Abstract
Nowadays the Indonesian Navy is considered to have succeeded in strengthening its role in carrying out the development of a world-class marine defense force and has also received recognition from various countries in the world. However, there are still many problems regarding improving the performance of human resources in the Navy organization. This study aims to determine the strategy of the Navy Leaders in improving the quality of competent human resources in their fields. Furthermore, the research objectives can be detailed again and are more operational in nature, namely a). Formulating a strategy for the leader of the Navy to solve the problem of inequality in the number of personnel with existing positions, especially in the lieutenant colonel and colonel strata until 2024 and b). Determining the strategy of the leader of the Navy in solving problems has not created a synergy between the functions of education, use, and maintenance so that it hinders the development of personnel. The method used in this study is a qualitative approach based on direct observation analysis, expert interviews, and literature study. The qualitative approach assumes that human resources are active resources, therefore the qualitative approach aims to understand the object and make explorations. The strategy results obtained are the implementation of competency-based personnel development policies, empowerment of the Navy Personnel Assessment center, carrying out "Superior Job Performer" activities, conducting Competency Based Interview (CBI) training and developing "Integrated Personnel Information System", and implementing the second policy careers for personnel who are not elected to certain positions. Furthermore, synergize between the functions of education, use, and maintenance of personnel for continuous personnel development.
Highlights
The Indonesian Navy is currently considered to have succeeded in strengthening its role in carrying out the development of a world-class marine defense force and has received recognition from various countries in the world
To get personnel who excel, it is necessary to hold a "Superior Job Performer", so that leadership talent can be fostered through transformational leadership that is already running in the organization today
The Navy leadership strategies that need to be taken to overcome the gap in the number of personnel with positions that exist in the lieutenant colonel and colonel strata, include: implementing competency-based personnel development policies, empowering the Navy Personnel Assessment Center, carrying out "Superior Job" activities
Summary
The Indonesian Navy is currently considered to have succeeded in strengthening its role in carrying out the development of a world-class marine defense force and has received recognition from various countries in the world. This success has been achieved by the Indonesian Navy since the 1950s until now, while at the same time maintaining its status as the strongest navy in Southeast Asia, even in budget constraints and a significant increase in the naval power of other countries. The function of personnel maintenance, especially those assigned to remote areas, is not given much attention, resulting in a decrease in the motivation of personnel to work
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Global Journal of Engineering and Technology Advances
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
