The Fusion of Competence and Integrity Problems in Transformation of Public Human Resources Management Model

Dahlan Dahlan,Fatmawada Fatmawada

doi:10.26858/jiap.v9i2.11530

Abstract

The limited quality of human resource management in the Biak Numfor Regency in Papua requires fundamental transformation. Based on available data, the determinants that reject the transformation process include two categories, namely, lack of competence and integrity. This study uses a post-positivistic interpretive phenomenological philosophy that emphasizes the meaning and descriptive process to understand the process of transformation. Local government leaders who are not trustworthy in applying the concept of human resource management based on the Cakar thesis latently significantly affect the integrity of the domestic apparatus. That has an impact on the lack of credibility of the Biak Regional Human Resources Development Agency. In short, increasing the competency of human resources as an effort to produce adequate human resources in this region becomes an important key for successful transformation.

Highlights

The credibility of the managers of human resources (HR) in developing the quality of the apparatus in Indonesia has drawn criticism (Arndt, 1975; van Dijk & Szirmai, 2006)
This strategic step will enable the apparatus of HR managers to adapt to the organization's strategic environment and conceptual options that allow it to be practiced in an organizational climate where managerial structures and functions still tend to be rigid
The competency issue lately colors the integrity of the HR management of the regional apparatus in Biak

Summary

INTRODUCTION

The credibility of the managers of human resources (HR) in developing the quality of the apparatus in Indonesia has drawn criticism (Arndt, 1975; van Dijk & Szirmai, 2006). With the knowledge that is not yet solid and comprehensive, the apparatus HR managers have not been able to find the right settings for the implementation of the human capital strategy in the structural constellation and managerial functions of the organization formed by the current regulations. This phenomenon is illustrated in the research of Simon, Mas’ ud, & Su’un (2016) who found that core competence is one of the empirical categories that become the weakness of the apparatus in the adaptation and implementation of conceptual models into the operation and implementation of the tasks and functions of public organizations. It must be acknowledged that there are a small number of regional governments that have demonstrated their efforts in organizing part by part of their organizations in order to create professional and competent apparatuses

METHOD

AND DISCUSSION

CONCLUSION