Strengthening Public Apparatus Professionalism Through Business Process-Based Job Competency Standards

Agung Ampuhan

doi:10.63922/ijebir.v5i05.6124

Agung Ampuhan Perencana Ahli Muda BKPSDM Kabupaten Pasuruan

DOI: https://doi.org/10.63922/ijebir.v5i05.6124

Keywords: Public Apparatus, Professionalism, Job Competency Standards, Business Process, Public Service.

Abstract

The professionalism of public apparatus plays an important role in determining the quality of public service delivery. However, apparatus competence has not fully met service standards, partly due to the lack of a clearly formulated job competency framework based on organizational business processes. This study aims to analyze the main problems affecting apparatus competence and determine an appropriate policy alternative to strengthen professionalism in public services. The study employs a policy analysis approach using the Urgency, Seriousness, and Growth (USG) method to identify priority problems and Dunn’s policy evaluation criteria, consisting of effectiveness, efficiency, adequacy, equity, responsiveness, and appropriateness, to assess alternative policies. The analysis is strengthened through expert judgment involving three officials with expertise in personnel management, organizational governance, and apparatus competency development. The results indicate that unclear organizational business processes contribute to weak job-based competency formulation, which subsequently causes apparatus competence to fall below expected service standards. Among eight policy alternatives evaluated, the development of job competency standards based on organizational business processes obtained the highest score of 30 and was selected as the priority policy. This policy provides a strategic foundation for aligning job requirements with apparatus competence and can support recruitment, placement, competency development, career advancement, and performance evaluation. The implementation of business process-based job competency standards is therefore expected to strengthen apparatus professionalism and improve the quality, accountability, and responsiveness of public services

References

Aguinis, H. (2013). Performance Management. Pearson Education.
Amalia, S. (2011). Standar kompetensi aparatur pemerintah. Jurnal Wacana Kinerja, Pusjar SKTAN LAN Sumedang.
Armstrong, M. (2009). Armstrong’s Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance. Kogan Page.
Armstrong, M. (2014). Armstrong’s Handbook of Human Resource Management Practice. Kogan Page.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
Bertalanffy, L. von. (1968). General System Theory: Foundations, Development, Applications. George Braziller.
Boyatzis, R. E. (1982). The Competent Manager: A Model for Effective Performance. John Wiley & Sons.
Dewi, L. F. A. A., Yuniasanti, R., & Prahara, S. A. (2018). Study on the work environment and innovative behavior. Jurnal Ilmiah Psikologi, Universitas Mercu Buana Yogyakarta.
Dubois, D. D., & Rothwell, W. J. (2004). Competency-Based Human Resource Management. Davies-Black Publishing.
Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. A. (2013). Fundamentals of Business Process Management. Springer.
Dunn, W. N. (1999). Public Policy Analysis: An Introduction. Prentice Hall.
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic Management: Competitiveness and Globalization. Cengage Learning.
Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Harvard Business School Press.
Maharani, V. A., & Andriany, D. (2025). Study on the formulation of position-based competency frameworks. Cognicia, Universitas Muhammadiyah Malang.
McClelland, D. C. (1973). Testing for competence rather than for intelligence. American Psychologist, 28(1), 1–14.
Mintzberg, H. (1983). Structure in Fives: Designing Effective Organizations. Prentice-Hall.
Octaleny, E. (2018). Study on public apparatus management systems. Jurnal Pemerintahan dan Politik, Universitas Indo Global Mandiri Palembang.
Parawu, H. E. (2020). Study on education and training programs and public apparatus performance. Journal of Public Policy and Management, Universitas Muhammadiyah Makassar.
Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior. Pearson.
Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
Shikova, N. (2020). Study on strategic public management and competency standards.
Spencer, L. M., & Spencer, S. M. (1993). Competence at Work: Models for Superior Performance. John Wiley & Sons.
Sukmawati, H., et al. (2024). Study on bureaucratic culture and administrative procedures. Jurnal Administrasi Negara, Politeknik STIA LAN Makassar.
Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: Putting “human” back into strategic human resource management. Human Resource Management Journal, 21(2), 93–104.
Republic of Indonesia. (2017). Government Regulation Number 11 of 2017 concerning Civil Servant Management.
Republic of Indonesia. (2023). Law Number 20 of 2023 concerning the State Civil Apparatus.
Ministry of Administrative and Bureaucratic Reform of the Republic of Indonesia. (2017). Regulation of the Minister of Administrative and Bureaucratic Reform Number 38 of 2017 concerning Competency Standards for State Civil Apparatus Positions.
Ministry of Administrative and Bureaucratic Reform of the Republic of Indonesia. (2018). Regulation of the Minister of Administrative and Bureaucratic Reform Number 19 of 2018 concerning the Preparation of Business Process Maps for Government Agencies