Merit System Principle: A Missed Opportunity for Fairness in Indonesia’s Civil Service

Abstract

This descriptive qualitative research aims to identifythe implementation of the merit system principle in promotions and mutations carried out in Majene Regency after changing leadership, and to propose recommendations to improve the process. The study uses primary data in the form of in-depth interviews and studying archives and documents. The findings show that the merit system principle is not properly implemented in filling echelon III positions, with political and emotional closeness factors still dominating the process. However, the echelon II positions are filled more appropriately. The mechanism for filling positions in Majene Regency consists of promotions, rotations, and demotions. To improve the process, the study recommends the establishment of clear and technical rules, a clear career pattern, and providing a place for State Civil Apparatus (ASN) talents who have the ability as structural officials. This study provides valuable insights for the improvement of the promotion and transfer process in Majene Regency and similar regions facing similar problems.

Assessing the Challenges of Implementing the Merit System in Local Governance

“…The management of human resources can be understood as a consequence of implementing a merit-based system for state civil apparatus. [2] The parameters employed in the execution of the merit system encompass the fulfilment of qualifications, competencies, and performance, which serve to bolster the effective management of human resources. The fulfilment of these three criteria engenders a sense of professionalism in the execution of tasks, hence exerting a positive influence on the practice of good governance.…”