MUSTAFA HARI KUNCORO, . (2020) MANAJEMEN PENGEMBANGAN KARIR PERWIRA POLRI (Studi Kasus Perwira Menengah Komisaris Besar Polisi yang Belum Memperoleh Jabatan). Doktor thesis, UNIVERSITAS NEGERI JAKARTA.
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Abstract
Banyaknya Komisaris Besar Polisi yang menjadi analis kebijakan saat ini bukan hanya menunjukkan fenomena lemahnya manajemen pengembangan karier di tubuh Kepolisian Negara Republik Indonesia, tetapi juga telah menyebabkan kurang efisien dan kurang efektif dalam pengelolaan sumber daya manusia. Bahkan, kondisi tersebut telah memunculkan kondisi psikologis yang kurang kondusif di kalangan Komisari Besar Polisi yang terdampar atau terpaksa menjadi analis kebijakan, dari perasaan kecewa, demotivasi sampai stres. Kondisi itu tentu saja bukan tanpa sebab, melainkan ada kendala-kendala yang menghambatnya, sehingga perlu dicari solusi dan strategi yang tepat untuk mengantisipasinya. Temuan dari hasil penelitian ini menyimpulkan bahwa: 1.) Manpower planning Komisaris Besar Polisi yang seharusnya memiliki beberapa komponen yang fundamental dalam pengembangan sumber daya manusia, antara lain: pengembangan profesionalisme individu, pengembangan karir, dan pengembangan organisasi Institusi Kepolisian Negara Republik Indonesia; 2.) Strategi pengembangan karir yang sesuai dengan merit system seharusnya segera diterapkan secara sistemik dan prosedural berdasarkan kebijakan peraturan yang ada di Institusi Kepolisian Negara Republik Indonesia sehingga mendorong terciptanya personil yang memiliki kinerja baik; 3.) Pola karir dapat melalui 3 periode pengembangan (periode pengembangan Profesi teknis Kepolisian pada golongan perwira pertama, periode pengembangan manajerial Kepolisian perwira menengah, periode strategis kepolisian pada golongan perwira tinggi yang lebih mengarah dan terintegrasi pada pengembangan manajerial); 4.) Sistem promosi merujuk pada Peraturan Kepala Kepolisian Negara Republik Indonesia Nomor 19 Tahun 2017 tentang Pelaksanaan Promosi Jabatan Terbuka di Lingkungan Kepolisian Negara Republik Indonesia; 5.) Analisis manajemen pengembangan karir yang bisa diimplementasikan oleh Institusi dalam rangka rangka mengatasi permasalahan penumpukan jabatan Komisaris Besar Polisi. Peneliti merekomendasikan beberapa hal terkait rencana tindak lanjut terkait analisis manajemen pengembangan karir Komisaris Besar Polisi yang terdiri dari analisis manajemen pengembangan karir siklus hidup, analisis manajemen pengembangan karir berbasis organisasi, dan analisis manajemen pengembangan karir dengan pola terarah dari komponen manpower planning, strategi pengembangan karir, analisis pola dan jalur karir dalam penempatan jabatan, serta sistem promosi. ********************** Many of Police Grand Commissioners who are currently policy analysts not only shows the phenomenon of weak career development management within the Indonesian National Police but also has resulted in inefficient and ineffective management of human resources. In fact, this condition has created a psychological condition that is not conducive to the Police Grand Commissioner who are stranded or forced to become policy analysts, from feelings of disappointment, demotivation to stress. Obviously, this condition is not without cause, but there are obstacles that hinder it, so it is necessary to find the right solution and strategy to anticipate it. The findings of this research conclude that: 1.) Manpower planning for the Police Grand Commissioner, which should have several fundamental components in human resource development, including individual professional development, career development, and organizational development of the Indonesian National Police; 2.) Career development strategies that are in accordance with the merit system should be immediately applied systemically and procedurally based on the existing regulatory policies in the National Police of the Republic of Indonesia so as to encourage the creation of well-performing personnel; 3.) The career pattern can go through 3 development periods (the technical professional development period of the Police for the first officer class, the middle officer police managerial development period, the strategic period for the police in the high-ranking officer class which is more directed and integrated with managerial development); 4.) The promotion system refers to the Regulation of the Head of the National Police of the Republic of Indonesia Number 19 of 2017 concerning the Implementation of Promotion of Open Positions within the State Police of the Republic of Indonesia; 5.) Analysis of career development management that can be implemented by the Institution in order to overcome the problem of the position of Police Grand Commissioner. The researcher recommends several things related to the follow-up plan related to the Police Grand Commissioner's career development management analysis which consists of life cycle career development management analysis, organization based career development management analysis, and career development management analysis with a directed pattern from the components of manpower planning, career development strategies, analysis of patterns and career paths in job placement, and promotion systems.
| Item Type: | Thesis (Doktor) |
|---|---|
| Subjects: | Manajemen > Manajemen Sumber Daya Manusia |
| Divisions: | PASCASARJANA > S3 Ilmu Manajemen |
| Depositing User: | Users 4163 not found. |
| Date Deposited: | 20 Aug 2020 13:08 |
| Last Modified: | 20 Aug 2020 18:23 |
| URI: | http://repository.unj.ac.id/id/eprint/8424 |
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