Transferring Lean Thinking into the Indonesia Civil Service

1564 Words4 Pages

Each country has its own government, and it could be very different from one to another country. However, all governments have particular duties and responsibilities toward their citizens (Gomez, n.d). In general, the role of government is to assure the citizens’ well-being (World Intellectual Property Organization (WIPO), 2005) and specifically, Gomez (n.d) describes that the government’s duties and responsibilities are providing order, protection, public service, and economy stability. Nevertheless, all governments throughout the world are dealing with the same issues including financial stresses, finding quality personnel, an aging infrastructure, and sustainability. Limitations that have been created by today’s challenging economy are making many governments struggling to continue to serve their community (Britz-Parker, n.d). This current financial stresses has left the government to challenges itself to learn to do more with less. Today, people are seeking an efficiency, since the world around is moving very fast and it will not wait for anybody. Efficiency is one of the key factor of the economic development. Researchers on these field frequently focused on efficiency of central economic sectors, factor that impact this, and policies that could improve it. However, the researchers have difficulty to study about public sector’s efficiency since it is almost impossible to measure output of public sector. Without measure of output, there can be no measure of efficiency (McLeod, 2005). In Indonesia, everyone knows that the public sector, or on this paper term, the civil service, is very inefficient. No one with any knowledge about its functioning could say otherwise. The examples of it could be an endless list, such as the taxa... ... middle of paper ... ...07). Another matter that has also made the remuneration system of Indonesia’s civil servants became vague is the relation between salary and the measurement of performance/achievement. The situation in the Indonesia’s civil service system is those who do not have particular tasks have the same payment with those who have certain tasks and do it very well. Often, those who were gradually maintained good performances did not receive any incentive or appreciation for the achievement. Professionalism and achievement should have specific assessments that could quantitatively be measured and compared with. The DP3 that has been utilized as performance assessment for the civil servants could not be a valid reflection of the real civil servants’ performance since it is only measuring the preferences of the civil servants according to the subordinates (Prasojo et al., 2007).

Open Document