Temporary and Permanent Administrative Staff in the Higher Educational Institution in Indonesian Cultural Contexts

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The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI Hotel Grand Clarion, Makasar, April 15 -16

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PR O C E E D I NG S

I nter national C onfer ence on

E ducational M anagement and A dministr ation

& the 4

th

C ongr ess of I S M A PI

“T he C hallenges of E ducational M anagement A nd

A dministr ation in C ompetitive E nvir onment”

E ditor :

D r . E d. F ar idah, S T . M . Sc

B ur hanuddin, M .E d, Ph.D

D r . H adiyanto, M .E d

Pr of. D r. I br ahim B afadal, M .Pd

Pr of. D r. I smail T olla, M .Pd

Pr of. D r. Syamsu A K amar uddin M .Si

D r . R atwamati, M .Pd

D r . A . C udai Nur , M .S i

D r . A . Nur r ochmah, M .Pd

D r . A nsar , M .Si

D r . W ahir a, M .Pd.

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International C onference on E ducational Management and A dministration

& the 4

th

C ongress of ISMA PI

C opy R ight @ 2016 by F aridah

C opy right is protected by law

F irst E dition, 2016

Published by Penerbit Universitas Negeri Makassar Hotel L a Macca L t. 1 K ampus UNM Gunungsari B aru

J l. A . P. Pettarani Makassar 90222 T lp.CF ax. (0411) 855 199

Member of IK A PI No. 011CSS L C2010 Member of A PPT I No. 010CA PPT ICT A C2011

F aridah

International C onference on E ducational Management and A dministrational & the 4

th

C ongress of IS MA PICF aridah-cet.1

Makassar: B adan Penerbit Universitas Negeri Makassar Makassar, 2016

758 hlm; 29,7 cm

ISB N: 978-602-6883-13-1

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C ontents

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The International Conference on Educational Management and Administration & the 4th Congress of IS MAPI Hotel Grand Clarion, Makasar, April 15 -16

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6 T E M POR A R Y A ND PE R M A NE NT A DM I NI ST R A T I V E

S T A F F I N T H E H I G H E R E D UC A T I ONA L I NS T I T UT I ON I N

I ND O NE S I A N C UL T UR A L C O NT E X T S

S ur yanto

E nglish E ducation D epartment Uni versitas Muhammadi yah Y ogyakarta J l. L ingkar S elatan, Y ogyakarta, Indonesia

C orresponding e-mail: suryanto@ umy.ac.id

A b s trac t: Higher educati onal instituti ons in Indonesia currentl y employ both temporary and permanent administrative staffs to assist to run educational programs. In Indonesian cultural context, administrative staffs comprise important educational factors that can ensure the success of the program. Y et, which temporary or permanent administrati ve staffs that contribute better support to the program need to be studied. T his paper aims to reveal the different roles of temporary and permanent administrative staffs in the educational processes in the context of Indonesian culture. A dopting qualitative approach, the researcher gathered the data by conducti ng i n-depth i nterview to 10 leaders in the mi ddle management level at Universitas Muhammadi yah Y ogyakarta to dig information related to roles of temporary and permanent staffs in providing supports in the process of undertaking academic program. E mploying thematic analysis, the study finds various factors that influence of the working performance of temporary and permanent staff including working motivation, working experience, and age, openness toward change, and communicative skills. C omparing overall working performance of the temporary and permanent admini strative staffs indicate that temporary staff show better indicators.

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1 I NT R OD UC T I O N

E ducational Institution currently needs temporary staff in addition to the existing permanent staff in order to fulfil the need of academic works. T he demand of both temporary and permanent staff is due to the requirement of achieving academic goal successfully. T emporary staffs are required in educational institutions since usually the institutions need employees who can work under a contract in a certain period of time while permanent staffs are needed because such staff can administer specific jobs in an institution for a long period of time (R igott, C uyper, W itte, K ore, & Mohr, 2009) .

C urrents studies indicates that temporary workers suffer from job insecurities, limited career prospects, having low well-beings, weak psychological binding with the employers, and possessing a shorter period of working contract (R igott, C uyper, W itte, K ore, & Mohr, 2009; Galarneau, 2005; W ilkin, 2013). A nother important thing when discussing a temporary staff is about earning. T emporary staff is relatively paid lower ( Galarneau, 2005) . In C anada, the numbers of temporary staff are one fifth of the whole total employees in which the number of young age workers in this type of workers are significantly high. S tatistics shows that in C anada 70 % percents of temporary staffs are in the age 15 -17 ( Galarneau, 2005).

R esearchers also reports on job satisfaction among temporary workers. T emporary workers are reported to have lower job satisfaction ( W ilkin, 2013) . T he lower job satisfaction may increase turnover of the labour force in an organisation or an institution. T he higher turnover can give impact on the working productivity ( C appellari, D ell'A ringa, & L eonardi, 2012; ( University of Muhammadiyah Y ogykarta) which is also popular with a name of UMY currently issues a policy to employ a temporary staff. In the recent years, the labour recruitment focuses in recruiting temporary

staff instead of permanent ones. A s a new policy, it seems that it is interesting to see the facts on how the differences between the permanent and temporary staff in working field in which context is UMY as an institution that is bound with Indonesian culture.

2. M E T H O D O L O G Y

T his study is qualitative in nature. T he data was collected by making in-depth interview of 10 middle management staff consisting of 1 dean, 4 vice deans, 2 heads of study programs, and 3 heads of institutional bureau. A ll of these participants are currently working with temporary and permanent staff in their units. T he data was analysed using findings and discussion sections by making comparison and contrast of the strength and weaknesses of temporary staff and permanent staff.

3.1 Per manent Staff

3.1.1 Str ength of Per manent Staff

T he data analyses on the interview results show several point on the stenght of employing permanent staff in the educationational institution covering having longer working period of working, possessing more working experiences, retaining better working security, holding better prospects of post working period.

3.1.1.1 H aving longer wor k ing dur ation

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hold unlimited working duration as stated by one of the respondent below.

… ..yes, no doubt, permanent administrative staffs gain benefit better, particularly, in terms of thinking of finding institution demands more sustainable work from experience worker. It denotes that the needs of permanent staff are needed. S imilarly, an educational institution must possess more jobs that should be finished in a longer time so that such an institution needs better working experiences. A lthough many of them disagree that the working experience the permanent staff have closely related to their better working performances. T his condition can be described from the following excerpt:

… … mostly, almost two third, of permanent staffs at UMY have longer working experiences, but the experiences are not immediately related to the better working performance they do. L et us say front officer. T he front officer has more experiences of her work. If she is asked to carried out another task other than her own fields, she may not be as capable of other temporary staffs… .

( Interview respondent 2, March 2016)

T he idea that the permanent staff is most

the staffs’ proposal in order to be permanent. It is then logic that permanent staffs possess better working experiences. S trength of permanent staff is that they can preserve participants mentioning that permanent are most likely to hold organizational structural positions. T hey argue that permanent staffs are bound by law. In this respect, permanent staffs cannot terminate their servi ce easily from perspectives of both employer and employee. T he permanent staffs also work in unlimited time with which they stay longer in the organization. T his condition makes unproblematic for the employer to ask for their responsibility upon underperformance tasks. T he participants also argue that permanent staffs control their better working experiences in the institution they work. A ccordingly, they may undertake better assignments that are assigned to them.

… … I agree that career path of permanent administrative staffs are more opened than temporary ones to take a position in organizational structure. A lthough not many, during my work here, I have met

( Interview with Participant 8, March 2016)

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The International Conference on Educational Management and Administration & the 4th Congress of IS MAPI ones. A ll participants of this study mentioned that all temporary staffs are paid based on the wage minimum standard which is very similar to the permanent ones. However, permanent staffs gain better salary as they obtain other benefits such pension and other additional salaries. Unfortunately, at present, temporary staffs do not get such benefits. T he salary condition of temporary and permanent staff difference in UMY is not alone since studies mentioned that permanent staffs are having better earnings than temporary staffs ( C appellari, D ell'A ringa, & L eonardi, 2012; Galarneau, 2005) . In addition to the strengths that permanent staffs have, the participants of participants in this study highlight several weaknesses of permanent staff when they work at UMY . T he weaknesses comprises of possessing low technological mastery, finishing tasks they are assigned slowly, and having low competency in international communication.

3.1.2.1 Possessing low technological mastery

Most participants of this study agree that mostly permanent administrative staffs in UMY master lower technological skill s than temporary staffs. T he participants stated that the low technological skills of permanent staffs are because they are mostly older than the temporary staffs. T he participants argued that low technological mastery of the permanents staffs can be traced back through their educational background. W hen the permanent administrative staff underwent their education, the development of

information technology was not like what has happened recently. C onsequently, they did not learn technological skills sufficiently as what has been accomplished by the temporary staff.

D ifferent arguments were presented by Participant 9. He debated the technological mastery of the permanent staffs. He argued as follows:

… . I am not in disagreement toward the technological literacy of the temporary staffs in UMY . I admit that almost all of the staffs are good. B ut, I cannot say as well that all of the technological literacy of permanent staffs is low. It depends on the persons. Many permanent staffs are open-minded and open toward change. T he kinds of staff are eager to learn new things including technology. B ut unfortunately this type of permanent staffs, although the numbers are many, yet they are far lower than the number of temporary staffs who master technology. administrative staffs working slower than temporary ones. B elow is the excerpt from one of them.

… .. F rankly speaking, I prefer to employ temporary staffs in my units. My reason is that they are working slower. W hen I assigned them to do a task and I asked for the result the following morning, they frequently did not yet accomplish the task and proposed many excuses for it. ( Interview Participant 3, March 2016)

Participant 4 gave similar opinion on the permanent working speed.

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… .. If I ask them to something, they make excuses. Of course, the work is not immediately completed… .

( Interview Participant 2, March 2016)

3.1.2.3 L ow inter national

communicative competence

T he demand of current world development is international communicative competence meaning that the administrative staffs should be at least be capable of speaking one international language. A t this point, E nglish language mastery is unavoidable that the staff should be proficient. Otherwise, the university may face barrier to keep abreast with international agreement like A sean F ree T rade A rea. administrative staff here as I know that all of them are not good to communicate in E nglish proficiency. Y ou may check… . ( Interview Participant 10, March 2016)

A bove are the findings that depict the illustration on the strength and weakness of permanent staff. T he data anal yses can also indicate the features of the temporary staffs concerning with their strength and weakness from the perspectives of their bosses.

3.3 T empor ar y S taffs

T he employment of temporary staffs in UMY is to fulfill the working demand to achieve the goals of academic program in the whole units in the university. T hey are mostly fresh graduates as one of the intentions of the policy is providing the fresh graduates’ working experiences for better future career prospects. T he participants of this study, which are all leaders in the university,

contributed their perceptions that were thematically analyzed. T he analyses portray the strengths and weaknesses of temporary administrative staffs

3.3.1 Str engths of tempor ar y staffs

T he analyses results indicated that temporary staffs surpass permanent staff in many points like having good working speed and motivation, being more adaptable, possessing good sense of innovation, and mostly temporary administrative staffs are young as they are almost all fresh graduates. similar ideas on the temporary staffs’ working speed. B esides that, the temporary staffs are

( Interview participant 5, March 2016) T his participant even used a term ‘ fly’ to express her happiness and satisfaction on their temporary staffs’ working speed and motivation.

3.3.1.2 B eing mor e adaptable

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146 … . I find temporary staffs easier to adapt

to the working demand. W hen they are supposed to work overtime, they are willing to do the job. W hen the work requires formally behaving, they are managed to do it excellently. I don’t better reports by providing beautiful figures that help audience to understand my reports. It is very innovative in my view… … ..

( Interview Participant 1, March 2016)

Most participants are in agreement in this E nglish as a means of communication. T his is due to in the recruitment processes they pass a negative and positive. T he negative effect of having a short period of contract is that these

create low working commitment. T he subsequent excerpt can picture this condition:

… . I have an experience working with temporary staff. I asked him to do an important job, but he quitted from the job because he was accepted in a better periods is for temporary staffs who expect to be recruited as permanent ones. Some participants argue that for such temporary staffs, they are most motived to work to show his best services.

T emporary staffs are insecure in several cases including finance, career path, and other benefits as previous mentioned in contrary with the permanent staffs. Permanent staffs have advantages in several points like unlimited working time, having better working experiences, retaining better working security, holding better prospects of post working period. On the other hand, permanent staffs at UMY also possesses some shortages comprising of possessing low technological mastery, finishing tasks they are assigned slowly, and having low competency in international communication

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5. S UG G E ST I O N

T his study was administered using qualitative approach with 10 participants. T he participants are not temporary or permanent administrative staff, yet they are all leaders. T his condition does not portray the condition of temporary and permanent workers from their own perspectives. Next research may be carried by adding number of participants using quantitative approach and may have temporary and permanent staffs as the sample of the research to reveal their real views.

6. R E F E R E NC E S

C appellari, L ., D ell'A ringa, C ., & L eonardi, M. (2012) . T emporary employment, J ob F lows, and Productivity: A T ale of T wo R eforms. T he E conomic J ournal, 188-215. C ollins, J . L ., & K rippner, G. R . ( 1999) . Permanent L abor C ontracts in A griculture: F lexibility and Subordination in a New E xport C rop. Society for C omparative Study of Society and History, 510-534.

Galarneau, D. (2005) . E arnings of temporary versus permanent employees. PE RSPE C T IV E S, 5-18.

Genda, Y . ( 2011) . Non-permanent employees who have become permanent employees: W hat awaits them after crossing status of firm border to become "permanent". J apan L abor Revi ew, 8 ( 2), 18-55. R igott, T ., C uyper, N. D ., W itte, H. D ., K ore,

S ., & Mohr, G. (2009) . E mployment Prospects of T emporary and Permanent W orkers:A ssociations with W ell-being and W ork R elated A ttitudes. Psychology of E veryday Activity, 22-35.