Government Human Capital Management Research Articles

The System Feature Identification for Accelerating Government Human Capital Knowledge Improvement

The knowledge management system is information technology to support knowledge management activities in an organization. Defining KMS features in government institutions can be conducted by identifying the KM process is represented by some indicators. Many studies have been done in developing the KM system in various sectors. However, research on the KM system in human capital management has not yet been much published. This research aims to define a priority order of knowledge management process and identify knowledge management system features for Government Human Capital Management. Data collection has been done by distributing questionnaires (253 respondents) and interviewing stakeholders (9 experts) of the institution for human capital management in Indonesia (KemenPAN&RB, BKN, and LAN. We used three analysis methods: the Analytical Hierarchy Process (AHP), Pearson Correlation (Pearson’s R), and the Expert Judgment method. As a result, we found major features of KM system for HCM in Indonesia, including electronic group discussion (best practice and lesson learn), work performance evaluation (daily activities and profile), communication tools (e-mail, chat and video conference), document management (digital document and physical document) and expertise management (decision support, expertise locator and expert knowledge). The limitation of this study is the topic of research specific to the KM system for government human capital management in Indonesia. The object research only three government ministries appointed to be government human capital management managers. Recommendation KM system in the government institution must be implemented to facilitate KM process align with the organizational strategy and objectives.

NUSANTARA: A New Model of Knowledge Management in Government Human Capital Management

Knowledge management is one of organizational strategy to improve the organizational competitive value. Align with presidential regulation No. 81 Year 2010 about bureaucratic reform and PERMENPAN&RB No. 20 year 2010 about bureaucratic reform roadmap declare that one bureaucratic reform objective are human capital development. This program is important to increase the public service. Three government ministries based on the UU No. 5 Year 2014 about Government Human Capital assigned to manage them. This research aims to develop the model of knowledge management for government human capital management. Research object implicate State Ministry for State Apparatus Reform (KEMENPAN & RB), National Civil Service Agencies (BKN) and National Institute of Public Administration (LAN). While the research stages are identify the strategic issue, develop the theoretical model, evaluate the theoretical model, identify the element model and knowledge and the last develop the model. Data analysis uses multiple methods in qualitative and quantitative technique. This model was developed using hybrid and synthesis method from the theoretical model of Indonesian knowledge management, knowledge management solution and foundation and the APO framework KMP. The model of government human capital knowledge management of Republic Indonesia (NUSANTARA) consist of eight component there are vision and mission, CSF, KM Mechanisms and Technologies, KMS, KM cycle, KM process, organizational core knowledge and outcome (government public services).

Multi Methods for Knowledge Management Strategy Roadmap of Government Human Capital Management

Knowledge management strategy roadmap consists of several stages to implement knowledge management in three government organization who manage the government human capital management process. They are State Ministry for State Apparatus Reform (KEMENPAN & RB), National Civil Service Agencies (BKN) and National Institute of Public Administration (LAN). Generally this KM strategy roadmap covers three important aspects in the government human capital management there are people, process and technology. This research describes the development of the KM strategy using multi methods there are OCAI (Organizational Culture Assessment Instrument), gap analysis assessment and risk analysis assessment. Questionnaire and interviews are conducted to discover the data related to the KM strategy roadmap of government human capital management. Result of the KM strategy roadmap was validated using expert judgment. Research finding that the KM strategy roadmap for government human capital management was describes in three criteria and three phase. There are people (three phase), process (three phase), technology (two phase) and each of phase has their own strategic action plan.

Identifying Knowledge Management Process of Indonesian Government Human Capital Management Using Analytical Hierarchy Process and Pearson Correlation Analysis

Knowledge management (KM) as set of activities to create organizational competitive advantages which is enhanced organizational objectives through innovation and organizational services using organizational knowledge. These activities of KM are well known as KM process that consists of discovering, capturing, sharing and application process. This research determines KM process in Indonesian government human capital management that organized with three government institution. Survey is conducted by distributing questionnaire in three government ministries (MENPAN, LAN, BKN). Analytical hierarchy process and Pearson correlation analysis are used for data analysis. Result of this study shown that all process and sub process are important, verifying and validating KM process was conducted by expert judgment. The KM process proposed using Pearson Correlation analysis was appointed as KM process for government human capital management. Current knowledge management process represents in some sub processes such as socialization, externalization, and routines. While, future knowledge management sub process which should be enhanced are combination, internalization, socialization and routines.

Knowledge Management: Organizational Culture in Indonesian Government Human Capital Management

Organizational culture believed as an enabler's of knowledge management implementation. Others assumed that one of critical success factor of knowledge management can be seen from its culture. Generally organizational culture has positive impact to knowledge management. Type of organizational culture can be a guide to encourage the knowledge management (KM) implementation strategy and programs. Culture can direct organization member to behave in certain manners, rules, procedures and policies as an organizational mechanism. This paper describes the process to determine the current organizational culture and suggestion future culture for implement knowledge management in government. OCAI (Organizational Culture Assessment Instrument) and its framework (Competing Value Framework) were used for identifying type of organizational culture in some government ministries/agencies which duties to manage government capital. Result of this study will be used as references for implementing knowledge management for Indonesian Government Human Capital Management for achieve their goals and competitive advantages.

CRITICAL SUCCESS FACTOR FOR IMPLEMENTING KM IN GOVERNMENT HUMAN CAPITAL MANAGEMENT: CASE STUDY BADAN KEPEGAWAIAN NEGARA

Abstract Nowadays, knowledge management in organization became a trend strategy in order to improve organization performance. But unfortunately, it’s a big challenge to implementing knowledge management in organization, because it’s relatively new and not many people knew about this. This research is done in order to realize bureaucratic reform in government service improvement according to PERMENPAN No. 14 Tahun 2011 is about knowledge management (KM) implementation in government. Knowledge management cannot be separated from human capital as an intangible asset in organization which has an important role to the success of organization goals. This conducted research aims to identify critical success factor of KM implementation in Indonesian government human capital management case study: Badan Kepegawaian Negara. Stages of this research are literature study, data collection using interviews, observation, and group discussion organization to explore and discovering critical success factor for KM implementation. Data analysis using descriptive statistic, delphi method and expert judgment in order to define critical success factor of implementing KM in government human capital management: case study in Badan Kepegawaian Negara. The result shows that several critical success factors for KM implementation in the government human capital management are organization culture, leadership, organization structure, HR/HC (knowledge, skill, attitude), HR/HC process (acquisition, development, engagement, retention) and policy.