Placement Analysis of Employee Performance in Health Services at the Health Office of Fakfak Regency

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DOI: https://doi.org/10.33258/birci.v5i4.7287

Placement Analysis of Employee Performance in Health Services at the Health Office of Fakfak Regency

Agustina Waromi¹, Salma Absofi², Hans Rahanra³

1,2,3Sekolah Tinggi Ilmu Ekonomi (STIE) Ottow Geisler Fakfak, Indonesia [email protected]

I. Introduction

Humans are a determining factor for success in a process of achieving goals. This is because humans are the driving force and controller of every office activity in a government agency. In this regard, it is necessary to handle and pay special attention to each existing agency. We realize that the main task of government is to control, control by making rules and regulating, running and providing services. The quality of good human resources is a development force, a development goal and also a development target. In addition, the human resources owned must have the ability to carry out any given job.

Human workers are not only capable, capable and skilled, but their willingness and sincerity to work effectively and efficiently are no less important. Ability and skills are meaningless if they are not followed by work morale and employee discipline in realizing goals.

Human resources as one of the supporting organizations, can be interpreted as humans who work within an organization (called personnel, labor, workers/employees) or human potential as the driving force of the organization in realizing its existence or potential which is an asset and functions as non-material capital in a business organization, which can be realized into real potential physically and non-physically in realizing the existence of the organization. The main task of the government administration apparatus is to provide protection, service and effort to foster community participation in government administration, development and community development.

The function of government in general is to provide public services, make regulations and provide protection to the public.

Abstract

Human resources in organizations, both government and private or in companies, are one of the valuable assets for organizational development. It is said that because the human resources owned by the company will determine whether the company will develop or experience setbacks. Therefore, it is necessary to manage human resources in order to be empowered optimally. The research method is qualitative. The results showed that the number of health centers in Fakfak Regency until the end of 2014 was 10 units, with details of the number of health centers being 7 units of care and 3 units of non-maintenance health centers. Until 2014 of the two new Puskesmas built, only one new puskesmas in Kampung Tomage is in the process of preparation for registration, as an effort to answer the needs and demands of the community which continues to increase for services and population growth. Conclusion Agencies are expected to apply a competency standard in employee placement, where the competency standard includes basic competencies and field competencies possessed by an employee.

Keywords

employee performance; the health sector; fakfak

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Budapest International Research and Critics Institute-Journal (BIRCI-Journal) Volume 5, No 4, November 2022, Page: 31006-31017 e-ISSN: 2615-3076 (Online), p-ISSN: 2615-1715 (Print)

www.bircu-journal.com/index.php/birci email: [email protected]

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Organizational goals will be more easily achieved if employees are placed in accordance with work abilities. Human resources in organizations, both government and private or in companies, are one of the valuable assets for organizational development. It is said that because the human resources owned by the company will determine whether the company will develop or experience setbacks. Therefore, it is necessary to manage human resources in order to be empowered optimally. Human resource management including recruitment, selection, training and placement of appropriate employees. From a series of activities, the right placement of employees is very important and very influential on the achievement of the goals of companies, organizations and government institutions.

One of them is to improve employee performance. Employees have a major role in every organizational activity, because employees become planners, actors and determinants of the realization of organizational system goals.

Organizational goals will be easier to achieve if employees are placed in positions that match their competencies. Competence and ability alone are not enough to improve employee performance, accuracy is needed in placing employees according to their competencies and abilities, namely abilities and expertise. Employee performance tends to be influenced by work ability. The character and potential of an employee at work can be seen from their ability to complete a job. One of the efforts to improve employee performance is by paying attention to employee job satisfaction. Placement and job satisfaction is an encouragement or stimulus that can affect employee behavior, in this case the behavior in question is an activity that must be carried out by employees to produce optimal performance. With motivation and job satisfaction, employees can improve and improve their performance. Related to performance issues, currently the performance quality of Civil Servants is less than optimal in the sense that the quality of the performance of the employees themselves is not satisfactory. This causes public confidence in the credibility of the government to begin to decline. There are several factors that affect the performance of employees or employees as in the opinion of Gomes and Faturrachman who state that performance is always closely related to two main factors, namely the willingness or motivation of employees to work which causes the employee's effort and the ability to work. carry out the work. So, performance is a function of the interaction between motivation and work ability. There are 3 factors that affect the performance of an employee or employee according to Dharma including;

1. Abilities, personalities and interests. It is a person's abilities such as intelligence and skills. Worker capabilities can affect employee performance in a number of ways.

Personality is a relatively stable set of traits that is influenced by heredity and social, cultural and environmental factors.

2. Clarity and acceptance of the explanation of the role of an employee which is the level of understanding and acceptance of an individual for the tasks developed to him. The clearer the employee knows the requirements and goals of the job, the more energy will be devoted to activities towards the goal.

3. Employee motivation level. Motivation is an energy force that drives, mobilizes and maintains one's behavior in achieving goals.

With the work achieved by a civil servant in carrying out a job, the level of employee performance can be evaluated, then the employee's performance must be determined by achieving the target during the period of time achieved.

One of the objectives of the Fakfak District Health Office is "Protecting Public Health by Ensuring the Availability of Quality, Equitable, and Affordable Health Services" but there are still a number of problems that occur within the Fakfak Health Office, especially regarding the placement of employees so that it has a direct impact on

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employee and organizational performance. In our observations, things that often happen within the Fakfak District Health Office are employee delays in work, sometimes employees don't even come to work. This is related to the placement system which is closely related to the ability, qualification level of education and workload received. As a result of the influence of employee placement in accordance with the field of expertise,

Starting from the description and background above, the authors are interested in raising and analyzing these problems by taking the title:

"Analysis of Placement Against Employee Performance in the Health Service Sector at the Fakfak District Health Office"

II. Research Method

2.1 Research sites

The research location in this writing is at the Fakfak District Health Office.

2.2 Population and Sample

The population in this study were all employees of the Department of Health in the service sector, totaling 5 people. Because the population is quite small and can be reached, the census method is used to determine the sample, provided that each population can be used as a sample.

2.3 Method of collecting data

The methods of data collection carried out in this writing are:

a. Field Research (Field Research), namely research carried out directly in the field in order to obtain data or information needed by means of observations (observations) and interviews to collect data or information related to this research.

b. Method of Library (Library Research), namely, research conducted by reading carefully the books, literature - literature, and other written materials that are used as a theoretical basis related to research.

c. Questionnaire or questionnaire, is a data collection technique that is done by giving a set of written questions to respondents to answer.

2.4 Data source

The sources of data used in this research come from:

a. Primary Data, namely original data collected by the researcher himself to answer research problems specifically. Primary data is categorized into 2 types, namely qualitative data and quantitative data.

Qualitative primary data in the form of variations in perceptions can be from respondents or users. Qualitative primary data for example; alternative answers perception is very good, good, doubtful, not good, very not good.

b. Secondary Data, is data sourced from existing records in the company and from other sources, namely; literature study, by studying books that have to do with the object of research and can be done using data from the Central Bureau of Statistics (BPS).

Based on the source, secondary data is divided into 2 types, namely; Internal secondary data, data obtained from internal research objects or data obtained fromtaken from the company under study for example; the number of employees, the list of salaries of employees or employees, the length of time the employee has worked.

External secondary data is data obtained from other parties, for example; government agency that has something to do with the problem (research title)

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31009 2.5 Operational definition

The author uses several terms in this writing, in order to avoid different interpretations, the following are some definitions of terms related to title including:

Placementis an effort to channel employee abilities by placing employees in appropriate positions or positions to be able to obtain optimal work results. Performanceis the willingness of a person or group of people to carry out an activity and perfect it according to their responsibilities with the expected results (Rivai & Fawzi, 2005:15). In general, the notion of performance can be interpreted as the ability of each person to complete the work both from the aspect of the target time and the quality of the work.

2.6 Data Analysis Method

We can use a lot of data analysis, such as simple regression analysis, which means an approach used to define a linear relationship between 1 predictor variable (independent, X) and 1 response variable (dependent, Y) with the following formula or product moment analysis which is a statistical test tool used to test the Associative Hypothesis (Relationship Test). To analyze the data from the problems raised in this paper, the authors use qualitative descriptive data analysis techniques, namely the analysis carried out in the form of descriptions, explanations, and tables.

III. Result and Discussion

3.1 Legal Basis for Establishing Fakfak District Health Office

Based on Regional Regulation No. 12 of 2008 concerning the Organization and Work Procedure of the Fakfak Regency Regional Office, the Health Office is led by the Head of Service who is assisted by 1 (one) Secretary and 4 (four) Division Heads consisting of:

1. Health Service Development Sector

2. Division of Disease Prevention and Eradication 3. Family and Community Health Development 4. Environmental Health Development Bidang

Each division head supervises 3 (three) section heads according to their respective fields, while the secretary is assisted by 3 (three) sub-section heads, namely the program sub-section, the general and personnel sub-section, and the finance and equipment sub- section. The Fakfak District Health Office also has a Technical Implementation Unit (UPT) which is responsible for public health services and health supplies. The UPTs are:

(a) Puskesmas in 9 (Nine) Districts; and (b) Health Supplies Installation 3.2 Overview of the Fakfak District Health Office

a. Main Duties and Functions of the Health Service

Following up on the Fakfak Regency Regional Regulation Number 12 of 2008 the Fakfak Regent Regulation Number 4 of 2009 was issued concerning the Duties and Functions of the Secretariat, Divisions and Job Descriptions of Sub-Sections, and Sections at the Fakfak Regency Regional Office. The duties of the health office through the bupati regulation are to carry out regional government affairs based on the principles of autonomy and assistance in the health sector and to carry out the following functions: (a) formulation of technical policies in the health sector; (b) administration of government affairs and public services in the health sector; (c) development and implementation of duties in accordance with the scope of their duties; and (d) carrying out other tasks assigned by the Regent.

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Table 1. The State of Karas District Health Center Employees Fakfak Regency in 2014

PUSKESMAS ENERGY PUTU AND POLINDES POWER

SK MENKES RI NUMBER.

82/MENKES/SK/I/2004

WARD /VILLAGE

PUSTU (NURSE

)

POLIN DES(m idwife) TYPE OF

POWER

STANDA RD

CONDITIO N 2014 HEAD OF

PUSKESMAS

Doctor/

Other Bachelors of Health

SPK Cape Purkadi PUBLIC HEALTH

CENTER

SKM 1 0 Maas 1

D2/D3 Statistics

1 0 Tuberwasak 1

High School / High School

2 0 Kiaba 1

Junior High School

2 0 analysis 1

Sd 1 0 Tarak 1

General Practitioners

1 1 Faur 1

Dentist 1 0

Nurse 4 15

Dentist 1 0

Midwife 3 2

Akzi 1 1

Sanitarian 1 2

Health Analyst 1 0

Pharmaceutical Technicians

1 0

Works 2 0

Duty In The Treatment Room (Nurse)

4 Duplicate

Duty In The Delivery Room (Midwife)

2 Duplicate

Pustu 1 4 Units

Polindes 1 2 Units

Source: Sub-Division of Personnel at the FakFak Health Office, 2014

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Table 2. The Condition of the Employees of the Degen Health Center in Teluk Patipi District Fakfak Regency in 2014

82/MENKES/SK/I/2004

WARD/

VILLAGE

PUSTU (NURSE

)

POWER

STANDA RD

PUSKESMAS

Doctor/

Associate Nursing

Expert

Tetar PUBLIC HEALTH

CENTER

SKM 1 2 Tanisapata

D2/D3 Statistics

1 0 Puar 1

2 0 Rumbati

Junior High School

2 1 Werfra 1

Sd 1 Offie 1

1 1 Salakiti 1

Dentist 1 0 Bid 2

Nurse 4 24 SUM 1

Dentist 1 0 Patipi Sand 2

Midwife 3 9 Patipi Island 2

Akzi 1 1 Adora 2

Sanitarian 1 2 Rose 1

Health Analyst 1 0 Degen

1 0 all of a sudden 1

Works 2 0 US 0

4 Duplicate

2 Duplicate

Pustu 1 4 Units

Polindes 1 8 Units

Source: Sub-Division of Personnel at the FakFak Health Office, 2014

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Table 3. Condition of Kokas District Health Center Employees Fakfak Regency in 2014

82/MENKES/SK/I/2004

WARD/

VILLAGE

PUSTU (NURSE

)

POWER

STANDA RD

PUSKESMAS

Doctor/

SPK Coke Village PUBLIC HEALTH

CENTER

SKM 1 1 Goras 2

D2/D3 Statistics

1 0 Arguni 2

2 1 Patimburak

Junior High School

2 0 Mambunibuni 2

Sd 1 1 New village

1 2 Ugar 1

Dentist 1 1 Andamata 1

Nurse 4 25 Kinam 1

Dentist 1 0 Kryawaswas 1

Midwife 3 5 Stonefibre 1

Akzi 1 0 Mandoni 1

Sanitarian 1 3 Forir

Health Analyst 1 1 Darembang

1 0 Fior

Works 2 0 now

4 Duplicate Comb

2 Duplicate

Pustu 1 4 Units

Polindes 1 10 Units

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Table 4. Condition of Employees at Kramongmongga Health Center, Kramongmongga District, Fakfak Regency in 2014

82/MENKES/SK/I/2004

WARD /VILLAGE

PUSTU (NURSE

)

POWER

STANDA RD

PUSKESMAS

Doctor/

Associate Nursing

Expert

Kramongmongga PUBLIC HEALTH CENTER

SKM 1 2 Wargep

D2/D3 Statistics

1 0 Kayuni

2 1 Mananmur

Junior High School

2 1 Pikpik

Sd 1 0 Nembukteb 2

1 1 Ubadari 1

Dentist 1 0 Blur 1

Nurse 4 20 Rank 1 1

Dentist 1 0 Homochroma 1

Midwife 3 9 Kwagas 1

Akzi 1 1 Kwamkwamur

Sanitarian 1 1 Bahbadan

Health Analyst 1 0 Mamur

1 1

Works 2 0

4 Duplicate

2 Duplicate

Pustu 1 5 Units

Polindes 1 6 Units

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Table 5. The Condition of Bomberay Health Center Employees in Bomberay District Fakfak Regency in 2014

82/MENKES/SK/I/2004

KELURAHAN/K AMPUNG

PUSTU (NURSE

)

POWER

STANDA RD

PUSKESMAS

Other Doctors/B achelors of Health

Associate Nursing Expert

Mekar Sari SP IV PUBLIC HEALTH CENTER

Scholarship Of Public Health

1 0 Mbima Jaya SP 1 1

D2/D3 Statistics

1 0 Warisa Mulyo SP

2

1 High School /

High School

2 2 Onim Sari SP 3 1

Junior High School

2 0 Pinang Sari SP 5 1

SD 1 0 SP 6 1

1 0 Bumi Moro Indah

SP 7

1

Dentist 1 1 Tomage 1

Nurse 4 12 Otoweri 1

Dentist 1 1 Mbahamdandara

Midwife 3 7 Metimber 1

Akzi 1 2 Woos

Sanitarian 1 0 waremu

Health Analyst 1 0

Pharmaceutical Assistant

1 0

Works 2 0

4 Duplicate

2 Duplicate

Pustu 1 5 Units

Polindes 1 6 Unit

s

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31015 3.2 Overview of the Fakfak District Health

The provision of health facilities is important to improve the quality and equitable distribution of health services, while health facilities consist of:

a. Public Health Center

The Community Health Center or the so-called Puskesmas is one of the technical implementing units of the District Health Office. Puskesmas as the first level health service unit and at the forefront of the health care system, must carry out mandatory health efforts and several selected health efforts that are tailored to the conditions, needs, demands, capabilities and innovations as well as local government policies. Puskesmas have functions as: 1) health-oriented development center; 2) community empowerment center;

3) primary public health service center; and 4) primary individual health service center.

The number of puskesmas in Fakfak Regency until the end of 2014 was 10 units, with details of the number of health centers being 7 units of care and 3 units of non- maintenance health centers. Until 2014 of the two new Puskesmas built, only one new puskesmas in Kampung Tomage is in the process of being registered for registration, in an effort to respond to the needs and demands of the community. community that continues to increase in terms of service and population growth. One of the indicators used to determine the affordability of the population to puskesmas in Fakfak Regency is the ratio of puskesmas per 10,000 population, in 2014 it was 1.3, this means that every 1 Puskesmas in Fakfak Regency serves an average of 7,677 people. With the service at the Sekban Health Center after being registered with the Ministry of Health, the ratio of puskesmas per 10,000 population will be 1.5.

In 2014 the Fakfak Public Health Center was rehabilitated for the purpose of improving services and providing a sense of security and comfort for officers and the community.

b. Auxiliary Health Center

To increase the reach of health services to areas that are difficult to reach and to meet the demands of the community for health services in the working area of the puskesmas, the puskesmas is supported by health service facilities in the form of a supporting health center. The number of sub-health centers in 2014 increased from 35 to 36 units with a ratio of 3.9. The new sub-health center was built in Kampung Us, Teluk Patipi District, which aims to improve access and quality of health services to the community.

c. Mobile Health Center

In order to support health service activities in remote areas and patient referrals, it is necessary to have mobile health service facilities in the form of mobile health centers (Pusling). The number of four-wheeled pumps increased by 2 units to 27 units and the water wheeled from 10 units to 12 units.

d. Community Based Health Efforts

The importance of community participation in health development has been recognized by all parties and is proven by statistical studies, which can determine the success, independence and sustainability of health development. One form of Community Based Health Efforts (UKBM) which is a tangible manifestation of their participation in health development is the Integrated Service Post (Posyandu), as well as other UKBM, such as: Polindes, POD, UKK Post, Toga, Health Fund and others. whose types and numbers are increasing.

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Posyandu in carrying out its functions includes 5 priority programs, namely:

Maternal and Child Health, Family Planning, Nutrition, Immunization and diarrhea control which are proven to have a major contribution to reducing infant mortality. In 2014 the number of posyandu in Fakfak Regency increased by 4 posyandu, so that it became 137 posyandu consisting of 22 pratama posyandu, 78 middle posyandu, 34 full-time posyandu and 3 independent posyandu with a ratio of posyandu to village/kelurahan of 1.1 and the percentage of posyandu active by 0.27%.

Polindes or poskesdes are UKBMs established in villages in order to bring the provision of basic health services closer to rural communities. The main activities of the polindes or poskesdes are early observation and vigilance, handling of health emergencies and disaster preparedness and health services. Services provided by the polindes or poskesdes also include delivery assistance and MCH. The number of polindes or poskesdes in 2014 was 53 units with a ratio to village/kelurahan of 0.42.

IV. Conclusion

From the description of the previous chapters on Placement Analysis on Performance in the Health Service Sector at the Fakfak District Health Office, the author can conclude several important things as follows:

1. Employee placement is matching or comparing the qualifications possessed with job requirements, and at the same time assigning tasks, jobs to prospective employees to be carried out. Employees who are placed in certain positions must have the necessary competencies to carry out work effectively and efficiently. Improper employee placement process will lead to less-than-optimal performance.

2. Job satisfaction of an employee can improve job performance through organizational commitment. In relation to the placement and work of employees, job satisfaction is the general feeling or attitude of employees towards the work environment, working conditions, fair rewards, and communication with colleagues. A statement that strengthens the relationship between job satisfaction and employee performance if the employee will feel satisfied at work if placed in accordance with the employee's area of expertise. Job satisfaction will be achieved if there is a suitability of employees with the job position, they get. Employee placement means allocating employees to certain work positions.

3. A conducive work environment in the field of services at the Fakfak Health Office is categorized as quite conducive in carrying out duties and services.

4. Employee placement is matching or comparing the qualifications possessed with job requirements, and at the same time assigning tasks, jobs to employees. Employees who are placed in certain service areas or areas of duty must have the necessary competencies to carry out work effectively and efficiently. Improper employee placement process will lead to less-than-optimal performance.

5. Giving motivation must be done often because the motivation given will be able to improve employee work and motivation is one aspect of forming one's behavior including employee behavior at work.

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