Perubahan struktur Biro Kepegawaian Sekretariat Daerah Pemerintah Daerah Propinsi Jawa Timur

WIDJAJA, Anung, Drs. Josef Riwu Kaho, MPA

2002 | Tesis | S2 Ilmu Politik

Penyerahan Perlengkapan / Aset, Personalia dan Dokumentasi (P3D) dari Pemerintah Pusat kepada Pemerintah Daerah (Pemda) membawa konsckuensi pada perubahan Struktur Organisasi Tata Keja (SOT) seluruh instansi di Pemda Propinsi Jawa Timur, begitu halnya dengan Sekretariat Daerah Pemda Propinsi Jawa Timur yang fokus penelitian tesis ini a&ah Biro Kepegawaian. Peneliti mencoba untuk menggmbarkan proses perubahan SOT Biro Kepegawaian yang waktu itu berjalan dengan alot dan memakan waktu lama. Selain itu ierdapat indikasi beberapa unit kerjanya tidak banyak mempunyai pekerjaan. Maka kemudian peneliti merumuskan masalahnya bagaimana perubahan SOT Biro Kepegawaian Sekretariat Daerah Pemda Propinsi Jawa Timur terjadi dan apa implikasinya ? Struktur birokrasi terdiri dari unsur struktur itu sendiri yang berupa bentuk organisasi, hubungan hierarki antar unit kerja organisasi, dan tugas pokok dar, fuiigsi (Tupoksi). Dalam suatu mekanisme dengan struktur organisasi yazg denihan maka diharqkan pekerjaan dapat berjalan secara efisien. Namun dengan struktur itu pula membuat birokrasi bergantung pada mekanisme itu, sehingga bilamana struktur organisasinya besar membuat birokrasi berjalan dengan iamban. Maka bentuk struktur yang ideal adalah struktur kecil tetapi kaya fungsi. Birokrasi secara alamiahnya mempunyai patologi yang salah satunya adalah Parkinson, cenderung untuk membesarkan struktumya. Parkinson dapat dihambat dengan cara dikontrol dari dalam dan dari luar birokrasi. Birokrasi yang dikontrol adalah Biro Kepegawaian. Kontrol dari dalam birokrasi diperankan oleh Biro Organisasi, sedangkan kontrol dari luar birokrasi Qperankan oleh Legislatif DPRD Propinsi Jawa Timur. Dengan metodologi kualitatif, peneliti mencari informasi dengan cara mewawancarai responden purposive yang dipilih dan ditetapkan oleh peneliti. Pemilihan responden purposive itu dengan cara fungsional yang representatif dergan pertanyaan dan tugas pekerjaannya. Informasi yang didapatkan kemudian dicek kembali kepada responden lainnya. Selain informasi yang kualitatif, peneliti juga mencari data kuantitatif dan mengkategorisasikannya untuk memperoleh hubungan dengan informasi responden yang sudah di cek silang. Hasil penelitian didapatkan bahwa kontrol dari dalam birokrasi yang diperankan oleh Biro Organisasi cenderung untuk merencanakan mengubah Biro Kepegawaian iilenj adi bentuk Badan Kepegawaian Daerah (BKD), sedangkan Biro Kepegawaian yang dikontrolnya malah tetap berbentuk Biro yang lebih kecil strdchimya daripada Badan. Alasan peran Biro Organisasi membesarkan struktur lembaga kepegawaian itu adalah agar dapat melaksanakan hgsi tehs-rutin dan juga fungsi pengembangan konsep maka perlu struktur yang lebih besar. Sedangkan kontrol dari luar birokrasi yang diperankan deh Leqislatif DPRD PrGpinsi Jawa Timur tidak berjalan dengan maksimal, dikzrenakan beberapa ha1 yang berkaitan dengar, kineja dan versepsi di kalangan beberapa anggota Dewan. Beberapa ha1 yang berkaitan dengan kinerja itu adalah mengejar alokasi waktu ataupun target waktu sidang Raperda yang sudah ditetapkan ; enggan mendatangkan tenaga ahli dengan konteks pembahasan sidang Raperda ; tidak maksimal menggunakan hak anggota DPRD ; tidak terbiasa membudayakan suara voting bagi tiap-tiap anggota Dewan. Sedangkan faktor persepsi di beberapa kalangan anggota Dewan yang membuat peran kontrolnya terhadap perubahan SOT Biro Kepegawaian tidak maksimal adalah ada anggapan dari anggota Dewan bahwa politik hanya berhubmgan dengan sistem, prosedur, mekanisme, ataupun cara dan tidak terlalu memikirkan ha1 yang substansial ; dan anggapan bahwa melaksanakan fungsi Legislatif hanya sebatas formalitas belaka. Perubahan SOT Biro Kepegawaian mempunyai implikasi berupa struktur organ, strhr pegawai, struktur gaji, alokasi Tugas Pokok dan Fungsi, pelaksanaan Tupoksi, APBD Propinsi, alokasi anggaran Proyek dan Rutin, alokasi penghasilan pegawai, dan alokasi jabatan. Namun tidak semua irnplikasi itu merupakan konsekuensi dari perubahan SOT Biro Kepegawaian

The submission of equipments/assets, personnel, and documents (P3D) from the central government to the local government (Pemda) brings a consequence that is the change of Jobs Administration Organization Structure (SOT) within the whole instances in the local government of East Java Province, included the local Secretary of the province government and its bureau of employees affairs. The researcher attempted to describe the change process of Jobs Administration Organization Structure (SOT) of the Employees Affairs Bureau, which, at the time being, ran in a difficult manner and spent much time to complete. In addition, there is indication that some working units found nothing to do. Thus, the researcher formulated the proSlem, i.e. how was the change of Jobs Administration Organizational Structure (SOT) of Employees Affairs Bureau within the local secretariat of local government of East Java province happened, and what was the implication of this change. A bureaucracy structure consists of its own elements, which appear as organizaticnal fcnn, hierarchical relationship between the working units of the organization, main tasks and functions (Tupoksi). Wit!: such organization structure, it was expected that conducting tasks could be carried out efficiently. Unfortunately, the use of such structure had made the bureaucracy dependent on the me&anism. It is obvious that whereas the structure made large, the run of bureaucracy became awkward. Thus, this research suggested that it would be more ideal to use a small/slim structure, which is rich in function. Naturally, bureaucracy has its pathology such as Parkinson, that is an inclination to enlarge its structure. Parkinson can be blocked by controlling the bureaucracy from both sides, inside and out side. The bureaucracy to be coittrolled is Employees Affairs Bureau. The inside-control is carried out by Organizations bureau, whereas the outside-control handled by the legislative institution, i.e. the parliament (DPRD) of East Java Province. Using qualitative methodology, the researcher seeks for information by interviewing purposive respondents, which are selected and assigned previously. This selection conducted in representative functional way wiih questions and tasks. The information obtained is cross-checked to another respondent. In addition to the qualitative information, the researcher attempt to obtain quantitative data, and than categorize it to find correlatinil with the, respondents informatiori cross-checked previously. This research resulted finding that the organization bureau conducted inside-control tend to change Employee Affairs Bureau to be a T >ocal Employees Affairs Institution (BKD), whilst this Employees Affairs Bureau controlled remained in its old form that is bureau, which has smaller stmctuie conipared to one in the institution. The reason of enlargirig this Employees Affairs institution structurc czrricd out by the Organization Bureau is that to have better conduct of technical- roktine and concept development functions, a lzrger structure is needed. In the other side, the out-side control of bureaucracy conducted by the legislative institution (1.e. DPRD of East Java Province) did not run appropriately. This due to some matters related to performance and perception problems existing among the par1 i ament members. The matters related to the performance are, to say some, rush due to the lack of time allocated for accomplishing sessions and that those members of parliament are in a hurry to fulfill the limit of time given to accomplish the sessions of local government. In addition to that, unwillingness to have those who expert in each matter discussed in that local government meeting; inappropriate use of DPRD members’ rights, and unfamiliarity of voting within the parliament sessions are some other problems of performance. In the other hand, the factor of perceptions inequality among DPRD members, which cause to ineffectiveness of their control upon the change of Jobs Administration Organization Structure (SOT) of the Employees Affairs Bureau iccluded some of the DPRD inembers assumption that politics is merely concerning systems, procedures, mechanisms, or manners. This assumption made them forgct about substantial matters to be covered. Beside this, the cause of this ineffectii.eness is the opinion of some DPRD members that carrying out their function as legislative is merely a formality. The change of Jobs Administration Organization Structure (SOT) of the Employees Affairs Bureau implicated changes of organ structure, employee structure, salary structure, and the allocation of main task and function. This change also cause to chzngcs in the way Tupoksi performed, change in Province budget (APBD), the allocation of routine budget and for projects budget, employees income allocation, and the allocation of authorities. However, it is not true that, all those implications due to the change of Jobs Administration Organization Structure (SOT) of the Employees Affairs Bureau.

Kata Kunci : Sekretariat Daerah,Perubahan Struktur