MANAJEMEN KRISIS DIREKTORAT JENDERAL PAJAK DALAM MENANGANI GANGGUAN TEKNIS PELAPORAN SPT TAHUNAN ORANG PRIBADI TAHUN 2025 MELALUI CORETAX

Jasmine Syifa Shadrina Atsyah, . (2026) MANAJEMEN KRISIS DIREKTORAT JENDERAL PAJAK DALAM MENANGANI GANGGUAN TEKNIS PELAPORAN SPT TAHUNAN ORANG PRIBADI TAHUN 2025 MELALUI CORETAX. Sarjana thesis, UNIVERSITAS NEGERI JAKARTA.

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Abstract

Penelitian ini mengkaji secara komprehensif efektivitas manajemen krisis dalam transisi sistem pelaporan publik baru pada otoritas perpajakan berdasarkan empat dimensi utama manajemen krisis: pencegahan, persiapan, respons, dan revisi/pascakrisis. Melalui pendekatan kualitatif, pembahasan mendalam, pengujian keabsahan data via triangulasi, serta analisis koding, ditemukan bahwa pada Dimensi Pencegahan, otoritas secara proaktif melakukan pemindaian lalu lintas data real-time di war room, menjaring keluhan masif melalui strategi omnichannel (YouTube, Instagram, layanan panggilan, live chat, dan helpdesk tatap muka), menerapkan prosedur triase berjenjang untuk memilah system error dan user error, melakukan mitigasi struktural seperti penyediaan Simulator Sistem, serta mengevaluasi efektivitas pengurangan ancaman hingga server tetap stabil. Pada Dimensi Persiapan, organisasi mendiagnosis kerentanan UI/UX dan kesenjangan digital, memetakan spektrum krisis berlapis (kapasitas, kultural, teknis, reputasi media sosial), melatih sumber daya manusia melalui simulasi massal melibatkan hampir 40.000 pegawai di lingkungan produksi asli, melembagakan Rencana Manajemen Krisis (CMP) via SOP birokrasi dan narasi satu pintu, serta meninjau sistem komunikasi krisis lintas divisi. Pada Dimensi Respons, pihak pengelola mengeksekusi penyesuaian beban jaringan dan pengerahan fisik luring (all-hands-on-deck) dengan menyulap aula menjadi loket pelayanan tambahan, menerapkan komunikasi strategis berorientasi citizen-centric yang melindungi hak administratif pengguna, memberikan tanggapan transparan termasuk keputusan pimpinan puncak memperpanjang batas waktu pelaporan tahunan nasional, serta menjalankan strategi dua jalur melalui sistem tiket eskalasi dan pengawalan edukatif di media sosial. Terakhir, pada Dimensi Revisi/Evaluasi Pascakrisis, evaluasi retrospektif membuktikan keberhasilan menahan gejolak sosial melalui diseminasi tutorial edukatif, sementara dampak krisis memicu pembelajaran organisasional (organizational learning) berupa reformasi berbasis User-Centered Design (penyederhanaan UI/UX dan bahasa regulasi), budaya kerja yang tangkas (agile), serta pelembagaan target edukasi terstruktur. *** This study comprehensively examines the effectiveness of crisis management during the transition of a new public reporting system within a tax authority, based on four core crisis management dimensions: prevention, preparation, response, and post-crisis revision. Employing a qualitative approach, in-depth discussion, data validity testing via triangulation, and coding analysis, the findings reveal that in the Prevention Dimension, the authority proactively scanned real-time data traffic in the war room, captured massive complaints through an omnichannel strategy (YouTube, Instagram, call services, live chat, and face-to-face helpdesks), implemented tiered triage procedures to distinguish system errors from user errors, executed structural mitigations such as providing a System Simulator, and evaluated threat reduction effectiveness to maintain server stability. In the Preparation Dimension, the organization diagnosed UI/UX vulnerabilities and digital divides, mapped multi-layered crisis spectra (capacity, cultural, technical, social media reputation), trained human resources through mass simulations involving nearly 40,000 employees in the live production environment, institutionalized the Crisis Management Plan (CMP) via bureaucratic SOPs and unified single-door narratives, and reviewed cross-divisional crisis communication systems. In the Response Dimension, the entity executed network load adjustments and offline physical deployments (all-hands-on-deck) by transforming office halls into additional service counters, implemented citizen-centric strategic communication protecting user administrative rights, provided transparent responses including top leadership decisions to extend the national annual reporting deadline, and operated a dual-track strategy through ticketing escalation and educational social media guidance. Finally, in the Post-Crisis Revision Dimension, retrospective evaluations demonstrated success in preventing social unrest through educational video dissemination, while the crisis impact triggered organizational learning through User-Centered Design reforms (simplifying UI/UX and regulatory language), an agile work culture, and institutionalized structured educational targets.

Item Type:	Thesis (Sarjana)
Additional Information:	Dr. Wiratri Anindhita, S.I.P., M.Sc.
Subjects:	Ilmu Sosial > Kondisi Sosial,Masalah Sosial,Reformasi Sosial Ilmu Sosial > Komunikasi Manajemen > Manajemen Kantor, Organisasi
Divisions:	FIS > S1 Ilmu Komunikasi
Depositing User:	Jasmine Syifa Shadrina Atsyah .
Date Deposited:	10 Aug 2026 03:52
Last Modified:	10 Aug 2026 03:52
URI:	http://repository.unj.ac.id/id/eprint/68580

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