Innovation is the key to improve organizational performance. The development presently requires the actualization of innovation culture as a continuous improvement in the organizations' services. This paper presents an overview of the application of innovation culture in public sector organizations namely Investment and Integrated Licensing Offices (DPMPTSP) of Samarinda City, as well as factors that influence the success of actualizing the culture of innovation in this organization. This research is a qualitative research with a descriptive approach. The application of an innovation culture in DPMPTSP of Samarinda City has been relatively optimal, as evidenced by the various achievements and awards that have been achieved. Afterwards, the factors that influence the success of the actualization of innovation culture in DPMPTSP of Samarinda City are mainly by visionary and innovative leadership, reliable human resources, high team collaboration, and budget support. In addition, it can also be analyzed that the innovation culture in this organization has relatively implemented a holistic model of innovation culture. Keywords : Innovation, Innovation Culture, Organization, Public Service Abstrak Inovasi merupakan kunci untuk meningkatkan performa organisasi. Perkembangan zaman menuntut aktualisasi atas budaya inovasi sebagai perbaikan terus menerus atas pelayanan organisasi yang ada. Tulisan ini menyajikan gambaran mengenai penerapan budaya inovasi dalam organisasi sektor publik yakni DPMPTSP Kota Samarinda, serta faktor-faktor apa saja yang mempengaruhi keberhasilan aktualisasi budaya inovasi dalam organisasi tersebut. Penelitian ini merupakan penelitian kualitatif dengan pendekatan deskriptif. Hasil penelitian ini menunjukkan bahwa penerapan budaya inovasi di DPMPTSP Kota Samarinda relatif sudah berjalan optimal, terbukti dengan berbagai capaian dan penghargaan yang telah dihasilkan. Adapun faktor-faktor yang mempengaruhi keberhasilan aktualisasi budaya inovasi di DPMPTSP Kota Samarinda utamanya adalah kepemimpinan visioner dan inovatif, sumberdaya manusia yang handal, kerjasama tim yang tinggi, dan dukungan anggaran. Selain itu, juga dapat dianalisis bahwa budaya inovasi pada organisasi ini relatif sudahmenerapkan model holistik budaya inovasi. Kata Kunci : Inovasi, Organisasi, Budaya Inovasi, Pelayanan Publik
Indonesian Village Law No. 6/2014 mandates village to be a self-governing community and local self-government. Based on the law, village government conducts governmental administrative business, local development, fostering village societal, and empowering local people. To support the tasks, it is allowed to raise funds from various sources. This paper aims to investigate any problem and possible solutions to strengthen village capacity in order to achieve the village law vision. This research was conducted in Kutai Kartanegara (Kukar) Regency, Indonesia. It used a qualitative approach and the data were collected in several ways, i.e. focus group discussion, interview, secondary data, and observation. The study showed that village governments have no authority to design their own organizations, because the designs are prepared by central and local governments in detail. Moreover, lack of competence among village government staffs and financial dependency also make village governments rely on supports from central and local governments. It concludes that high intervene from upper governments make the village governments have limited room to manage their organizations. Secondly, policy disharmony among ministers also makes them in a dilemma about which one should be followed. Thirdly, various limited upon villages consequently makes them highly depend on supports, especially financial supports, from higher levels of government. Therefore, some actions need to be taken, such as reducing intervention, synchronizing policies among ministries, strengthening village organization and staffs, and optimizing the role of local government agency and stakeholders to take part in the village development process.
This study tries to explore the practices of cost effective institutions (CEI) in the Badung district government through two approaches, namely the cost-reduction approach and the cost-control approach. This research is a descriptive research with qualitative method. The selection of research loci in Badung Regency was carried out through the Regional Fiscal Capacity Map (KFD) and the Regional Fiscal Independence Index (IKF) Map which showed very developed and good conditions so that they could serve as examples for other local governments in Indonesia. The data collection was carried out by in-depth interviews in two groups, namely the government group and the public group. The results of this study conclude that in principle the Badung Regency Government has implemented a Cost Reduction and Cost Control mechanism with a fairly good implementation strategy and method. However, not all components can be fulfilled according to the ideal concept of Cost Effective Institutions that has been mentioned in Hickel (1993). In general, at least three main stages of CEI implementation practices were found, starting from the planning stage, implementation stage, and monitoring and evaluation stage. There is not much difference between theory and practice, only the model created from the findings of this study reflects the detailed characteristics of budget management in the Badung Regency Government. This study recommends the application of CEI as an approach that is able to encourage the creation of local government functions with a spending control mechanism in order to achieve optimal performance.
Increasing service user satisfaction levels is a goal for public service providers. Service user satisfaction surveys are often conducted to describe the level of service user satisfaction that services provided. However, service providers are less able to utilize the results of the surveys to conducting innovation or breakthroughs to improve service user satisfaction. This study used an explorative approach to analyze the level of satisfaction for service users in four public health centers (Puskesmas) in Bontang City, Indonesia. The method used was two stages survey of 1,449 respondents throughout 2019. The complaint in the first survey was the basis for innovating improvements in public services by using the concept of rapid innovation. The results showed that with the short-term innovations that had been implemented, there had been a significant increase in public satisfaction with the services of the Puskesmas.
The performance of the bureaucracy, in term of public services, is ultimately highly dependent on public participation. Bureaucratic targets for the number of people recording KTPs, managing the birth certificates or deaths, licensing, complying the compulsory education policy, vaccinations and medical tests, or participating in farmer groups / fishermen, will be accomplished if the community is actively involved in dealing with bureaucracy. Although all these bureaucratic affairs are mandatory things that need to be completed by the public, but on the other hand the public believes that they still have the option to whether obey or disobey. Therefore, the public commitments become very important to support the performance of government (public service), and to this issue, government should give more attention on how to stimulate and appreciate the public concern. This paper offers a new concept in designing the public services improvement through the provision of rewards to the public. Reward to the public who completed his public liability is a relevant innovation in public services to be applied. This provision of rewards to the public has relatively absent in public services, while it is important to increase public participation and satisfaction on the one hand and to changes the mind-set and behavior of government apparatus on the other. Rewards to the public can be given, adjusting the capability of the government, ranging from minimal cost such as applauded by all employees, appreciation certificates, letters of gratitude from local leaders to other types of rewards given after the community completed the public service.
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