ANALYSIS OF THE PERFORMANCE OF WEST JAVA PROVINCIAL DPRD SECRETARIAT EMPLOYEES FOLLOWING THE POLICY OF TRANSFERRING STRUCTURAL POSITIONS TO FUNCTIONAL POSITIONS
DOI:
https://doi.org/10.30996/jpap.v12i1.132824Keywords:
Functional Positions, Employee Performance, Bureaucratic Reform, Regional Representative Council SecretariatAbstract
This study was motivated by the policy of converting structural positions into functional positions, which had implications for employee performance at the Secretariat of the Regional House of Representatives (DPRD) This study aimed to analyze employee performance after the conversion based on Hersey's performance model, which covers seven dimensions, namely goals, standards, feedback, resources, competence, motive, and opportunity. The research uses a qualitative approach with a descriptive design. Data were obtained through semi-structured interviews, observations, and documentation studies of nine informants selected purposively, then analyzed interactively through data reduction, data presentation, and conclusion drawing. The results showed that employee performance was not yet fully optimal due to imbalances between performance dimensions. Organizational goals were well understood, and employee motive and opportunities to contribute were relatively maintained. However, unstable work standards, administrative evaluations, limited technical competency strengthening, and suboptimal resource support limited the consistency of task implementation. In practical terms, this study recommends strengthening work standards, optimizing tools or means and technological support, implementing a more adaptive evaluation system, developing technical competencies, and designing an integrated reward system. Theoretically, this study reinforces the relevance of Hersey's performance model in explaining the dynamics of public organization performance during the period of job equalization.
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