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"ABSTRAKPenelitian ini bertujuan untuk menganalisis persepsi PNS Kabupaten Sarolangun terhadap kualitas pelayanan administrasi kepegawaian BKP2D. Metode penelitian yang digunakan adalah survey dengan kuesioner terhadap 100 PNS sebagai responden yang berasal dari berbagai SKPD di Kabupaten Sarolangun. Analisis data menggunakan metode analisis statistik deskriptif dan analisis tabulasi silang (crosstab). Variabel-variabel yang diteliti terdiri dari 13 variabel yang merupakan parameter dalam pengukuran Indeks Kepuasan Masyarakat (IKM).Hasil penelitian menunjukkan bahwa dari 13 variabel, 11 variabel mendapatkan persepsi baik dari sebagian besar PNS Kabupaten Sarolangun yang menjadi responden, yaitu : tanggungjawab petugas pelayanan (81%), persyaratan pelayanan (81%), kenyamanan lingkungan (79%), prosedur pelayanan (79%), keamanan pelayanan (76%), kepastian jadwal pelayanan (74%), keadilan pelayanan (71%), kemampuan petugas pelayanan (68%), kepastian biaya pelayanan (63%), kesopanan petugas pelayanan (60%), dan kejelasan petugas pelayanan (57%). Sedangkan dua variabel mendapatkan persepsi tidak baik dari sebagian besar PNS Kabupaten Sarolangun yang menjadi responden, yaitu : kecepatan pelayanan (56%) dan kedisiplinan petugas pelayanan (51%).Berdasarkan hasil tersebut dapat disimpulkan bahwa secara umum kualitas pelayanan administrasi kepegawaian BKP2D baik, namun ada beberapa variabel yang harus segera diperbaiki dan ditingkatkan kinerjanya yaitu: kecepatan pelayanan, kedisiplinan petugas pelayanan, kejelasan petugas pelayanan, kesopanan petugas pelayanan, kepastian biaya pelayanan, kemampuan petugas, keadilan pelayanan, dan kepastian jadwal pelayanan.

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ABSTRACT

This study is intended to analyze the perception of public servants in the regional government of Sarolangun on the quality of the personnel administration services facilitating by BKP2D. Furthermore, this research uses primary data on questioning 100 civil servants from various local public institutions in Sarolangun. This research method uses descriptive statistical and cross tabulation analysis.

Overall, by stipulating 13 variables to be examined which are parameters in measuring the Public Satisfaction Index, the output demonstrates that 11 variabels have shown good perception, among others: the responsibility of the service officers (81%), service requirements (81%), comfortable surroundings (79%), service procedures (79%), security in service (76%), regular schedule of service (74%), fair in the service (71%), the capability of the service officers (68%), fixed service charge (63%), courtesy and hospitality of the officers (60%), and service certainty (57%). In contrast, 2 variabels have not shown good perception, among others: speed of service (56%) and service discipline of the officers (51%).

Therefore, it can be concluded that the service providing by BKP2D is good. However, there are some variables that must be urgently improved, among others: speed of service, service discipline of the officers, service certainty, courtesy and hospitality of the officers, fixed service charge, the capability of the service officers, fair in the service, and regular schedule of service."

"Setiap tugas pokok pekerjaan untuk mencapai suatu tujuan tertentu baik oleh organisasi pemerintah, swasta, maupun lembaga sosial harus didukung oleh sumber daya masyarakat (SDM) yang profesional, berkemampuan, dan mempunyai motivasi untuk memimpin sebagai Pelaksana Pekerjaan dalam kegiatan organisasi. Ada asumsi yang menunjukkan bahwa pelaksana tugas Sub Bagian Ketenagakerjaan kurang dalam memberikan pelayanan administrasi ketenagakerjaan kepada pegawainya, namun yang menjadi persoalan mendasar adalah bagaimana meningkatkan Peran Pelaksana Jabatan Sub Bagian Ketenagakerjaan sebagai penunjang penegakan ketertiban administrasi ketenagakerjaan di Lembaga Pemasyarakatan Kelas Satu Cipinang (Lapas Klas 1 Cipinang)? Pendekatan kuantitatif dengan jenis penelitian berdasarkan manfaatnya murni, berdasarkan tujuan bersifat deskriptif dan berdasarkan dimensi waktu bersifat cross sectional yang digunakan penulis selama penyusunan makalah ini sebagai metode penelitian. Data dan Informasi dikumpulkan melalui studi literatur, wawancara dan observasi lapangan. Berdasarkan hasil penelitian ditemukan bahwa terdapat hambatan-hambatan yang dihadapi Sub Bagian Ketenagakerjaan yaitu kurangnya kemampuan dan motivasi kerja pelaksana, adanya ketimpangan antara tugas pokok dan fungsi yang bergantung pada banyaknya pekerjaan pelaksana (pegawai) yang tersedia, kurangnya dana, fasilitas dan pra fasilitas pendukung untuk kegiatan operasional. Fenomena hambatan-hambatan tersebut menyebabkan kurang maksimalnya pelayanan administrasi ketenagakerjaan yang diberikan oleh pelaksana pekerjaan Sub Bagian Ketenagakerjaan kepada pegawai. Disarankan agar Peran Pelaksana Pekerjaan Sub Bagian Ketenagakerjaan lebih ditingkatkan dalam memberikan pelayanan administrasi. Selain itu, Ketua Eksekutif harus selalu melakukan evaluasi atas hasil kinerja pekerjaannya.......Each essential job duty is to achieve a certain goals either by government's organization, private company, or social institution must be endorsed by professional public resources (SDM), capability, and has motivation to take a lead as Job Executive during organization activity. An assumption had been shown that job executive of Sub Employment Section is less much in providing employment administration service to their employee, nevertheless, the essential problem here is how to improve Job Executive Roles of Sub Employment Section as a support to enforce employment administration order at First Class of Cipinang Penitentiary (Lapas Klas 1 Cipinang )? A quantitative approach with type of research based on its benefit is pure, based on purpose is descriptive and based on time dimension is cross sectional had been used by the writer during composing this paper as research method. Data and Information were collected by means of study literature, interview and field observation. Based on research results, it is found that there are barriers should Sub Employment Section dealt with the lack of capability and motivated job executive, the existence of imbalances among essential task and the function which relied on numerous job executive (employee) as available, the lack of funds, facility and supporter pre facility to operational activity. These barriers phenomenon had caused less much in employment administration service which provided by job executive of Sub Employment Section to employee. It is advised that the Job Executive Role of Sub Employment Section should be more enhanced during providing administration service. In addition to that, the Chief Executive should always conducting an evaluation over their job performance results."