Sector Administration in Indonesia

Webology ◽  
2020 ◽  
Vol 17 (2) ◽  
pp. 308-316
Author(s):  
Albertus Wahyurudhanto
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Active Involvement ◽  
New Public ◽  
State Administration ◽  
State Apparatus ◽  
Policy Objectives ◽  
Bureaucratic Reform

Good governance today in Indonesia has become a key word in every formulation of the policy objectives of government bureaucratic reform within the framework of the change and utilization of the state administration system. In this context, this study seeks to critically evaluate the development and dynamics of good governance and its relation to the New Public Management in Indonesia. The idea of good governance in the public sector requires changes and presentations of government actors and state apparatus. This study reviews the development of bureaucratic reform in Indonesia that has been running for the last two decades. The results of the investigation indicate the need for further emphasis on aspects of the performance of government human resources at all levels in Indonesia, active involvement of the community in policy making, and public sector administration accountability.

The New Governance

2017 ◽  
Author(s):  
R. A. W. Rhodes
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Democratic Accountability ◽  
British Government ◽  
New Governance ◽  
New Public ◽  
Cybernetic System ◽  
Definition Of ◽  
Self Organizing

The chapter reviews the several definitions of governance: the minimal state; corporate governance; the new public management, ‘good’ governance; a socio-cybernetic system. It then stipulates a definition of governance as self-organizing, inter-organizational networks. It argues there is a trend from government to governance in British government because of the hollowing-out pressures and the tools for intergovernmental management are integral to effective steering. Policy networks are already widespread. This trend is not widely recognized and has important implications not only for the practice of British government but also for democratic accountability. Governance as self-organizing networks is a challenge to governability because the networks can become autonomous and resist central guidance. They are set fair to become the prime example of governing without government.

scholarly journals New Public Management in The Changing Status of Higher Education Institution in Indonesia

2021 ◽  
pp. 1-14
Author(s):  
Muhammad Muhammad
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Education Institution ◽  
Management Approach ◽  
Global Competition ◽  
Administrative Reforms ◽  
New Public ◽  
The Government ◽  
University Reforms

Global competition among universities in the world has become more challenging over years. This makes it demanding not only for universities in Indonesia to create positive improvements but also for the government to adapt with its innovations and policy initiatives. Meanwhile, New Public Management approach which was initially introduced in 1990s has been proposing administrative reforms on the old inefficient bureaucracy. In response to this, universities along with the government have been incorporating some aspects of The New Public Management theory in order for them to strive in global competition. This study seeks to analyze the changing status of Indonesian universities. It further discusses how some aspects of New Public Management are incorporated in university’s administration. This Indonesian case study argues that NPM values has influenced the changing system of universities in Indonesia. NPS still exists partially if not fully, in Indonesian universities despite the problem of public acceptance responding to the government’s policy on university reforms.

scholarly journals GIRI LOJI DESA DLINGO: SEBUAH STUDI FENOMENOLOGI ATAS KONSEP PEMBANGUNAN DESA

2018 ◽  
Vol 2 (2) ◽  
Author(s):  
Hafiez Sofyani
Keyword(s):  
Public Management ◽  
Role Model ◽  
New Public Management ◽  
Good Governance ◽  
Raising Awareness ◽  
New Public ◽  
Good Government ◽  
Village Government ◽  
The Many ◽  
The Village

ABSTRAK Direvisinya Undang-Undang Desa No. 6/2014 menjadi harapan banyak warga desa, khususnya untuk menjadi institusi mandiri dalam mengelola sumber daya milik desa. Namun banyak kalangan yang meragukan sumber daya manusia desa mampu untuk memenuhi amanat undang-undang tersebut. Menariknya, dari sekian banyak permasalahan implementasi UU Desa, juga tidak sedikit desa yang berhasil berkat otonomi yang diberikan peraturan baru tersebut. Dalam studi fenomenologi ini, peneliti mencoba menggali keberhasilan Desa Dlingo, Bantul, Daerah Isitimea Yogyakarta yang dulunya menjadi desa terpuruk dan kini menjadi desa percontohan dalam pengelolaan dan tata kelola desa. Gagasan ideologi dan pandangan Lurah Dlingo tentang pembangunan desa kemudian dapat digali oleh peneliti. Dalam Pembangunan organisasi, termasuk pemerintahan desa, memahami konsep modern seperti New Public Management atau Good government Governance saja tidak cukup. Bagi beliau tidak hanya soal sistem dan strukturyang perlu dibenahi, tetapi upaya membangikitkan jiwa dan semangat masayarakat desa untuk berdikari (berdiri di atas kaki sendiri) dan saling bergotong-royong adalah yang paling fundamental. Beliau menambahkan, membangun desa adalah membangkitkan kesadaran dan semangat warga desa bahwa mereka ada untuk “benar-benar ada” di tanahnya sendiri, bukan menjadi obyek pembangunan, yang kadang tidak mampu menghadirkan keadilan. Kata kunci: Undang-Undang Desa; Pengelolaan; Tata Kelola; Fenomenologis; Berdikari ABSTRACT The revision of Village Government Law no. 6/2014 is the hope of many villagers, especially to become an independent institution in managing the village's resources. However, many people doubting that human resources in village are able to fulfill the mandate of the law. Interestingly, from the many problems of implementation of the Village Law, there are several villages are successful due to the autonomy given. In this phenomenology study, researcher tried to explore the success of Dlingo Village, Bantul, Daerah Isitimea Yogyakarta which used to be a slumped village where now become role model village in village management and governance. The idea of Dlingo Village ideology and views on village development can then be explored by researcher. In the development of organizations, including village administrations, understanding modern concepts such as New Public Management or Good Governance is not enough. For him it is not just about systems and structures that need to be addressed, but the effort to inculcate the spirit of the village community to be “berdikari” (autonomous) is the most fundamental. He explains that build the village is raising awareness and spirit of the villagers to understand that they exist have to be "really exist" in their own land, rather than being the object of development, which sometimes could not bring justice. Keywords: Village Law; Management; Governance; Phenomenological; Autonomous

scholarly journals Administrasi Publik Dalam Perspektif Islam: Kajian Pada Sistem Pemerintahan Umar Bin Khattab

2021 ◽  
Vol 8 (2) ◽  
pp. 17-24
Author(s):  
Nanda Herijal Putra
Keyword(s):  
Public Administration ◽  
Public Management ◽  
Public Services ◽  
New Public Management ◽  
Islamic Law ◽  
Research Approach ◽  
Islamic Perspective ◽  
New Public ◽  
The Government ◽  
The Times

This study examines about public administration in an Islamic perspective, studies on the system of government of Umar Bin Khattab. The administrative system was not implemented before Nabi Muhammad SAW moved to Medina, after Nabi Muhammad SAW moved from Mecca to Medina, reading and writing activities began to be carried out among the Muslims and to build a government based on Islamic law. The development of the administration was increasingly rapid during the Caliphate of Umar bin Khattab. This research is a type of library research with a research approach using qualitative research methods. Literature research is research that uses data collection techniques by reviewing books, literature, notes and various reports related to the problem to be studied. Public administration as a discipline that is dynamic in accordance with the times. In line with the times, public administration has changed for the better in accordance with the demands of an increasingly complex era. In the western perspective, public administration has experienced developments starting from the old public administration paradigm, new public management, to the new public service. In an Islamic perspective, administration is known as al-idara. Administration in Islam refers to the Qur'an and its interpretations as well as hadiths and syarahs. The sources of interpretation provide an explanation of the signs of the Qur'an whose position exceeds the general rules relating to the order of people's lives. In the context of public services, excellent service is a must and obligation for both the government and the state civil apparatus. Public services are carried out based on Islamic teachings, namely the services provided must be good, honest, quality and trustworthy.

Changing patterns of individual performance appraisal systems for civil service in European Union countries: toward a developmental or an incentivizing model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gyorgy Hajnal ◽  
Katarina Staronova
Keyword(s):  
Performance Appraisal ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Central Government ◽  
Individual Performance ◽  
Content Type ◽  
Public Service Organizations ◽  
New Public ◽  
Appraisal Systems

PurposeThe purpose of this article is to examine whether the incentivizing type of performance appraisal (typical of New Public Management) has indeed been superseded by a post-New Public Management (NPM), developmental type of performance appraisal in European Civil Services.Design/methodology/approachThe literature review lead to a unidimensional, twofold typology: incentivizing (NPM) and developmental (post-NPM) performance appraisal. The empirical basis of the research is two surveys conducted among top civil servants in 18 European countries.FindingsFirst, there are crucial discrepancies between performance appraisal systems in contemporary European central government administrations and current theorizing on performance appraisal. Contrary to our expectations developed on the basis of the latter, “developmental” and “incentivizing” do not seem to be two distinct types of performance appraisal; rather, they are two independent dimensions, defining altogether four different types of performance appraisal systems.Practical implicationsThe authors results give orientation to policymakers and public service managers to engage in designing or applying performance appraisal systems, in particular by identifying assailable presumptions underlying many present-time reform trends.Social implicationsCitizens and communities are direct stakeholders in the development of public service performance appraisal both as possible or actual employees of public service organizations and as recipients of public services.Originality/valueThe paper proposes a new fourfold typology of performance appraisal systems: incentivizing, developmental, symbolic and want-it-all.

Sign in / Sign up

Export Citation Format

Share Document