Competency-based: System Model Development Strategy to Increase

Self-performance

Amaliyah

University of Trilogi

Keywords : Competency-Based, Strategy System Model, Human Resources

Abstract : Along with the rapid technological changes and the environment so drastically the organization needs

human resources that have the competence to provide excellent service and value. Development of

competency-based human resources is conducted in order to provide results in accordance with

organizational goals and objectives with predefined performance standards. Organization XYZ East Java

Province are relatively new so that not all Organization XYZ employees come from people who have

competence in accordance with disaster management activities. As a result, the implementation of these

basic tasks and functions becomes less than optimal. This research uses qualitative research approach. The

research location is located in Organization XYZ East Java Province. The quality of human resources, the

profile of civil servants included in the ranks of Organization XYZ East Java Province shows the low

quality, capacity and mentality of employees as a result of the low rationality and interrelationship between

sub-systems in the management of employees, ranging from needs planning to dismissal. By observing the

analysis, the result of the research is to design a model of competency-based strategic system that can

improve employees' understanding of their main tasks & functions.

1 INTRODUCTION

The existence of man in the organization has a very

vital position. The success of the organization is

largely determined by the quality of the people who

work in it. Rapid environmental change demands

their ability to capture the phenomenon of change,

analyze its impact on the organization and prepare

steps to deal with the condition. Listening to the

above facts, the role of human resource management

in the organization is not merely administrative but

rather it leads to how to develop the potential of

human resources to be creative and innovative.

Along with the increasingly sharp competition

due to rapid technological changes and environment

so drastic in every aspect of human life then every

organization requires human resources that have the

competence in order to provide excellent service and

value. In other words, the organization is not only

able to provide satisfactory service (customer

satisfaction) but also oriented to value (customer

value). So the organization is not merely pursuing

the achievement of high work productivity but more

on performance in the process of achievement. The

performance of each activity and the individual is

the key to achieving productivity. Because

performance is an outcome whereby other people

and other resources that exist within the organization

bring together the final result based on the level of

quality and predetermined standards. Consequently,

organizations need human resources that have

unique skills and abilities in accordance with the

vision and mission of the organization.

Development of competency-based human

resources is conducted in order to provide results in

accordance with organizational goals and objectives

with predefined performance standards. The

competency concerns the authority of each

individual to perform the tasks or make decisions in

accordance with his/her organization in relevant to

the expertise, knowledge and ability possessed. The

competencies of individual employees must be able

to support the implementation of organizational

strategy and be able to support any changes made by

management. In other words, the competency of the

individual can support work system based on team.

The need for competency-based human resources

development is certainly not only a business

organization area but also indispensable in the realm

of public organization, especially in the bureaucracy

Amaliyah, A.

Competency-Based: System Model Development Strategy to Increase Self-Performance.

DOI: 10.5220/0007537000360040

In Proceedings of the 2nd International Conference Postgraduate School (ICPS 2018), pages 36-40

ISBN: 978-989-758-348-3

and or the Local Government Work Units that exist

within the central, provincial and district levels.

Included in this case is the organization of

Organization XYZ East Java Province.

And since the organization of newly established

Organization XYZ and immediately have to adjust

to various regulations on disaster management both

at the central and regional levels, it is certain that the

performance of Organization XYZ institutions,

especially in the province of East Java still requires

hard work to spur the performance of employees and

or institutions in carrying out the mandate and the

main task as an organization that must always be at

the forefront of disaster management activities.

Admittedly, not all Organization XYZ employees

come from people who have competencies that are

appropriate to disaster management activities. And

not infrequently these employees previously came

from the offices or other agencies that previously did

not touch at all about disaster management activities.

So in the journey, the employees are not a few who

can not understand the main tasks and functions. As

a result, the implementation of these basic tasks and

functions becomes less than optimal and this will

certainly affect the performance of Organization

XYZ institutions as a whole.

Figure 1: Intergrated HRM Around a Clear Understanding

of Core Compentencies.

2 LITERATURE REVIEW

According to Ali (2009), Human Resources is an

important factor in a development process in an

organization. The HR factor is considered important

because these factors are not only as objects, but as

subjects. The HR factor is considered important

because these factors are not only as objects, but as

subjects.

Managing HR is not an easy, because humans

are unique elements and have different

characteristics from one another. Some of the

approaches used in HRM, namely: (i) HR approach,

emphasizing management and utilization that pay

attention to human rights; (ii) Managerial Approach,

emphasizing the responsibility to provide and serve

the HR needs of other departments; (iii) System

Approach, emphasizing responsibility as a sub-

system in the organization; (iv) Proactive approach,

emphasizing the contribution to employees,

managers and organizations in providing problem

solving. HRM functionally has several functions,

where these functions are related to each other, and

activities carried out by HRM are in accordance with

their functions, with the aim of increasing

productivity, quality of work life and service. The

planning function is an HRM function which is

considered essential, because it involves the

organization's HR management plan both in the

short and long term where it is closely related to the

operationalization of the organization and the

smooth work that is in it.

Procurement function is a function of HRM in an

effort to obtain the right type and amount of human

resources needed to achieve organizational goals.

The function of development is closely related to the

improvement of skills and abilities pursued through

training channels and education of existing human

resources. Also various forms of self-development

for employees who excel. Maintenance function is

related to the effort to maintain the employee's

willingness and ability through the implementation

of several programs that can increase work loyalty

and pride. The function of use emphasizes the

implementation of various tasks and jobs by

employees and the level of improvement of

employee positions. In addition, it also relates to the

counterpart for employees who have stopped

working, either temporarily or permanently or as a

result of unilateral termination of employment.

Competence is defined (Spencer) as an

underlying characteristic of an individual which is

causally related to criterion-referenced effective and

or superior performance in a job or situation. Or the

characteristics that underlie a person and are related

to the effectiveness of individual performance in

their work. Departing from this understanding, an

individual's competence is something inherent in

him that can be used to predict the level of

performance. Something in question can involve

motives, self-concept, nature, knowledge and

abilities. Individual competence in the form of

abilities and knowledge can be developed through

education and training.

While competence motives can be obtained

during the selection process. Furthermore, according

to Spencer and Spencer (1993) competencies can be

divided into 2 (two) categories, namely "threshold

Competency-Based: System Model Development Strategy to Increase Self-Performance

competencies" and "differentiating competencies".

Threshold competencies are the main characteristics

that must be owned by someone in order to carry out

their work. But not to distinguish a high-performing

and average person. While differentiating

competencies are the factors that distinguish high

and low performing individuals. For example, a

lecturer must have the main ability to teach, that

means at the level of "threshold competencies", then

if the lecturer can teach well, the method of teaching

is easy to understand and the analysis is sharp so that

the level of performance can be differentiated.

3 RESEARCH METHODS

3.1 Types of Research

In principle, this research uses an approach based on

qualitative research. Data collecting procedure in

this research will be done by using observer-

participatory technique. In addition to this to dig

deeper data and information into a number of key

informants and debriefed (comparison of

informants) in accordance with the formulation of

research problems, it will be Focus Group

Discussion by limiting or more focused on certain

issues in accordance with the focus of research with

the number of discussion participants between 5-10

people.

3.2 Location, Population, Sample

Research

This research will be conducted at the office of

Organization XYZ of East Java Province located in

Surabaya City. To determine the informant, this

research uses purposive. This is possible because

researchers are constantly doing interpretations and

interactions with data and respondents or informants.

4 RESULT AND DISCUSSION

With the existence of the Regional Disaster

Management Agency in the region in charge of

formulating and establishing policies on disaster

management and refugee handling by acting quickly

and appropriately, effectively and efficiently, and

coordinating the implementation of disaster

management activities in a planned, integrated and

comprehensive manner. So in the future, the

required staff qualifications at each level of the

Regional Disaster Management Agency of East Java

Province can be formulated as follows:

a. All Section Heads and Section Heads should have

qualifications in accordance with the field of

duty and at least have a Strata I education.

b. Every Head of Sub. The section on the Secretariat

should have a strata I qualification in the areas

of planning, law, finance, communication and

administration/management.

c. The staff of the Technical Section should be 70

percent qualified Strata I, 20 percent certification

relevant to disaster issues. While 10 percent

enough to educate Senior High School and

Junior High School.

d. Functional groups within the organization of the

Provincial Regional Disaster Management

Agency of 90 percent are at least Qualified Strata

I and 10 percent are sufficient Technical

Diplomas related to their functional duties.

Furthermore, the figure of the Regional Disaster

Management Agency of East Java Province should

have knowledge and various problems of disaster

and coordination ability and cooperation with

various parties, knowledge about environment

system, logistic, psychology, social and also

experienced in disaster, effectively and provide

information services. In the implementation of

disaster management, the Regional Disaster

Management Agency does not work alone but

cooperates with relevant agencies and other non-

government institutions. Therefore, for institutional

arrangement in the future it is necessary to develop

cooperative planning that can accommodate existing

activities, such as:

a. To search and rescue disaster victims, the

Regional Disaster Management Agency can work

with the Indonesian National Army, the Indonesian

National Police, BASARNAS and the Indonesian

Red Cross in the regions

b. For the handling of refugees, can cooperate

with the Regional Social Service

c. For the mapping of vulnerable areas, it is

necessary to cooperate with mapping agencies and

agencies that specifically address specific threats.

d. For disasters related to the environmental

damage of the Regional Disaster Management

Agency in collaboration with the Office of the

Environment, and the Office of Marine and Fisheries

and so on.

In the future, an independent forum should be

established to encourage and facilitate cooperation

among stakeholders in disaster risk reduction efforts

in the region, aiming to accommodate all disaster-

related interests and to help harmonize policies,

ICPS 2018 - 2nd International Conference Postgraduate School

programs and activities of Disaster Management

Planning in order to support the achievement of the

objectives, the purpose of disaster management in

the region and the realization of the resilience and

resilience of the nation against disasters, such as the

Higher Education Forum for Disaster Management

or the Consortium for Disaster Education, the

Coastal Disaster Mitigation Forum and Small

Islands, and others.

Besides, in the framework of future institutional

arrangements not only those forums, it is also

necessary to set up groups or associations

established to facilitate cooperation in disaster

management, such as the Mount Semeru eruption

Disaster Management Group, and Bromo, the

Bojonegoro flood disaster management Community

groups, which are the environmental and socio-

cultural support of their local communities. Both

forums and groups are comprised of parties outside

the government who care about disaster in certain

areas and have a coordination and cooperation with

Organization XYZ and the government local area

and other related institutions. The existence of

forums or groups of this kind is expected to be able

to improve the quality of disaster management in the

region.

By considering the above analysis, the

Competency Based Strategic System Model at

Organization XYZ East Java Province as follows:

5 CONCLUSION

The problems in civil servant management system

are very complex and are found in all links of civil

servants, both in the system, institutional and human

resources. The existing legislation is no longer

relevant to the demands of current conditions, less

synchronized between laws and implementing

regulations below, less synchronized between the

sub-systems in the overall management of civil

servants such as between career patterns and

performance measures. The authority between the

agencies responsible in handling policies,

management and personnel affairs overlap so that

there tends to occur seizure of land in addition to the

lack of effective coordination between these

agencies.

In terms of quality of human resources, the

profile of civil servants included in the ranks of

Organization XYZ East Java Province shows the

Competency-Based: System Model Development Strategy to Increase Self-Performance

low quality, capacity and mentality of civil servants

as a result of the low rationality and

interrelationships between sub-systems in the

management of civil servants, from planning needs

to dismissal. The problems are almost never

unraveled thoroughly so that, as a result, the

performance and professionalism of civil servants

has always been in the spotlight of many parties.

Therefore, to improve the performance,

professionalism and welfare of civil servants it is

time to reform the civil service management system

as a whole and integrated. The proposed renewal

approach is no longer partial but comprehensive by

following the steps as suggested.

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