DUKUNGAN & LEGITIMASI DALAM SEKTOR PUBLIK
HUBUNGAN ANTARA MANAJER PUBLIK & POLITISI
Demokrasi dan Birokrasi
Proses Demokrasi: 1. Pemilu 2. Partisipasi 3.
Public Services
Konstitusi
Management Politik 1. Lobbying 2. Kompromi 3. Public Choice
Rakyat/voters
Legitimasi
Partisipasi
Intervensi
Birokrasi
Demokrasi Parlementer atau Presidensial ? Presidensial
Presiden dapat dipilih oleh Parlemen atau langsung oleh Rakyat. Presiden berkedudukan kuat dan tidak bisa dijatuhkan
Rakyat
Parlementer
Perdana Menteri dipilih oleh Parlemen dan dapat dijatuhkan dengan mosi tidak percaya
Rakyat
Birokrasi dimulai dari Politik Didalam & melalui politik para administrator publik dapat menemukan dan membantu pembentukan mandat mereka untuk melakukan tindakan Institusi politik memberikan administrator publik sumberdaya yang dibutuhkan untuk mencapai tujuan organisasi mereka Kepada politik dan hukum, para administrator publik melaksanakan akuntabilitas mereka baik secara teori maupun parktek
Birokrasi & Politik
PolitikBirokrasi Politik
dipilih
Manajemen politik
Birokrasi
ditunjuk
Jasa-jasa
pemilih
Ekonomi Politik dalam Birokrasi Rational actors Model State
Bureaucratic Model politics State Interest approach Services Class analytic approach
Society
Pluralis approach Public choice approach
Principal-Agent Relationship in Public Policy Political contract (election contract) antara pemilih (principal) dan politisi (agent) Implemantasi political contract dipengaruhi oleh asymmetric information (perubahan conditional feasibility), hidden actions, dan moral hazard para politisi untuk kepentingan pribadi. Double principal agent antara politisi dan birokrasi juga mempengaruhi implementasi Kompromi dalam regulasi, policy making dan implementasi merupakan transaction cost
Rent Seeking Models Regulation Terdapatnya situasi asymmetric distribution antara kelompok yang membayar dan kelompok yang menikmati Intervensi pemerintah dimaksudkan untuk mengurangi peningkatan biaya sosial, karena sektor privat mengeluarkan biaya lebih untuk mendapatkan konsesi tertentu
Politik dalam Public Policy Lebih banyak merupakan “Lobbyism” atau “Corporatism” antara politisi dan birokrat dan atau antara birokrat dan pebisnis Para politisi melakukan pertukaran sosial dengan kelompok tertentu untuk mendapatkan dukungan politik Adalah suatu kemustahilan, bahwa politisi dapat memuaskan setiap orang dan semua permintaan regulasi Regulasi publik dalam sistem demokrasi ditentukan oleh suara terbanyak
Tuntutan akan Birokrasi Baru Para Manajer di dunia Industri & Pemerintahan melakukan penataan kembali praktek-praktek bisnis mereka & mencoba untuk:
Melakukan lebih dengan sumberdaya yang lebih kecil
Penataan kembali bisnis Kebijakan organisasi Komersialisasi Pemotongan Anggaran Penciutan Staf Kompetisi
Tuntutan Konsumen
Fungsionalisasi Peningkatan Tuntutan Konsumen
Ketersediaan Perbaikan
Kualitas Biaya
Manajemen SDM Birokrasi Election (elected decision makers): office in rule making institutions by success in electoral competition) Appointment (selected from the authority to the managing body of public service)
Pentingnya Manajemen SDM Birokrasi The functioning of government requires a substantial commitment of people – their time, efforts, loyalties, competence and aptitude The public sector workplace is often the primary test site for resolving critical culture and political questions affecting groups in government In public sector, strengthening the HRM is to be means for increasing economic efficiency and controlling public expenditure Creating an “enterprise culture” in public sector
Pentingnya Manajemen SDM Birokrasi The arguments for the development of more responsive approach to the consumer The services provided by government traditionally viewed themselves as “model” or “good practice” employers for all other employers follow The development of decentralized approaches to the delivery of service Development of devolved system of management
Strategi Utama First political and ministerial control over HRM as key process of policy making Second importing private sector management techniques into the local government HRM (new culture management): such as individualizing contracts of public service, contract management of public servant, initiating performance-related pay
Prinsip Sistem Kepegawaian Post in government must be comparable in attractiveness to post in private sector (working condition, prestige, pay, prospect) Application should be sought as widely as necessary in the country to obtain qualified candidates Candidates should be selected on the basis of merit (performance, integrity and character) Provide reasonable prospects for promotion on merit and seniority as well as protection against arbitrary dismissal or demotion It should be easy for officers to move from one jurisdiction to another
Prinsip Sistem Kepegawaian Officers should be afforded opportunities for in service training to develop their capabilities for effective service The government officer should be loyal to the authority he serves without interference from member of legislative and others The government officer should be responsive to his legislative and be induced to give his best service to the authority
Prinsip Kunci Sistem Merit Recruitment and advancement open to all qualified applicants based on job related criteria Fair and equitable treatment in all personnel matters, without regard to politics, race, religion, ethnicity, gender, age and handicapping condition Equal pay for work of equal value High standards of integrity, conduct, and concern for the public interest Efficient and effective use of the work force Retention of employees who perform well, correcting the performance of those whose is inadequate
Prinsip Kunci Sistem Merit Improved performance through effective education and training Protection of employees from personal favoritism and political
Fungsi Utama MSDM Recruitment carried out through advertisement followed by short listing and interview. For more senior posts member of local parliament may also be involved (main issue is equal opportunities) Training organized by the personnel department commonly making staff aware of the work of the authority and to improve their qualifications Management services techniques to measure task in order to carry out more rapidly, efficiently, accountable and responsible Establishment work to determine incentive, bonus and flexi time
ANALISIS STAKEHOLDERS THOSE WHO OPPOSE CHANGE
THOSE WHO ARE LOW PRIORITY BUT NEED TO BE MANAGED
ORGANIZATION
THOSE WHO SUPPORT CHANGE
THOSE WHO ARE NEUTRAL BUT CAN BE INFLUENCED
Elemen Good Governance Competence Transparency Accountability Participation Rule of Law Social Justice
