2. 1. Indonesia Civil Servants:
A General Overview
2. Decentralization and
Human Resource
Management
3. What Makes a
Decentralized Civil Service
Work?
4. Core Issues
5. Recommendations
Pictures: courtesy from Google Image
Managing Human Resources: a Career Pattern for Civil Service 2
3. 1. Indonesia Civil Servants: A General Overview
Human resources Development Mindset (Mutiarin, 2011)
LEGAL BASIS : Civil Service Reform
Current Human Resources Management Aspect Expected Conditions
a. Total civil servants in
2007 > 4 million a. Planned recruitment
b. Distribution doesn’t b. Planned placement a. Special skill and
match with needs for position knowledge
c. Filled-Position is not c. Career pattern b. Comprehensive job
competence-based d. Quality improvement knowledge
d. Low performance e. Enforcement c. Dedication
e. High workload but f. Remuneration d. Welfare/Incentives
insufficient incentives g. Resignation
Managing Human Resources: a Career Pattern for Civil Service 3
4. 1. Indonesia Civil Servants: A General Overview
Case study (Zulkamal, 2011):
a. No legal basis on career pattern
b. Position is intervened by the political interest
c. Unequal opportunity (e.g. because of connection )
d. Low salary package
Managing Human Resources: a Career Pattern for Civil Service 4
5. 2. Decentralization and Human Resource Management
A central rationale for decentralization is that,
by moving government closer to the people, it
brings public sector activities and decisions in line with popular
preferences (Green, 2005).
Civil servants
financial resources to essential public
the government service to people
Managing Human Resources: a Career Pattern for Civil Service 5
6. 2. Decentralization and Human Resource Management
Administrative Decentralization (World Bank 2003, 189)
Minimal Change Intermediate Change Substantial Change
a. Providers could be a. Providers are
employees of central employees of local
or local government, government.
a. Central employees
but center typically b. Local government
compensate for weak
defines pay and has full discretion
local capacity.
employment over salary levels,
b. Local government allocation, and
has authority over numbers of staff, as
hiring but not firing. well as the authority
to hire and fire.
Managing Human Resources: a Career Pattern for Civil Service 6
7. 3. What Makes a Decentralized Civil Service Work
(Green, 2005)?
a. Local government functions are clearly defined.
b. Local government can allocate staff across functions
as needed.
c. Local government is able to attract and retain qualified
individuals, and to build a team with a diverse set of
skills.
d. Local government has flexibility in managing financial
resources.
e. Local government can hold staff accountable for their
performance.
Managing Human Resources: a Career Pattern for Civil Service 7
8. Competitive
pay/benefit
4. Core Issues s
Education and
Training
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Capacit a
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Managing Human Resources: a Career Pattern for Civil Service 8
9. 5. Recommendations
a. Accelerate the enactment of the national/regional
guidelines for managing human resources and
develop career pattern.
b. Clear Identification of job responsibilities with final
goals to avoid overlapping task and control Budget
(can be achieved through co-operation with
reputable institution or consultants to develop clear
SOP)
Managing Human Resources: a Career Pattern for Civil Service 9
10. Not just a job ….
a lifestyle*
Thank you
*Purdue University, 2010
Managing Human Resources: a Career Pattern for Civil Service 10
