1 Civil servant management is defined as an overall effort to improve efficiency, effectiveness and professionalism in the implementation of personnel duties, functions and obligations, which includes planning, procurement, quality development, placement, promotion, payroll, welfare and termination.negeri”) are defined as individuals who have fulfilled specific requirements and are subsequently appointed, salaried and employed in a position by an authorized state official. This Law, in greater detail, regulates: 1) the system of recruitment, appointment, and termination of employees; 2) employee obligations; 3) employee rights; 4) disciplinary measures for positions; and 5) the implementation of personnel descriptions. Entering the New Order era under President Soeharto’s administration, the government began to classify state employees into several categories. Through the Law No. 8 of 1974 on the Civil Service Principles, the government distinguished between government employees (referred to in the Law as “Pegawai Negeri Sipil”) and members of the Indonesian National Army. The law also categorized employees into central and regional employees. Furthermore, this law addressed the establishment of civil servants, a matter that had not been specifically regulated in the previous law. In 1997, Indonesia experienced an economic crisis, and political turmoil ensued in 1998. The Indonesian government capitalized on this momentum by implementing several significant changes, which marked the milestone of the reform era in the realms of politics, law, economy, and bureaucracy, known as the first wave of reform (Presidential Regulation No. 81 of 2010 on the Grand Design of Bureaucratic Reform 2010-2025). These changes also extended to the management of government employees (Pegawai Negeri Sipil), aimed at optimizing the performance of the state apparatus in delivering services to the people. The reform era has brought Indonesia to a new phase of personnel management with more systematic changes. The change began in 1999 when the national government enacted the Law number 43 of 1999 on the amendments to Law Number 8 of 1974 on the Civil Service Principles. Under this law, the management of civil servants1 is specifically redefined. Furthermore, the law exerted that members of the Indonesian National Police are acquired as government employee. This adds previous provision that determines the division of government employees, which includes civil servants at both national and regional, and members of the Indonesian National Army. An analysis of the first round of reforms’ implementation revealed that administrative reforms trailed behind those in the political, economic, and legal sectors. Therefore, in 2004, national government reemphasized the importance of implementing the concepts of good governance and clean government, which are considered the best principles for providing the best services to society. Starting from that time, the government fostered bureaucratic reform (well known as Reformasi Birokrasi). In implementing bureaucratic reform, the government established the primary program as the development of state apparatus. This decision was driven by several significant issues pertaining to the bureaucracy, including: 1) government organizations not yet functioning at their proper size and capacity; 2) the presence of overlapping, inconsistent, unclear, and open to multiple interpretations of laws and regulations in the field of state apparatus, which have not been adapted to the evolving dynamics of governance and societal demands; and 3) suboptimal implementation of human resource management within the apparatus to enhance professionalism, employee performance, and organizational effectiveness. The main challenges in the human resources of the state apparatus include imbalances in terms of quantity, quality, and geographical distribution of civil servants as well as persistently low levels of civil servant productivity; 4) ongoing irregularities and instances of authority abuse in the governance process, coupled with unstable performance accountability of government agencies; 5) Public services that have not yet accommodated the diverse interests of all societal strata and have not fully realized the fundamental rights of citizens; 6) The mindset and work culture (organizational culture) among bureaucrats that have not wholeheartedly supported the ideals of an efficient, effective, productive, and professional bureaucracy. With the implementation of this program, it was anticipated that by 2011, all ministries and other national agencies would have embarked on the process of bureaucratic reform (Presidential Regulation No. 81 of 2010 on the Grand Design of Bureaucratic 63
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