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"The use of technology in reforming the government bureaucracy, namely e-Bureaucracy in the regency of Jembrana raises the assumption that the modernization of the bureaucracy can be supported by the social system based on cultural values. It is assumed that the implementation of e-Bureaucracy since the leadership of Regent I Gede Winesa was able to reform the bureaucracy in Jembrana. However, the latest research of his successor?s leadership suggests that there is the potential for failure of e-Bureaucracy, ranging from a decrease in function of the J-Net tower, the non-functioning of the rural internet office, and the return to manual service.The results showed that there are two basic problems in the implementation of e-Bureaucracy. First, the lack of sustained internal reform in Jembrana. This condition is caused by the euphoria with the past government and by the lack of innovation by the Jembrana bureaucratic apparatus. This situation is caused by the limited delegation of power in the bureaucratic structure in Jembrana. Secondly, community participation is not really being optimized as the basis of external reform. The lack of community participation is caused by the strong top-down approach from government and the lack of empowerment building by local NGO. The study uses a qualitative approach supplemented with literature study, in-depth interviews, and focus group discussions (FGD).

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Proses reformasi birokrasi dengan metode e-Bureaucracy di Kabupaten Jembrana memunculkan satu asumsi bahwa modernisasi birokrasi dapat tertunjang oleh sistem kemasyarakatan berbasis pada nilai budaya. Secara normatif, ada asumsi bahwa penerapan e-Bureaucracy sejak masa Bupati I Gede Winesa mampu mereformasi birokrasi Kabupaten Jembrana. Namun, hasil penelitian terbaru pada masa Bupati Putu Artha menunjukkan bahwa ada anomali potensi kegagalan e-Bureaucracy, mulai dari penurunan fungsi menara J-Net, tidak berfungsinya Kantor Internet Desa, hingga pelayanan birokrasi secara manual.Hasil penelitian menunjukkan bahwa ada dua masalah dasar dalam implementasi e-Bureaucracy. Pertama, lemahnya reformasi internal birokrasi Kabupaten Jembrana. Kondisi tersebut dipengaruhi oleh euforia masa lalu dan lemahnya daya inovasi aparat birokrasi Jembrana. Lemahnya inovasi disebabkan oleh belum optimalnya prinsip pendelegasian dalam struktur birokrasi di Jembrana. Kedua, belum optimalnya partisipasi masyarakat sebagai basis reformasi eksternal. Penyebabnya adalah kuatnya pendekatan top-down pemerintah kabupaten kepada sistem kemasyarakatan yang ada dan masih belum optimalnya prinsip pemberdayaan masyarakat oleh LSM lokal. Penelitian menggunakan pendekatan kualitatif dengan menerapkan studi literatur, wawancara mendalam, dan focus group discussions (FGD)."

"Reformasi birokrasi merupakan faktor penentu keberhasilan keseluruhan agenda negara dan pemerintahan di Indonesia dalam kerangka upaya merealisasikan sebuah tata pemerintahan yang baik (good governance). Dalam kaitan itu maka perlu pelaksanaan reformasi birokrasi secara komprehensif dalam tiap-tiap aspeknya dan bukan lagi sekedar pembenahan parsial. Kementerian PANRB telah ditunjuk sebagai leading sector dalam pelaksanaan reformasi birokrasi 2010-2025. Namun demikian, apakah Kementerian PAN-RB memiliki kapabilitas dalam melaksanakan program reformasi birokrasi nasional? Problematika faktual yang dihadapi oleh Kementerian PAN-RB sebagai prime mover untuk melaksanakan reformasi birokrasi di Indonesia setidaknya: a) Keterbatasan sumber daya manusia b) keterbatasan otoritas c) keterbatasan dukungan pendanaan d) besarnya program reformasi yang harus dilaksanakan. Sedangkan conceptual framework bagi sebuah institusi yang mampu melaksanakan tata kelola pemerintahan yang dinamis (dynamic governance) sesuai dengan perubahan lingstranya maka institusi tersebut harus memiliki kapabilitas able people dan agile process dengan karakateristik thinking ahead, thinking again dan thinking across sebagaimana dinyatakan oleh Neo dan Chen. Oleh karena itu, penelitian ini bertujuan menjawab 2 (dua) pertanyaan pokok, yaitu: 1) Bagaimana kesiapan kapabilitas Kementerian PAN-RB dalam melaksanakan Program Reformasi Birokrasi Nasional (RBN) ditinjau dari aspek able people dan agile process? 2) Bagaimanakah kendala di Kementerian PAN-RB dalam melaksanakan Program RBN ditinjau dari aspek able people dan agile process? Analisis terhadap people, process dan karakteristik thinking ahead, thinking again dan thinking across di Kementerian PAN-RB menemukan "kesenjangan" antara realitas aktual di kementerian dengan yang seharusnya dimiliki secara konseptual yaitu tersedianya able peole dan agile process guna melaksanakan berbagai program reformasi birokrasi dalam sebagai bagian dari upaya strategis Kementerian dalam melaksanakan dynamics governance. Ditengah kekurangmaksimalan able people serta agile process-nya, Kementerian PAN-RB tetap dapat mendesain dan melaksanakan program-program reformasi birokrasi yang strategis, komprehensif, integral dan masif. Hal ini dapat terjadi karena terdapat faktor yang sangat penting yaitu enabling macro policy environment yang terdiri dari: a) kepemimpinan yang transformasional b) policy community dan c) policy network.Penelitian ini merekomendasikan bagi Kementerian PAN-RB untuk memperkuat able peple melalui penguatan talent scouting, people development, leadership dan people retaining. Untuk memperkuat agile process melalui peningkatan mengantisipasi masa depan, mengalokasi sumber daya serta menyusun program kerja dan unit kerja yang terintegrasi, baik secara horizontal maupun vertikal. Untuk kesinambungan program reformasi birokrasi nasional, Kementerian PAN-RB disarankan untuk segera memfinalisasi Roadmap RBN 2015-2019, RPJMN 2015-2019 serta blueprint untuk World Class Bureaucracy 2025."

"Penelitian ini membahas pengaruh reformasi birokrasi dan remunerasi secara parsial maupun simultan terhadap perilaku koruptif di Kementerian Koordinator Bidang Kesejahteraan Rakyat. Sampel dalam penelitian ini berjumlah 170 responden yang disebar kepada pegawai negeri sipil (PNS) di Kementerian Koordinator Bidang Kesejahteraan Rakyat. Metode analisis data yang digunakan adalah analisis kuantitatif menggunakan uji validitas, uji reliabilitas, uji asumsi klasik, dan uji hipotesis melalui analisis regresi linier berganda. Hasil penelitian mengungkapkan bahwa secara parsial hanya reformasi birokrasi yang berpengaruh signifikan terhadap perilaku koruptif, namun secara simultan reformasi birokrasi dan remunerasi berpengaruh signifikan terhadap perilaku koruptif di Kementerian Koordinator Bidang Kesejahteraan Rakyat.

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Focus of this study is to determine the influence of bureaucracy reforms and remuneration partially or simultaneously to corruptive behavior at The Coordinating Ministry for People's Welfare. Sample in this study amounted to 170 respondents were distributed to the employees of The Coordinating Ministry for People's Welfare. Data analysis methods used are quantitative analyzes using the validity and reliability test, the assumption of classical test, and a multiple linear regression analysis. Results of this study revealed that partially only bureaucracy reforms has a significant influence to corruptive behavior, but simultaneously bureaucracy reforms and remuneration has a significant influence to corruptive behavior at The Coordinating Ministry for People's Welfare."

"ABSTRAKPenelitian ini bertujuan untuk mengetahui pengaruh kepemimpinantransformasional terhadap komitmen karyawan dalam menjalankan reformasibirokrasi. Penelitian dilakukan di salah satu organisasi sektor publik di Jakartadengan jumlah sampel sebanyak 163 yang merupakan pegawai dari organisasitersebut. Alat ukur yang digunakan untuk mengukur kepemimpinantransformasional adalah kuesioner Multifactor Leadership Questionnaires(MLQ5X), dan kuesioner komitmen perubahan yang dikembangkan olehHerscovitch dan Meyer (2002) untuk mengukur komitmen karyawan terhadapreformasi birokrasi. Hasil penelitian menunjukkan bahwa komitmen karyawanterhadap reformasi birokrasi dipengaruhi secara signifikan oleh kepemimpinantransformasional. Kepemimpinan transformasional juga berpengaruh secarasignifikan terhadap komponen affective commitment to change dan normativecommitment to change, sedangkan kepemimpinan transformasional tidakberpengaruh secara signifikan terhadap continuance commitment to change. Hasilpenelitian ini menyarankan untuk melakukan analisis lebih lanjut mengenaipengaruh gaya kepemimpinan yang lain yaitu, kepemimpinan transaksional,laissez-faire, servant leadership, dan change leadership terhadap komitmenkaryawan dalam menjalankan reformasi birokrasi.

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ABSTRACTThis research aims to analyze the influence of transformational leadership towardcommitment to bureaucracy reformation. The research was held in one of the publicsector organization in Jakarta with the 163 employees of the organization used for thesample. The Multifactor Leadership Questionnaires (MLQ) was used to measuretransformational leadership and questionnaires developed by Herscovitch and Meyer(2002) was used to measure commitment to bureaucracy reformation. The results showedthat commitment to bureucracy reformation was significantly influenced bytransformational leadership. The transformational leadership also has significantinfluence on affective and normative commitment to change, whereas transformationalleadership has no significant influence on continuance commitment to change. The studysuggests conducting more analyses about the influence of other leadership style(transactional, laissez-faire, servant leadership, and change leadership) towardcommitment to bureaucracy reformation."

"The performance of a bad bureaucracy indicates a bureaucracy is riddled with problems; a pathology which arose not always coming from outside the bureaucratic body but pathology that has been flourishing and will be exerting in¬fluence when the bureaucracy is unhealthy. This research article would like to give an overview of the incidence of the pathological bureaucracy which argumentation pathology can prevent. The phenomenon occurs that the bureaucracy could not deliver good public services and bureaucracy is a den of disease. The specific purpose of this research is fo¬cused on finding ways of preventing the pathology of the bureaucracy that comes from a variety of scientific literature. The method in this research article is systematic reviews technique that tries to identify all the written evidence exists regarding research themes. The results of this study reveal that the pathology of the bureaucracy is something to be prevented if we want the bureaucracy to run the task properly one of the ways that can be done is to do a bureaucratic innovation (an innovation on structure, systems, culture]. The innovation of bureaucracy will not only make changes to the organization to prevent the pathology of the bureaucracy but also as an ingredient to do discretion for a government policy especially regional government."

"This study is aimed at reviewing the Bureaucracy Concept of Weber that influencing the Performance of Regional Tax Office XVII DTP. This study belongs to causal research, where dependent variable ( Y ) relates or is influenced by independent variable ( X ). The research population is the whole of employees of Regional Tax office XVII DTP, totally 922 people. From the population, chosen the research samples about 100 people, approximately 10 % -15 % from total population, based on Slovin and Arikunto Argument. In this research applied or used the Cluster Sampling as the Sampling Techniques. The data gathering method applied is by Questionnaire distribution, which has been well proven for its validity and reliability. The collected data then analyzed by using statistical parametric analysis ( correlation coefficient, determination coefficient, regression, and t-Test ).From the result of statistical parametric analysis, it's found that the concept of Bureaucracy has a significant and positive influence toward the Performance of Regional Tax Office XVII DTP. Based on the result 'of the research, we can conclude that there is a significant and positive influence between Weber's concept of Bureaucracy and Performance Concept. Especially, concept of Bureaucracy has a significant and positive influence toward the Performance of Regional Tax Office XVII DTP. We also suggest that the leader of Regional Tax Office XVII DTP has to give a wider authority based on hierarchical system and to be more impersonality to all employees. So, there are no different treatments for the implementation of the rules between all officials."