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"ABSTRAKPenelitian ini bertujuan untuk mengetahui persepsi pegawai mengenai pengembangan karier pada Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi Republik Indonesia dengan mengacu kepada apa yang dikemukakan oleh Beach, 1984: 320, bahwa pengembangan karier pegawai terbagi menjadi dua komponen, yakni perencanaan karier (career planning) dan manajemen karir (career management). Ke dua komponen tersebut mempunyai aspek-aspek atau indikatorindikator yang mempengaruhi dalam pelaksanaannya.Hasil penelitian menunjukkan bahwa secara umum peresepsi responden terhadap pengembangan karier pegawai di lingkungan Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi memberi penilaian yang ?Baik?. Dengan kata lain bahwa program pengembangan karier yang telah dilaksanakan oleh Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi sudah berjalan dengan ?Baik?. Pada dimensi ?Perencanaan Karier?, sebagian besar responden/pegawai menyatakan bahwa dimensi ?Perencanaan Karier? beserta aspek-aspek yang melingkupinya sudah berjalan dengan ?Baik?. Namun, terkait dengan aspek-aspek ?tujuan jangka pendek, tujuan jangka menengah, dan tujuan jangka panjang pegawai dalam pencapaian rencana kariernya, sebagian besar responden berpendapat ?negatif?. Hal ini dapat terlihat, berdasarkan data hasil penelitian terdapat sebanyak 33 responden (50.8%) yang menyatakan ?Kurang Baik? dan sebanyak 6 responden (9.2%) menyatakan ?Tidak Baik?. Pada dimensi ?Manajemen Karier?, sebagian responden/pegawai menyatakan secara umum dimensi ?Manajemen Karier? dengan aspek-aspek yang melingkupinya sudah ?Baik?. Namun, terkait dengan aspek ?terdapat pola karier (career path) yang jelas dalam organisasi? dan pernyataan ?terdapat penilaian terhadap kinerja pegawai? sebagian besar responden/pegawai memberikan penilaian yang ?negatif?. Saran yang dapat diberikan dalam pengembangan karier di Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi adalah : perlu segera disusun pola karier pegawai di lingkungan Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi. Pola karir bukan hanya memberikan arah yang jelas atau pasti terhadap karier para pegawai dimasa mendatang, sehingga para pegawai dari awal sudah dapat menetapkan target-target dalam mencapai tujuan kariernya. Selain itu juga perlu segera disusun sistem penilaian kinerja pegawai yang terukur di lingkungan Mahkamah Konstitusi. Penilaian kinerja yang obyektif terkait pula dengan pengembangan karir pegawai, dimana pegawai yang memiliki prestasi kerja yang baik akan mempunyai peluang yang lebih besar dalam peningkatan karirnya.

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ABSTRACT

This research exploring on the employee side, about their perception on career development in constitutional court of Indonesia, following Beach?s statement (1984:320) which is said that career development is divided into two components; career planning and career management. Those components have many aspects and indicators that can influence its implementation.

The conclusion of this research showed that generally, respondents gave ?Good? perception regarding career development policy in Secretariat General and Court Registrar of the Constitutional Court of Indonesia. In other words it can be concluded that career development programs which carried out by Secretariat General and Court Registrar of the Constitutional Court of Indonesia had been done in a satisfying manner. In the ?Career Planning? dimension, the majority of the respondents/staff stated that the ?Career Planning? dimension and other aspects which revolve around it had been done in a ?Good? manner. However, regarding with the aspects of short term, middle term, and long term objective in the employees career achievement planning, the majority respond negatively. This fact is shown by the data obtained by this research that a number of 33 respondents (50.8%) stated ?Adverse? and a number of 6 respondents (9.2%) stated ?Poor?. In the ?Career Management? dimension, a part of respondent/staff stated generally that the ?Career Management? dimension with other aspect that surrounds it had been ?Good?. However, regarding with ?existent of a apparent career path in organization? and in the statement ?existent of employee?s work assessment? the majority of respondent/staff respond negatively. Recommendation for the career development program in the Secretariat General and Court Registrar of the Constitutional Court of Indonesia is: it is necessary to arrange an apparent career path for employee in the Secretariat General and Court Registrar of the Constitutional Court of Indonesia. This career path is not only to provide a clear or fixed direction towards the employee?s career development in the future, thus the employees are able to fixed their targets in their career achievements objectives. Moreover, it is necessary to arrange an apparent system of staff?s work assessment in the Constitutional Court work organization. This objective assessment in work achievement is also related to employee?s career development, in which employees with better work achievement could gain a bigger opportunity in their career improvement."

"Direktorat Jenderal Pemasyarakatan Departemen Hukum dan Hak Asasi Manusia adalah sebuah organisasi publik yang bertugas melaksanakan pembinaan terhadap narapidana. Di dalam pelaksanaan tugasnya, diperlukan aparatur negara sebagai sumber daya manusia yang bercirikan profesional, kompeten dan akuntabel. Secara konseptual mengenai pengembangan karir seorang merupakan unsur yang strategis dalam menentukan sehat tidaknya suatu organisasi. Pengembangan Sumber Daya Manusia yang terencana dan berkelanjutan karenanya merupakan kebutuhan yang mutlak terutama untuk masa depan organisasi.Model Operasional penelitian menggunakan pendekatan kualitatif dengan kategori penelitian kebijakan (policy research). Policy research dimulai karena adanya masalah yang pada umumnya dimiliki oleh para administrator atau pengambil keputusan pada suatu organisasi. Informan dalam penelitian ini terdiri dari para pejabat pengambil kebijakan pada Direktorat Jenderal Pemasyarakatan. Pengumpulan data dilakukan dengan wawancara mendalam tentang pola perencanaan dan pengembangan karir.Berdasarkan analisis hasil penelitian, bahwa 1) kondisi perencanaan dan pengembangan karir pegawai yang ada di lingkungan Direktorat Jenderal Pemasyarakatan belum terprogram dengan baik; 2) belum meratanya penyebaran informasi tentang karir; 3) adanya intervensi pengembangan karir oleh Sekretariat Jenderal. Sedangkan strategi yang dapat dilakukan disini adalah mengimplementasikan perencanaan pegawai yang mencerminkan keadilan dan layak serta diperlukan analisis pola karir berdasarkan kompetensi, prestasi, dedikasi, loyalitas dan tidak tercela yang harus dikembangkan sebagai bahan masukan penyempurnaan persyaratan substantif pola karir yang berlaku saat ini, dan diperlukan adanya penyempurnaan pola perencanaan dan pengembangan karir pegawai sesuai dengan job clustering-nya atau dengan pola karir zig-zag.Hasil penelitian perencanaan dan pengembangan karir pegawai di lingkungan Direktorat Jenderal Pemasyarakatan ini dapat dijadikan bahan referensi/kajian dalam melakukan penelitian lanjutan serta diharapkan dapat pula dijadikan masukan bagi pengelola sumber daya manusia sebagai pemegang kebijakan.

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Directorate General of Correction ? Department of Law and Human Rights is a public which has a duty to prisoners. In the implementation of its duties, it is needful of state apparatus as human resources which professional, competent and accountable. Ones carrier development are conceptionally a strategic element in determing a healthy organization. A well planned and continuous Human resources development is necessary for the future of an organization.Operational model of this study used the approach qualitative research with policy research category. Policy research started because there is a problem that administrator have generally or decision maker in organization. Informan in this research contain of functionaries policy holder in Directorate General of Correction. The data was collected by means of deep interview about career planning and career development system of employee?s.Base on the result analysis of research, that 1) condition career planning and career development of employee?s in Directorate General of Correctional environment unprogramily better yet; 2) have not flat the information spreading about career; 3) intervensi career development by Secretariat General. While strategy is to implement employee?s career planning which reflects fairness and proper and than it is needful of an analysis of career system base on competention, prestation, dedication, loyality and not blame worthy which must be developed as an input to action of perfection substantive requirements of career system as occur this moment and it needs existence of perfection career planning and development of employee?s system right to his job clustering or with zig-zag career system.The research suggest that career planning and career development of employee?s in Directorate General of Correction can be used as reference / knowledge in implementing continuation of research and could be used as inputs to human recourses manager as policy holder."

"Pada tahun 2004 Mahkamah Konstitusi meluncurkan dokumen bersejarahnya: "Cetak Biru: Membangun Mahkamah Konstitusi Sebagai Institusi Peradilan Konstitusi yang Moderen dan Terpercaya" (Cetak Biru). Cetak Biru ini merupakan dokumen utama kebijakan strategi manajemen perubahan Mahkamah Konstitusi yang unik, yaitu dibuat bersama-sama dengan lembaga swadaya masyarakat Konsorsium Reformasi Hukum Nasional (KRHN) sebagai wujud penghargaannya terhadap proses pengambilan kebijakan publik yang partisipatif.Permasalahan yang akan diteliti dalam tesis ini adalah: (i) Bagaimanakah Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi Republik Indonesia melakukan manajemen perubahannya? dan (ii) Bagaimana hubungan kegiatan manajemen perubahan Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi Republik Indonesia terhadap upaya mewujudkan organisasi Mahkamah Konstitusi Republik Indonesia sebagai lembaga peradilan yang moderen dan terpercaya?Penelitian ini merupakan penelitian deskriptif dengan menggunakan pendekatan studi kasus di Sekretariat Jenderal dan Kepaniteraan. Sebagai unit unit pendukung utama dibidang administrasi umum dan justisial, peranan Sekretariat Jenderal dan Kepaniteraan sangatlah penting bagi kelancaran beroperasinya Mahkamah Konstitusi dan terutama memiliki posisi yang strategis untuk mewujudkan pelbagai program dalam Cetak Biru. Kedua unit tersebutlah yang akan melanggengkan cita-cita Cetak Biru, melampaui terbatasnya masa jabatan para hakim konstitusi. Penelitian ini mendasarkan pada pendapat Burke (2002: 43) bahwa untuk memahami perubahan organisasi maka pendekatan yang diambil adalah dengan memandang organisasi sebagai suatu sistem yang terbuka, yang tergantung pula dari faktor lingkungan dimana organisasi itu berada. Sedangkan kesuksesan upaya untuk menghadapi perubahan baik yang berasal dari dalam maupun dari luar organisasi, maka menurut Nickols (2004:1), Potts dan La Marsh (dalam Wibowo, 2006: 175), Asian Institute of Journalism and Communication (2003:1), maupun National School of Government (2006: 4) suatu organisasi perlu melakukan serangkaian tindakan untuk mengelolaperubahan itu dengan memperkenalkannya secara terencana, sistematis dan berkelanjutan (sengaja mengalokasikan sumber dayanya) melalui pelbagai program baru yang relevan pula bagi organisasi itu agar seluruh elemen dalam organisasi itu bisa menyesuaikan diri dengan lancar tiap perubahan yang dihadapi. Dalam menjaga kesuksesan mengelola tahapan program perubahan itu pula suatu organisasi harus senantiasa memberi perhatian pada pengaruh kepemimpinan, budaya organisasi, strategi perubahan yang terintegrasi serta komunikasi dua arah dengan para stakeholders organisasi itu.Berdasarkan hasil kuesioner, telah ditemukan bahwa kriteria ?Organisasi? berpengaruh cukup besar dalam manajemen perubahan di organisasi Mahkamah Konstitusi, sehingga dengan memperhatikan sub kriteria - sub kriteria di dalam kriteria Organisasi maka perlu dipertimbangkan untuk melakukan perubahan di organisasi Mahkamah Konstitusi. Sedangkan untuk kriteria ?Perubahan Organisasi? maka masih perlu dilakukan pengembangan dan pelatihan untuk menerapkan kriteria ini di organisasi Mahkamah Konstitusi.Selanjutnya berdasarkan serangkaian wawancara mendalam terhadap beberapa narasumber di lingkungan kerja Sekretariat Jenderal dan Kepaniteraan menyatakan bahwa Mahkamah Konstitusi adalah suatu lembaga publik yang baru sehingga masih perlu penyempurnaan sistem kerjanya. Sekalipun hal itu akan menambah beban kerja tetapi semua narasumber tetap bersemangat guna mendukung lancarnya pelaksanaan tugas dan wewenang Mahkamah Konstitusi. Namun demikian, kecuali untuk program pengembangan website Mahkamah Konstitusi, otomatisasi sistem manajemen perkara secara elektronik dan pembangunan gedung perkantoran baru, hingga saat ini belum terbentuk kepanitiaan dan alokasi anggaran khusus untuk mendukung program perubahan sebagaimana direkomendasikan oleh Cetak Biru.Berdasarkan hal-hal diatas, manajemen perubahan yang dilakukan di lingkungan Sekretariat Jenderal dan Kepaniteraan perlu dilakukan secara konsisten dan perlu dicermati secara serius mengingat bila tidak ditangani lebih lanjut secara profesional, dapat menjadi potensi pada gagalnya upaya perubahan organisasi yang saat ini sedang dikerjakan dan mencederai kepercayaan para stakeholders terhadap kegiatan perubahan organisasi Mahkamah Konstitusi di masa mendatang.Oleh karena itu disarankan agar pertama, pimpinan Sekretariat Jenderal, Kepaniteraan dan para hakim konstitusi bersama-sama menyelenggarakan rangkaian diskusi internal terbatas untuk merancang dan menyelenggarakan evaluasi secara menyeluruh tentang sejauhmana keberhasilan program perubahan sejak diterbitkannya Cetak Biru di tahun 2004. Kredibilitas evaluasi tersebut akan lebih dihargai oleh publik bilamana dilakukan oleh sebuah tim independen yang berisi para tenaga ahli lokal dibidang organizational development (terutama yang berpengalaman menanagani organisasi publik), ahli hukum administrasi negara/tata negara dan perwakilan stakeholders yang berkompeten. Kedua, Sekretariat Jenderal dan Kepaniteraan secara periodik menyelenggarakan survei secara internal dan eksternal organisasi, untuk memudahkan pengamatan terstruktur tentang sejauhmana pengaruh manajemen perubahan yang dilakukan telah mewujudkan Mahkamah Konstitusi yang moderen dan terpercaya. Berdasarkan kedua survei tersebut, setidaknya para pimpinan akan mendapatkan suatu bentuk awal analisa kebutuhan (needs assessment) guna ditindaklanjuti dengan keputusan strategis berikutnya

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In the year 2004, the Constitutional Court launched its historical document: Cetak Biru: Membangun Mahkamah Konstitusi Sebagai Institusi Peradilan Konstitusi yang Moderen dan Terpercaya (The Blue Print to Develop the Constitutional Court as a Modern and Trusted Judicial Institution) (hereinafter referred to as the ?Blue Print?). The Blue Print is the principal document for the Court?s strategy in managing organizational change. The document was also unique because it was jointly drafted with a local civil society organization Konsorsium Reformasi Hukum Nasional/KRHN, as a testament to the court?s support to public participation in policy making.The focus of the research are twofold: First, on how the Secretariat General and the Court Registrar manage the organizational change. Second, to better understand the the relationship between the Secretariat General?s and the Court Registrar?s efforts in managing the organizational change and how such activity influenced the efforts to develop the Constitutional Court to become a modern and trusted judicial institution.The research is descriptive and focuses on the court?s Secretariat General and Registrar as objects for the case study. Although each unit provides support in managing the court?s general and judicial administration respectively, they are all very important in making sure that the Constitutional Court is managed properly and posses the strategic role in implementing the various development programs contained in the Blueprint. Those units would eventually be the main actors in implementing the Blueprint, beyond the tenure of the justices of the Constitutional Court.This research is based on Burke (2002: 43) who opined that in order to understand organizational change, one should observe such organization as an open system, which is dependant to its environment. Meanwhile, in order to successfully respond to change, Nickols (2004:1), Potts and La Marsh (in Wibowo, 2006: 175), the Asian Institute of Journalism and Communication (2003:1), and National School of Government (2006:4) opined that such organization needs to conduct a series of actions in managing change and introduce the changes in a planned, systematic and sustainable way, i.e. allocating the relevant resources, so that all elements of the organization can better adjust to such changes. In maintaining the success of managing change, such organization should focus on the influences of leadership, organizational culture, integrated strategies for change and a ?two-way? communication process with the stakeholders. Based on the results from the questionaires, the research found that the ?Organization? criteria has a profound influence on how change is managed in the Constitutional Court. In this regard, consideration should be focused on better understanding the various subcriterias in order to conduct organzational change at the court. Meanwhile, under the ?Organizational Change? criteria, the results from the questionaires indicate that further development in and training on organizational change are required for the Constitutional Court. Subsequently, based on the series of in-depth interviews with officials of the Secretariat General and the Court Registrar, all opined that the Constitutional Court is a developing public organization and therefore still needs to enhance its system of operational procedures. Eventhough such enhancement would increase the workload, all of the interviewees are generally enthutiastic in supporting and making sure that the mandates of the court are successfuly implemented. However, except for the development of the court?s website, an automated electronic based case management system and the construction of a new court building, the interviewees confirmed that until this day no special commitees or budget allocations are made to support the various change programs as recommended by the Blueprint.In this regard, change management efforts at the Secretariat General and the Court Registrar should be conducted in a consistent way and to be seriously monitored considering that unprofessional handling of the change program would potentially lead to the failure of such programs and jeopardize the credibility of future change programs of the court before its stakeholders.Therefore, it is proposed that firstly, the leadership of the Secretariat General, the Court Registrar and the court?s justices should jointly organize a series of internal focused group discussions to craft and determine a comprehensive evaluation to measure the successes of implementation since the launching of the Blueprint in 2004. The credibillty of the evaluation may be better appreciated by the public if conducted by a team of independent evaluators, consisting of local experts in the field of organizational development (particularly those experienced in handling public organizations), administrative law/constitutional law specialists, and competent representatives of the stakeholders. Secondly, the Secretariat General and the Court Registrar jointly conduct periodic surveys (internal and external) to enhance structured observations on how change management efforts have influenced the efforts to develop the Constitutional Court to become a modern and trusted judicial institution. Based on those surveys, at the minimum the leadership of the court can obtain an initial form of a needs assessment analysis, which is required to be followed up via strategic decisions."

"Persoalan peningkatan kinerja pegawai merupakan hal yang sentral dibicarakan dalam manajemen sumberdaya manusia. Untuk itu kajian mengenai faktor-faktor yang berkorelasi dengan pencapaian kinerja pegawai selalu dilakukan dari waktu ke waktu. Beberapa faktor yang berhubungan dengan kinerja pegawai antara lain yaitu budaya kerja pegawai dan motivasi pegawai.Penelitian ini bertujuan untuk mengetahui: (1) Hubungan Budaya Kerja dengan kinerja pegawai pada Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi; (2) Hubungan Motivasi Pegawai dengan kinerja organisasi pada Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi; (3) Hubungan Budaya Kerja dan Motivasi Pegawai secara bersama-sama dengan kinerja organisasi pada Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi.Untuk menjawab tujuan penelitian tersebut digunakan beberapa konsep yaitu, konsep kinerja organisasi, konsep budaya kerja pegawai dan konsep motivasi kerja pegawai. Kinerja adalah tingkat pencapaian hasil atau merupakan tingkat pencapaian tujuan. Kinerja adalah degree sejauhmana seseorang melaksanakan kegiatan yang menjadi tanggung jawabnya untuk mencapai hasil sesuai dengan target kerjanya; bila hasil kerja semakin mendekati target kerjanya maka tentu kinerjanya semakin baik (Rue dan Byars dalam Keban, 1995). Menurut Robbins (2002), karakteristik budaya organisasi, yaitu: inisiatif individu, toleransi terhadap tindakan beresiko, arah, integrasi, dukungan manajemen, kontrol, identitas, toleransi terhadap konflik, pola-pola komunikasi. Motivasi menurut Maslow terdiri dari hirarkhi tingkat kebutuhan, yaitu: kebutuhan fisik, rasa-aman, hubungan sosial, perwujudan diri, pengakuan terhadap prestasi. Data yang digunakan adalah data primer dan data sekunder. Data primer diperoleh melalui studi lapangan, kuesioner. Sedangkan data sekunder berasal dari data laporan dari berbagai instasi yang berhubungan dengan masalah penelitian.Hasil analisis yang diperoleh menunjukkan bahwa; (1) Budaya kerja memiliki korelasi positif dengan kinerja pegawai secara signifikan di Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi; (2) Motivasi kerja pegawai memiliki korelasi positif dengan kinerja pegawai secara signifikan di Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi; (3) Budaya kerja dan Motivasi kerja pegawai memiliki korelasi positif dengan kinerja pegawai secara signifikan di Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi. Semakin baik budaya kerja dan motivasi, semakin tinggi kinerja pegawai di Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi. Sebagai rekomendasi dari penelitian ini, disarankan kepada Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi untuk menciptakan nuansa kerja yang menunjang pencapaian Kinerja Pegawai, melalui penciptaan budaya kerja yang kondusif melalui pelatihan yang memadai. Diperlukan penelitian lanjutan, selain budaya kerja, dan motivasi pegawai yang akan berkorelasi dengan kinerja.

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Issues about organizational performance are the central issues to discuss in human resources management. Therefore, study about same factors correlate with organizational performance is to be done from time to time. Same factors which is correlate with organizational performance such as organizational culture and motivation.This research aim to know: (1) the correlation between organizational culture toward organizational performance in Sekretariat General and Registrar of Constitutional Court of The Republic of Indonesia; (2) the correlation between motivation toward organizational performance in Sekretariat General and Registrar of Constitutional Court of The Republic of Indonesia; (3) the correlation between organizational culture and motivation toward organizational performance in Sekretariat General and Registrar of Constitutional Court of The Republic of Indonesia.To answer the research aim are used same concept. That are organizational performance concept, organizational culture concept and motivation. Performance is the degree of accomplishment (Rue dan Byars: Keban, 1995). According to Robbins (2002), organizational culture specified are: personal initiative, tolerans toward risk action, objective, integration, management support, control, identity, tolerans toward conflict, comunication structure. Motivation according to Maslow are built base on hirarchy need. That are: fisical need, secure need, social relationship, self actualization, prestise need. Data used in this research are primery and secondary data. Primary data are collected by field research and quesioner. Secondary data are collected from report data from various resourch which is related to research topic.Research indicated same result, which are; (1) there is positive correlation between organizational culture toward organizational performance in Sekretariat General and Registrar of Constitutional court; (2) there is positive the correlation between motivation toward organizational performance in Sekretariat General and Registrar of Constitutional Court; (3) there is positive the correlation between organizational culture and motivation toward organizational performance in Sekretariat General and Registrar of Constitutional Court As recommendation, this research give suggestion to Sekretariat General and Registrar of Constitutional Court of The Republic of Indonesia to create works environment which is related to reach the highest work performance by same effort specially suitable training for the employee. Is needed to do additional research by other researcher, biside organizational culture and motivation that will correlate to reach good performance of Sekretariat General and Registrar of Constitutional Court of The Republic of Indonesia employe."

"The Indonesian 1945 Constitution Article 34 item 3 stipulated that the state is responsible for providing proper health service and public facilities. Based on that, the government attempts to maintain and improve the health quality of the people by building medical service facilities in public areas and working premises. The Secretariat of the DPR RI as part of the government initiative has a medical service unit that provides health care for the DPR Members and their family, as well as for the employees and their family.

In the effort to give a better health care for the employees of the DPR Secretariat, the proponent has conducted a research on the perception on the competence and the motivation of the medical service staff towards the health care they provided for DPR Secretariat employees.

This research was made triggered by increased complaints from the employees who are not satisfied for the service.

The research is made through perceptional method negating the measurement through assessment test. Primary and secondary date was collected by conducting interviews and distributing questioners. The respondents were ranked officials of the DPR Secretariat, the medical service staff, staff of the Bureau of Session, and also DPR Members. The theoretical frameworks are theories on competence, motivation and public services. Method used is qualitative descriptive.

The finding of the research shows that competence of the medical services staff is not adequate. Although their competence, knowledge and skill are sufficient, but the competence of their attitude and behavior in providing services to the clients, the DPR employees, is relatively poor, so is their work motivation. They are mainly providing service based on obligation rather than the motivation to provide health care.

This research also found that poor motivation of most medical service staff is caused by the absence of objective, and the unfulfilled needs of the staff. Their position as functional staff with specific skill and scope of duties has limited them to take a structural position or be promoted or mutated to other units. If feels a need to give them a particular reward to enhance their motivation.

These researches conclude that those two factors widely affect the level of satisfaction of the DPR Secretariat employees towards medical services. Their low motivation contributes to the poor competence of attitude and behavior in providing services to client/patients. in giving the services, the medical service staff simply do things based on their education and skill, rather than providing services based on inter personal matters as required in any medical service."

"Tesis ini mencoba menganalisa pelaksanaan nilai-nilai transparansi dan akuntabilitas publik di Sekretariat Jenderal dan Kepaniteraan Mahkamah Konstitusi dengan cara melakukan audit terhadap penerapan kedua prinsip tersebut. Hasil Penelitian ini menunjukkan bahwa masalah utama yang dihadapi dalam pelaksanaan prinsip transparansi dan akuntabilitas di Mahkamah Konstitusi adalah belum adanya SOP dalam pelaksanaan tugas dan kegiatan, belum adanya unit pengawasan internal yang tetap disertai dengan mekanismenya, serta belum adanya mekanisme reward and punishment.Hal itu menunjukkan bahwa pelaksanaan prinsip transparansi dan akuntabilitas di Mahkamah Konstitusi saat ini belum menjadi sistem yang utuh dan tetap, tetapi bersifat sporadis yang didorong oleh faktor kepemimpinan di Mahkamah Konstitusi. Hal itu akan menimbulkan permasalahan karena bergantung kepada figur yang suatu saat tentu akan mengalami pergantian.Maka kami menyarankan untuk meningkatkan pelaksanaan prinsip transparansi dan akuntabilitas, agenda yang harus segera diselesaikan adalah finalisasi SOP dan perubahan organisasi dan tatalaksana. Hal itu harus dilakukan sejalan dengan penyusunan mekanisme pengawasan, mekanisme penanganan pengaduan, serta mekanisme reward and punishment.

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This thesis tries to analyze the implementation of transparency and public accountability values in the General Secretary and Registrar of Constitutional Court of Republic of Indonesia by performing audit to the application in those two principles. The results of this research shows that the main problems faced in implementation of transparency and accountability in the Constitutional Court because of unavailability of Standard Operating Procedure (SOP) for task and activity implementation, unavailability of fixed internal supervision unit with its mechanism, and unavailability of reward and punishment mechanism.These problems currently indicate that implementation of transparency and accountability in the Constitutional Court have not become an integral and fixed system but sporadic derived by leadership factor in the Constitutional Court itself. This condition will result a problem because of the dependence with one figure that will be replaced someday.In conclusion, we suggest to the organization to increase the implementation of transparency and accountability, some agendas that have to be finished are the finalization of SOP and the change of organization and procedure. These agendas should be performed in accordance with arrangement for supervision mechanism, handing complaint mechanism, and reward and punishment mechanism."

"Tesis ini membahas mengenai analisis kondisi knowledge management di Sekretariat Jenderal Mahkamah Konstitusi. Penelitian ini bertujuan untuk mengetahui kondisi organisasi Setjen Mahkamah Konstitusi menurut pendekatan 5 enabler Nonaka, kondisi yang seharusnya dimiliki organisasi yang memenuhi persyaratan penerapan knowledge management dan untuk mengetahui strategi organisasi Setjen Mahkamah Konstitusi dalam mewujudkan kondisi organisasi yang mendukung penerapan knowledge management. Penerapan knowledge management di dalam organisasi merupakan suatu proses mengumpulkan, memproses, menyimpan dan menyediakan pengetahuan bagi organisasi. Dengan demikian organisasi diharapkan dapat meningkatkan pelayanannya kepada masyarakat. Penelitian ini adalah penelitian kualitatif dengan desain deskriptif. Penelitian ini dilakukan dengan pendekatan kualitatif, karena berusaha mengungkapkan dan menjelaskan adanya gejala, fakta dan kejadian secara deskriptif.Hasil penelitian menunjukkan bahwa kondisi Setjen Mahkamah Konstitusi memenuhi persyaratan diterapkannya Knowledge Management, yaitu intention, autonomy, fluctuation and creative chaos, redundancy dan requisite variety. Motivasi organisasi Setjen Mahkamah Konstitusi untuk menerapkan manajemen pengetahuan, yaitu: knowledge centric driver, personal driver, structure based organization driver, dan techonology driver. Faktor-faktor yang menentukan keberhasilan penerapan knowledge management adalah budaya sharing knowledge, organisasi/infrastruktur IT yang mendukung, proses pengelolaan pengetahuan yang efektif dan efisien, serta adanya pengukuran keberhasilan yang jelas. Sedangkan organisasi Setjen Mahkamah Konstitusi sendiri memiliki hirarki rendah, intensitas administrasi cukup serta formalisasi, kompleksitas dan sentralitas organisasi yang tinggi. Untuk itu strategi yang dapat digunakan oleh organisasi Setjen Mahkamah Konstitusi dalam menerapkan knowledge management adalah strategi pembelajaran organisasi dengan pendekatan spiral SECI dari Nonaka.

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The research based-paper discuses about the analysis of knowledge management at Secretariat General of the Constitutional Court of Indonesia. It is aimed to find out the condition of the organization through the 5 enabler Ba Nonaka, a set of condition the organization should have to implement the knowledge management. Knowledge management is a set of processes, practices, and management philosophies that exist to collect, process, store, and make available the organizational knowledge that enables government agencies to be more proficient and competitive in the delivery of public services. The research is qualitative with descriptive design. The qualitative design is to explore and explained the reality descriptively.The result shows that the secretariat general of the Constitutional Court has fulfilled the prerequisites to implement knowledge management, namely intention, autonomy, fluctuation, and creative chaos, redundancy, and requisite variety. The motivations of the organization in implementing knowledge management are knowledge centric driver, personal driver, structure based organization driver, and technology driver. The success defining factors of the implementation are sharing knowledge custom, the infrastructure of information technology, the effective and efficient process of knowledge management, and exact measurement of success. The organization is said to have low hierarchy, medium administration intensity, and high in complexity, formalization, and centralization of the organization. Therefore, the strategy to be applied for the organization in order to implement the knowledge management is the spiral SECI and Nonaka approach."

"Penelitian ini bertujuan untuk mengetahui pengaruh kepemimpinan dan pengembangan karir terhadap kinerja pegawai pada Direktorat Jenderal Imigrasi. Adapun latar belakang dari penelitian ini adalah banyaknya permasalahan yang timbul sehubungan dengan kinerja pegawai pada Direktorat Jenderal Imigrasi. Dari indikator inilah timbul permasalahan yang tidak seimbang. Penulis menggunakan teori Mondy, Noe serta teori Amstrong untuk menggambarkan mengenai kepemimpinan. Teori Hadari Nawawi dan teori Hitt Michael untuk menggambarkan pengembangan karir, serta teori Gouzali saydam untuk menggambarkan mengenai kinerja. Metode penelitian ini menggunakan metode survey. Penulis menggunakan data primer dan data sekunder. Pendekatan yang digunakan dalam penelitian ini adalah pendekatan kuantitatif dengan menyebarkan kuisioner terhadap 86 responden. Sebelum melakukan analisis, terlebih dahulu penulis melakukan tes validitas dan reabilitas terhadap seluruh instrumen untuk menguji keabsahan dan keandalan instrumen yang digunakan oleh penulis, kemudian data dianalisis lebih lanjut dengan menggunakan tes korelasi, kemudian digunakan t test untuk menetukan pengaruh antara kepemimpinan terhadap kinerja dan pengembangan karir terhadap kinerja. Penulis juga menggunakan F test dalam menetukan pengaruh secara bersama-sama variabel bebas terhadap variabel tergantung. Hasil penelitian menunjukan bahwa terdapat pengaruh yang signifikan antara kepemimpinan dan pengembangan karir terhadap kinerja, serta terdapat pengaruh yang signifikan secara bersama-sama antara kepemimpinan dan pengembangan karir terhadap kinerja. Secara individu, pengaruh pengembangan karir lebih besar daripada kepemimpinan terhadap kinerja.

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The aim of this research is to analyze the effect of Leadership and career development towards on officer performance (employee) of Directorate General of Immigration. The background of this research is there so many problem which is at Directorate General of Immigration. From this indicator raise the unbalance problems.

Researcher applies the theory Mondy, noe and theory Amstrong to depict about leadership. The theory Hadari Nawawi and theory Hitt Michael to depict development of career, and Gouzali Syadam to depict about performance.

This research applied survey method. Researcher applies primary data and secondary data. The approach which applied in this research is quantitative approach by propagating the quesioner to 86 responden.

Before doing the analysis, the researcher does validity test and reabilities test to all instrument to test the validity and reabilities of instrument which is applied by researcher. Furthermore data is analysed by using correlation test, t test to determine relation between leadership to performance and development of career to performance. Researcher also applies F test in determining relation between leadership and development of career to performance.

The result of research shows that there are significant effect between leadership and career development towards employee, and also the significant effect between leadership and career development towards employee induvidualy, career development effect is bigger than leadership and employee."

"Motivation have a primary needs in an organization, in sub part of chief administration and protocol which an organization having main task and function to operate programs in which formal programs in government of Depok City where an organization have needs good works motivation. When doing a task in protocol division, good motivation in each implementer employees was needed.This research has describe to look and description a perception of employees about work motivation in sub part of chief administration and protocol of general division regional secretarial Depok city. This research using a quantitative method with a type description research and use cross sectional survey dimension. Total population in this research is 30 respondent and use total sample technique. All data has a count by SPSS version 15.Mc.Clelland (Needs Theory) has a focus about three factor; needs of success, needs of power or work authority and needs affiliation. Need of success consist of indicatorindicator work result, timing of finished works, resolve problems and detention in work and effectively. Needs of power consist of authority and responsibility. Needs affiliation consists of relationship with work partner, relationship with a chief and level of participation in organization. Based on process data result find out an employees perception about work motivation in sub part of chief administration and protocol of general secretariat regional city of Depok in high level."