Analysis Of Internal and External Factors In Improving Services In The District Office
Johannes Johny Soetikno a,1, Hasniaty b,2
a Universitas Dipa, Makassar, b Universitas Fajar, Makassar
1 [email protected], 2 [email protected]
* corresponding author
I. Introduction
Law of the Republic of Indonesia No. 25 of 2009 concerning Public Services is an activity or series of activities in order to fulfill the need for services in accordance with the laws and regulations for every citizen and resident for goods, services and / or administrative services provided by public service providers. Based on RI Law No. 23 of 2006 concerning Population Administration, population administration is a series of structuring and controlling activities in order to control population documents and data for population registration, civil registration, management of population administration information and utilization, the results of which are for public services and development of other sectors. Human resources are very important for any organization that needs to be regulated, regulated and utilized in order to function productively to achieve organizational goals (Raymond et al, 2015)
Likewise, human resources owned by an organization need to be managed professionally in order to achieve a balance between the needs of employees and the demands and capabilities of the organization. The importance of the human being as a resource in an organization is increasingly believed, thus encouraging the development of knowledge on how to make use of these human resources in order to achieve optimal conditions. Various management approaches are carried out in managing these human resources which develop following the development of the management philosophy that is being developed, namely human resource management.
Every human being needs service, even in the extreme it can be said that service cannot be separated from human life [21]. Therefore, the services provided to the community demand a certain quality. Service is the main and essential task of the figure of the apparatus as a servant of the state and a servant of society. Both at the center, in the regions, and in the environment of State-Owned Enterprises, continue to try to serve the interests of the community and facilitate all the affairs of community members. Because humans as a factor play a very important role in determining the merits of the services provided (Drakel 2019).
The basic definition written in Government Regulation Number 96 of 2012 concerning Public Services is an activity or series of activities in the framework of fulfilling the need for services in accordance with legislation for every citizen and resident for goods, services or services provided by
ARTICLE INFO A B S T R A C T
Article history:
Received 30 Sep 2022 Revised 06 Nov 2022 Accepted 13 Dec 2022
Analysis of Internal and External Factors in Improving Services at the District Office. This study aims to identify and analyze strategic planning and implementation carried out by at the District Office in improving services to the community. This research was conducted in Tamalatea Subdistrict, Jeneponto Regency. The data analysis technique used in this study was qualitative analysis, namely using the SWOT analysis technique which was used to develop the potential of the organization and to determine the internal and external factors of the organization. In the SWOT analysis that has been carried out in the Manjangloe village, it can be seen that the Manjangloe village is included in the quadrant I strategy which means it supports aggressive strategies, therefore in organizational development that will be achieved has a very large opportunity, so this can be a good development. for the Manjangloe village.
Copyright © 2023 International Journal of Artificial Intelegence Research.
All rights reserved.
Keywords:
External factors, Internal Factors, Services, Society
public service providers. Services provided by managers through their apparatus, although not aimed at making profits, must prioritize service quality in accordance with the demands, expectations and needs of the people being served. In an increasingly critical condition of society, the public bureaucracy is required to be able to change its position and role (revitalization) in providing public services. From those who like to rule and rule to become like to serve. From those who like to use a power approach, change to being helpful towards a flexible, collaborative and dialogical direction.
From sloganist ways to pragmatic realistic ways of working [24]. Poor public services have been one of the variables that has led to a crisis of public trust in the government. The actualized crisis of public trust in the form of protests and demonstrations that tend to be unhealthy shows the public's frustration with their government. Therefore, improving the quality of services, human resources and organizational performance is absolutely necessary so that the bad image of society towards the government can be improved, because by improving the quality of services and better human resources, it can affect public trust so that people's satisfaction with the government can be rebuilt.
The performance of the employees of the Manjangloe District Office who oversees four environments, namely Manjangloe, Jatia, Bonto Balia, Kampung Berua in providing services to the community must be oriented towards community satisfaction. But it is also realized that this is not easy to realize, because many factors influence employees in carrying out their duties so that they become obstacles in providing services to the community.
Implementation of services to the community requires a variety of devices that support the implementation of services in accordance with what is expected, the supporting devices in question are the facilities owned by the Manjangloe Urban Village Office, namely computers, laptop printers, wifi, television and other supporting devices For infrastructure, it includes Secretary, Head of Government, Head of Social Welfare, Kasi Ekbang, Staff consisting of 2 ASN, Computer Operator with two staff, and Cleaning Service consisting of honorary staff.
Manajangloe Village which consists of four villages, with a population of 2,081 people with a total of 588 families. Most of the people of Manjangloe Village earn a living as Horticultural farmers (Onion, Lombok / cayenne pepper, tomatoes, spinach, water spinach, mustard greens, legumes) .
With a population of 2,081 people, the local government, in this case Manjangloe Village, tries to provide services to the community to the maximum in accordance with the facilities and infrastructure that they have as previously mentioned
The outline, the services provided by the government in this case the Manjangloe village have been deemed adequate based on the author's observations, but there are still some obstacles experienced by the Manjangloe village in providing services, namely in addition to facilities, work programs made by management are sometimes still not on target and sometimes it's just a formality, management also needs to be maximized because it is still not well coordinated with the division of employees' duties, related human resources in this case are employees of the Manajangloe village who still do not obey discipline such as not obeying office hours both coming and going home, still low sense of dedication, awareness and responsibility, serving the community which still causes public complaints.
In carrying out the task of serving the needs of the community, the organization, in this case the management of the Manjangloe Village, needs to implement the right strategy in improving service performance within the scope of its administrative area. Good service performance will give a satisfaction effect to the people who receive it.
II. Methods
The data analysis technique in this research is the data analysis technique in this study is to use the following: To formulate a strategy can be seen from the results of the SWOT analysis by looking at the results of a combination of internal and external environmental factors. By using the SWOT analysis, the possible alternative strategies are obtained. The steps for making a SWOT analysis are as follows:
a. Efas Table b. Ifas table c. SWOT matrix d. SWOT quadrant
The conceptual framework of this research is:
Fig. 1. Conceptual Research
III. Result and Discussion
From the analysis of environmental factors, it can be identified internal and external factors that affect performance and service to the community in Manjangloe village.
The results of the classification of external strategic factors (opportunities and threats) in District Office Manajangloe can be seen in table 1 as follows.
Table 1. EFAS (External Strategy Analysis Summary) External Strategy Factors Matrix
OPPORTUNITY Weight Rating Score
1. Government regulations that support local governmen 0,30 4 1,2
2. The socio-cultural conditions of the community are very enthusiastic in helping the local government in various activities in the environment
0,25 4 1
3. Adequate infrastructure so that access is affordable 0,20 2 0,4
4. Public trust in government services 0,20 2 0,4
Total 1,00 3
Thereat
1. Document forgery still sometimes occurs due to manual systems
0,25 2 0,5
2. Competition of service systems 0,30 3 0,9
3. Rapid technological advancement 0,25 2 0,5
4. Office equipment is sometimes damaged or infected by viruses while the experts are not available
0,20 2 0,4
Total 1,00 2,3
The data in table 1 shows that there are 4 opportunities and 4 threats faced by the District Office Manajangloe which are arranged based on the weight (very important-not important) of the impact of
threats and opportunities given to the strategy of the District Office Manajangloe. The data shows that the weight of the opportunity is greater than the weight of the threat, or in other words, the District Office Manajangloe has a greater chance than the threat. Each opportunity is given a rating on a scale of 4-1 and each opportunity is given a rating on a scale of -1 to -4 based on the influence of these factors on conditions. The multiplication result between the weight and the rating is the score for each opportunity and threat factor. The total value of the opportunity score is 3 and the threat is 2.3.
The results of the classification of internal strategic factors (strengths and weaknesses) for District Office Manajangloe can be seen in table 2.
Table 2. IFAS (Internal Strategy Analysis Summary) Internal Strategy Factor Matrix
Strengh weight Rating Score
Good work ethic with employees so as to build synergy 0,30 4 1,2
Kinship and mutual cooperation are still strong 0,20 3 0,6
Administrative services free of charge 0,20 3 0,6
4. Adequate office facilities 0,25 2 0,5
Total 1 3,05
Weakness
Lack of discipline 0,30 3 0,9
The application of technology is still not optimal due to limited human resource capabilities
0,45 3 1,35
Use of the service is still manual 0,25 2 0,5
Total 1 2,75
Internal factor data shows there are 4 strengths and 3 weaknesses that exist in Manjangloe Village.
These strength and weakness factors are arranged based on the weight of the impact (very important - not important) strengths and weaknesses given to the strategy. The data also shows that the weight of weakness, or in other words, the District Office Manajangloe has greater strengths than weaknesses.
The power factor is given a rating on a scale of -1 to -4 based on the influence of these factors on the condition of the Manajangloe village. The multiplication result between the weight and the rating is the strength factor score and the threat factor. The total score for the strength score is 3.05 and the threat is 2.75
Based on the results of IFAS and EFAS calculations, with the following results:
Point X (internal) = Strength - Weakness = 3 - 2.3 = 0.7 Point Y (external) = Opportunity - Threat = 3.05 - 2.75 = 0.3
Then the results of these calculations are then compiled to determine the SWOT analysis diagram or determine the position of the organization in Manjangloe Village so that it can determine strategies related to the system and services of District Office Manajangloe. The matrix and SWOT diagram can be described as follows:
Table 3. SWOT Analysis IFAS - IFAS
EFAS
STRENGHS (S)
1. Good work ethic with employees so as to build synergy
2. Kinship and mutual cooperation are still strong.
3. Administrative services free of charge.
4. Adequate office facilities
WEAKNESS (W)
1. Low employee discipline 2. The application of
technology is still not optimal due to limited human resource capabilities.
3. Use of the service is still manual
OPPORTUNITIES (O)
1. Government regulations that support local government. Social condition community culture is very
STRATEGI S><O
1. Further improve performance in terms of services by utilizing
STRATEGI W><O
1. The need for discipline in terms of running obligation serve the community because
enthusiastic in helping local government in various activities in the environment
2. Adequate infrastructure so that access is affordable.
3. Public trust in government services
support from the government and society .
2. Improve services because they are supported by adequate facilities so that greater public trust will be built than before
the people in Manajngloe Village are also quite cooperative with the village.
2. Maximizing adequate infrastructure, especially in the IT sector, so that urban villages can maximize services and can continue to build public trust.
THREATHS (T)
1. Document forgery still sometimes occurs due to manual systems.
2. Competition of service systems.
3. Rapid technological advancement.
4. Office equipment is sometimes damaged or infected by viruses while the experts are not available.
STRATEGI S><T
1. Maximizing office facilities such as IT besides providing
socialization on the importance of orderly administration and legality so that the legal strength of a document can be accounted for.
2. To further improve services so that people feel satisfied with fast, precise and free service that will provide a plus for the village head office.
3. Utilizing developing technology so that urban village staff can anticipate any threats, especially in terms of IT, such as damage to devices due to viruses
STRATEGI W><T
1. Trying to switch to the system so that data becomes more accurate and service is faster 2. Responsive to service system
competition.
3. Improving the quality of human resources in order to have the competencies required by the office
Fig. 2. SWOT Analysis diagram
In the SWOT diagram, it can be seen that the position of the Manjangloe village is in quadrant 1, where this position indicates that the organizational conditions are very favorable. The Manjangloe Urban Village office has relatively good strengths and opportunities so that it can direct or exploit all potential in the internal area to take advantage of existing opportunities. The strategy that must be applied in this condition is a strategy that supports aggressive growth policies.
IV. Conclusion
Based on the results of research and discussion, it can be concluded that the strategic arrangement for District Office Manajangloe in providing services to the community. Conducted with the preparation stage of an internal and external environmental analysis and then identifying strategic issues. The conclusions from the results of this study are:
1. From the results of the analysis of the identification of external factors, it shows that there are 4 opportunities and 4 threats faced by the at the District Office Manajangloe which are arranged based on the weight (very important-not important) of the impact of threats and opportunities given to the strategy of the Kelurahan Manajangloe. The data shows that the weight of the opportunity is greater than the weight of the threat, or in other words, the Kelurahan Manajangloe has a greater chance than the threat.
2. shows that there are 4 strengths and 3 weaknesses that exist in District Office Manajangloe. These strengths and weaknesses are arranged based on the weight of the impact (very important - not important) strengths and weaknesses given to the strategy. The data also shows that the weight of weakness, or in other words, the Kelurahan Manajangloe has greater strengths than weaknesses.
3. From the calculation of the Ifas and Efas tables, the results are 0.3 for external and 0.7 for internal, meaning that the organization is in a very profitable organizational condition. The District Office Manajangloe has relatively good strengths and opportunities so that it can direct or exploit all potential in the internal area to take advantage of existing opportunities. The strategy that must be applied in this condition is a strategy that supports aggressive growth policies..
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