This study investigates the behavioral dynamics of street-level bureaucrats (SLBs) in the driver's license (SIM) service at the Pinrang Resort Police (Polres Pinrang) in Indonesia, juxtaposing empirical findings with Michael Lipsky's seminal theory of street-level bureaucracy. Employing a qualitative phenomenological methodology, the research seeks to elucidate the influence of working conditions on SLBs' behavioral patterns and the consequent impact on public service quality. Data were collected through semi-structured interviews with SLBs and service recipients, non-participant observations, and document analysis, then subjected to iterative thematic analysis using interactive model. The findings reveal notable divergences from Lipsky's theoretical propositions. SLBs at Polres Pinrang encounter reduced ambiguity in policy objectives and performance evaluation, attributable to effective communication channels, comprehensive standard operating procedures, and a robust performance appraisal system. Despite resource limitations and escalating service demands, SLBs exhibit adaptability in delivering responsive services through access rationing strategies, task routinization, and collaborative partnerships with interdepartmental units and community stakeholders. Contrary to the nonvoluntary client interactions posited by Lipsky, SLB-SIM applicant engagements are characterized by enhanced humanization and responsiveness. Nevertheless, Lipsky's theoretical insights maintain relevance in the broader landscape of public service provision. The study underscores the criticality of striking a balance between procedural adherence and client-centric responsiveness to optimize service quality.
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