Pengelola sumber daya manusia aparatur pemerintahan kota Kendari

WATUKILA, Makmur, Dr. Praktikno, M.Soc.,Sci

2003 | Tesis | Magister Administrasi Publik

Tesis ini bertujuan untuk mendapatkan informasi mengenai pengelolaan sumber daya manusia, serta mengidentifikasi faktor-faktor yang dapat menghambat dalam pengelolaan sumber daya manusia di pemerintah kota Kendari. Dalam teori manajemen SDM sering dijumpai istilah pengelolaan SDM.0leh karena itu memahami pengelolaan berarti memahami manaj emen. Mengelola disini tidak hanya berkaitan dengan persoalan administrasi seperti kenaikan pangkat, dan kegiatan administrasi lainnya serta pendidikan dan latihan, tetapi sangat komplek menyangkut pengembangan karier dan bagaimana menciptakan manusia pembelajar yang senantiasa memiliki keinginan untuk meningkatkan kapasitas dan kapabilitas dalam upaya mencapai tujuan organisasi. Metode yang dipakai dalam penelitian ini adalah metode penelitian kualitatif, metode pengumpulan data yakni Dokumentasi, Interview, Observasi. Hasil penelitian ini, pertama Pengelolaan sumber daya manusia belum sepenuhnya baik karena ada kelemahan di dalam kebijakan, pemberdayaan,perencanaan, pengembangan karir pegawai, ha1 tersebut terbukti dari 1015 orang pegawai sebagian besar berpendidikan SLTA yaitu 524 orang atau 5 1,62 %, Diploma 97 orang atau 935 %, Sarjana S1 290 orang atau 28,57 %, Sarjana S2 33 orang atau 3,25 %. Dalam jabatan eselon IV didudki beberapa orang SLTA dengan pangkat/golongan IIIb keatas. Kedua, Tidak relevannya bidang pendidikan dengan bidang studi di Perguruan Tinggi, dan tidak menunjang tugas kedinasan yang bersangkutan, sehingga hams dimutasi namun implikasinya di tempat yang baru ia harus belajar dan di tempat yang lama ia jenuh, oleh karena itu sulit menjadikan pegawai profesional di bidangnya. Ketiga, Masih terbatasnya anggaran untuk menunjang pengelolaan SDM,dan keterbatasan tersebut tidak diimbangi dengan pengaturan dan pendistribusian yang profesional, sehingga tunlah pegawai yang mengikuti pendidikan ke Peguruan Tinggi masih sedikit dibanding dengm kebutuhan, termasuk anggaran untuk Diklatpim dan Tehins Fungsional serta kegatan operasional Bagan Kepegawaian. Penelitian ini juga memberi rekomendasi dalam bentuk saran. Pertama, pegawai yang berpendidikan SLTA diberi perioritas untuk mengikuti pendidikan ke Perguruan Tinggi, dengan demikian presentase pegawai yang berpendidikan SLTA berkurang. Kedua koordinasi lebih di intensifkan diadakan rapat koordinasi dua kali dalam sebulan. Ketiga, Pendidikan dan latihan yang harus lebih ditingkatkan kuantitas dan kualitasnya adalah Diklat Tehnis dan Fungsional yang disesuaikan dengan kebutuhan daerah. Keempat, anggaran untuk pengelolaan SDM ditingkatkan mencapai 20 % dari Anggaran Belanja Daerah setiap tahunnya.

This thesis aims to gather information on human resources efficiency, and to identifjl the obstructing factors of human resources efficiency in the government of Kendari city. In the theories of human resources management, it often finds the term human resources development. Thus, understanding efficiency means understanding management. Efficiency here does not relate with administrative issues like promotion, and other administrative activities only as education and training, but it is really some a complex issue relating with carrier development and how to create a learning human being that always has a will to improve his capacity and capability to reach the organizational objectives. The method used in this research is qualitative method; data collection method used is documentation, interview, and observation. The result are, firstly, human resources development was not good enough since there were still some weaknesses in policies, efficiency, planning, and official’s career promotion. It was proved since from 10 15 officers, most of them are high school graduated of 534 persons or 5 1,62%, Diploma of 97 persons or 9,55%, undergraduate of 290 persons or 28,57%, S2 graduate of 33 persons or 3,25%. The position of echelon IV was held by some SLTA graduated with grade of 11% upward. Secondly, the irrelevance of education department with the study program in colleges, and it did not support related official job. It made them to be transferred. However, the implication was they must study from the very beginning in their new place and they felt surfeited in their old one. Thus, it is hard to get a professional officer suited their own field. Thirdly, the budget limitation to support human resources development, and this limitation was not supported with professional management and distribution, which makes the number of offices takmg study in colleges of universities less than the necessity. It also included the budget for Education and Training for Leader and Technical Function and also operational activities of Personal Department. This research also recommends in the form of suggestions. First, SLTA educational background officers were prioritized to take a study in colleges or universities. Then, number of SLTA educational background officers will decrease. Second, limiting the ages of pension to the officers in high positions, limitation for echelon 11 is 58 years old, echelon III is 55 years old, an echelon IV is 52 years old. Third, education and training to be improved in quality and quantity is Technical and Functional Education and Training appropriate with the regional needs. Forth, education and training for leader must be deleted since other it will be a source of corruption, collusion, and nepotism, it also supports to unfair competition. It will only be to fblfill a prerequisite to get a position. Alternatively, for the new promoted officers, they must follow a technical training or management that appropriates with their field.

Kata Kunci : Aparatur Pemda,Pengelola SDM