The Evaluation Impact Program of Open Selection on High

Leadership Position Career Employee in Banten Provincial

Government

Dian Wirtadipura

, R.Madhakomala

and Yetty Supriyati

Doctoral Candidate Science Management Program at Universitas Negeri Jakarta, Jakarta-Indonesia

Professor at Universitas Negeri Jakarta, Jakarta-Indonesia

Keywords: Program Impact Evaluation, Open Selection, Employee Career

Abstract: The dynamics of business in the current digital economy era are very fast changing, requiring the Central

Government and Regional Government to prepare for the development of reliable human resources, to

provide excellent service. Open selection program are becoming popular nowadays to recruit competent and

professional employees, although on the other hand it requires employees to plan and achieve their career

independently, because leader and human resource human organization are completely free of hand. The

purpose of this study is to develop a theoretical model to approach the goal free evaluation of Michael

Scriven. Data was collected through interview, observation and analysis of document on 120 people who

worked on open selection program. This study found that leader support, the role of human resources

management organization and individual employees in the open selection path. In addition, it also provide

some suggestion to human resources management organization in order to improve their performance.

1 INTRODUCTION

The establishment of PermenPAN and RB law

number 13 of 2014 about the procedure of openly

leader’s replacement in the government institution

environment, the Law number 15 about State Civil

Apparatus, and the Government Regulation (PP)

number 11 of 2017 about the State Civil Apparatus

Management. The opaque selection of the state

apparatus was expected to able to choose the

competent and professional state apparatus, and

must be able to provide quick respond, in order to

support and consolidate the digital economy

business in industry evolution 4,0 era.The

implementation of open selection makes the system

become widely opened for evey body whereas the

role of Position Consideration Council (Baperjakat)

was replaced by Selection Committee (Pansel);

Position replacement across ministries; Local

Governance and Council; the position is acquired by

professional, capable, and competent people.

Several problems rise such as the lack of Good

Will from local government leader, the financial

problem that is more expensive in holding the open

selection program than Baperjakat program.

Because, the open selection must invite the

academies, the professionals from other institutions

compiled by committee, the apprehensive behaviour

of echelon III, they are afraid of their internal

situation as there will be no promotion for the

internal institution because of this open selection

program, the worried feeling of the internal staff

because of the new recruits, another problem from

internal staff is that they feel under pressure in

implementing their working performance as they

must follow and obligate the significant selection

assessment in order to enter the selection process.

Moreover, the Position Consideration Council as the

representation of Human Resource Working

Performance Management possesses fewer

authorities because of presence of The Selection

Committee.

Before, the Baperjakat manage all level of

promotions of civil state apparatus, starting from

eselon IV, eselon IV to eselon III, eselon III to

eselon II and eselon II to eselon I. But now, the

authority to give promotion of Leader status, both

Primary (eselon II) or secondary (eselon I), is

acquired by Pansel (Selection Committee). The

problem must be faced by the Human Resource

692

Wirtadipura, D., Madhakomala, R. and Supriyati, Y.

The Evaluation Impact Program of Open Selection on High Leadership Position Career Employee in Banten Provincial Government.

DOI: 10.5220/0009499406920698

In Proceedings of the 1st Unimed International Conference on Economics Education and Social Science (UNICEES 2018), pages 692-698

ISBN: 978-989-758-432-9

Working Performance Management Organisation in

order to find the role model for good eselon III

career staff that will receive promotion in open

selection.

Next, from the previous study conducted in 2014

which is promotion time of eselon I, it selects best

three candidates from 11 candidates. The result of

governor choosing was already predicted by

commoners that the chosen people will be those who

has same perspective within the governor itself. In

2015, the 4 positions are competed over 58

candidates of the eselon II, ther is disoriented event

that creates apprehension among people of eselon

III, they were disappointed as none of their member

were chosen during the selection. Thus, it creates

trust issue over Human Resource Working

Performance Management organisation.

In 2016, the two positions for eselon II level, the

winners were professionals that come from internal

institution, the trust grow among public as they are

starting to place hope in open selection program. In

2017, the selection result in 3 best people from 38

candidates who are professionals and come from

internal institutions, the trust were growing among

public as they trust the open selection program

commenced by Human Resource Working

Performance Management organisation.

Furthermore, In 2017, from 7 opened position for

eselon II level, there are only five chosen

professionals, the two places were empty as none of

them are qualified enough to reach the passing grade

provided by the committee. That is why, the re-

selection event was held in that time. the event

shows the lack of professionals among the

candidates, it was strengthen by the fact that the

other five position were earned from externals. From

the explanations above, the research questions of the

study will be, as follow: (1) the public opinion

toward civil apparatus; (2) The obstacles faced by

individuals after receiving the open selection

announcement; (3) the bureaucracy reformation

challenge that must be faced by Human Resource

Working Performance Management organisation

toward the new model of career counselling post

open selection program.

The study aims to reveal the negative impact of

the apprehensive situation among eselon III staff, as

a result of open selection program, by providing the

preventive action and solutions, and to reveal the

positive impact performed by the staff during the

open selection program, in order to give

development, and advance consolidation. This

evaluation study type had another objective to

describe the implementation of open selection

program from High Leader Position toward Banten

civil apparatus career.

2 THEORICAL FRAMEWORK

Staff always become an object for Human Resource

Management, Armstrong (2009), stated that “Human

resource management is a strategic, integrated and

coherent approach to the employment, development

and well-being of the people working in

organization”. Lutfim Cania (2014) stated that the

organisation working performances is more

important, especially in larger and more dynamic

market; human resource is the key to hold the

organisation in a very competitive market.

Evaluation is part of management system which

are planning, organisation, implementation,

monitoring, and evaluation. Without evaluation the

condition of the object will remain unknown within

the plans, implementation, and the result as well.

Scriven (1981) defines evaluation as a “The

process of determining the merit or worth or value of

something, or product of that process”, based on the

definition conducted by Scriven, Fitzpatrick,

Sanders and Worthen (2012) support the definition

of evaluation that it determines the use or

advantages of an object of evaluation. more general,

evaluation could be defined as process of

identification, clarification, and implementation the

evaluated object. it is also supported by Stufflebeam

and Coryn (2014) who defines evaluation as a

evaluating as the act or process of determining the

merit, worth, or significance of something or the

product of that process. Meanwhile, Evert Vedung

(2013) defines evaluation as a careful retrospective

assessment of the merit, worth and value of

administration, output and outcome of government

interventions, which is intended to play a role in

future, practical action situations. From all expert's

opinions above, it can be concluded that evaluation

is a systematic assessment process through planned

and coordinated actions toward the out pit of

government implementation in order to find the

effectiveness of a program that can be applied

during and after the program.

Mohammad Zohrabi (2011), in his article entitled

“An Introduction to course and/or Program

Evaluation”, he explained that in the early time, the

evaluation of a program is quantitative and/or

experimental action toward the nature. Within

several times, it is found that the qualitative

approach toward the nature become more effective

than artificial experiment in laboratory. The most

important issue during evaluations process is to

reveal the on going transformation.

The definition of evaluation impact, based on

Elliot Stern (2015), are : (1) Stresses the search for

any effects, not only those that are intended, (2)

Recognises that effects may be positive and

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693

negative, (3) Recognises that effects of interest are

“produced” (somehow caused) by the intervention,

(4) Suggest the possibility of diferent kinds of links

between all kinds of development intervention

(project, programme or policy) and effects, (5)

focuses on the longer-term effects of development

interventions. the definition stated by Elliot

concludes that evaluation impact means the impact

toward the program, it could be both negative and

positive impact, the impact may appear in sudden

motion and gathered in long term impact.

Trish Bradbury and Darryl Forsyth (2012)

explains that the procedure implementation of the

selection process performed for the New Zealand

athlete is a free procedure that follows whatever

approach used by the coaches. it does not have much

criteria that makes the athletes complained.

Fortunately, after the procedure was fixed, the

criteria of the selection become fair and widely

opened. Thus, it makes the athletes candidates

become respected. Pramila Rao (2010) stated that

the practice of recruitment and selection is the main

core where all aspects and function of human

resource management are placed. the inappropriate

worker is the result of inappropriate method, there

will be no other function that will perfectly operated.

meanwhile, Luba Tomcikova (2016) stated that the

practice of recruitment and selection program is one

of most important aspect for the human resource

management program for both new and experienced

companies in business universe. Constant D.Beugre

(2005) stated that the company could recruit their

workers in time by using open selection through

internet, the potential candidates will directly sent

their curriculum vitae for the wanted position,

according to Beugre stated that the career of the

workers often changed because of the change in

their interest, skills, the values, and working

environment. those changes are called protean

career. Even though, it has positive impact, the

protean career has many traps as a result of inner

path of the career. Hang-Yue Ngo and Li Hui (2017)

stated that both protean career orientation and

working commitment are positively related to career

satisfaction. The relation is mediated by working

correspondence and self eviction.

The theoretical framework above could be

formulated into: (1) the worker theory as the most

important human resource management, (2) the

impact evaluation theory in order to reveal the

unanswered impact, (3) the open selection theory as

part of management function, (4) the worker career

as a supporting theory of the study.

3 RESEARCH METHOD

This evaluation study will implemented in order to

find exact assessment toward a program and become

decision maker of a program, as stated by Fitzpatrick

(2012) “evaluation as the identification, clarification,

and application of defensible criteria to determine an

evaluation objects value (worth or merit) in relation

to those criteria” it aims to overview the ongoing

program or project during planning section. Not only

over viewing the program, whether it is on the

correct track or not, the evaluation study is also use

to measure and predict the impact of a program

which will be provided in this study. the approach

used in this study is Goal Free Evaluation by

Michael Scriven, within the impact of open selection

program toward government civil apparatus of

Banten as the main focus of the study. the approach

does not take much concern on the objective of the

study, but it takes much concern toward the impact

of the program that covers negative, positive, and

side positive effect of the program.

The primary data if the study uses 100 people as

key informants who are eselon III staff, and twenty

supporting informants, the leader of eselon III and

its stakeholders will be used as a data triangulation.

The primary data uses interview and observation as

the data collection instrument. The interview and

observation with eselon III staff in which the

researchers commence systematic questions. One

specific set of questions with similar words and

orders will be used. Meanwhile, the secondary data

as a method triangulation is taken from direct

observation and documentation. The theory

triangulation uses theories and related previous

studies. The result of interview and observation has

unique sign of descriptive code, then it is

categorized based on the themes of data, the theory

will be chosen based on the result of comparison

between interview and documentations. An

evaluation is used to answer the question and

implement the criteria to determine the value or

meaning of something. The evaluation's questions

provides direction and formulation of the evaluation

implementation, without those aspects, the

evaluators will lose their focus and expectation. That

is why, the evaluation criteria is needed to define the

successfulness criteria of a program. Criteria are

characteristic of a program that is known as

important relevant basis in order to perform

evaluation research. Whereas, the evaluation criteria

of this study displayed on the table below:

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Table 1: The Criteria Evaluation of Negative Impact

Table 2: The Criteria Evaluation of Positive Impact

Table 3: The Criteria Evaluation of Positive Side Impact

Table 4: Construction Process Theory

4 RESULT OF STUDY

The study is an evaluation study type in order to

retrieve the unrevealed impact previously, that

contributes direct impact on the career of workers.

The phases of this evaluation study are, as follow:

4.1 The Analysis of Interview and

Observation Data Result toward

100 Key Informants of eselon III

Officers as Interview

Negative Impact

According to the difference recapitulation result on

table 1, the interview and observation, it could be

analysed as follow: The negative impact of

triangulation data analysis between interview

towards interviewee within the field observation,

considering the documentation data, there are four

statements that need further analysis which are

statements number 1, 4, 5, and 9, those results gain

average value above 58. In order to analyse the

negative impact, the researcher would use

observation and documentation technique. The result

of negative impact interview is = 537, the positive

impact is = 845, ad the side positive impact is= 234,

the total is 537+845+234=1616. The result of

negative impact by observation technique is =552,

the positive impact is= 847, while the positive side

impact is= 240, the total is 552+847+240=1639.

The result of negative impact triangulation from

5 interview procedures and 10 statements acquired

during interview, the result number 1,2,3,5 and 6

experience answer change from the total interview

process which is 537/1616x100%, it shows 33,23%.

The observation technique is 552/1639x100%, it

results in 33,68%. The researcher tends to determine

the result of observation as a result of negative

impact evaluation, which is 33,68%. The tentative

conclusion is: there is an event of bottle neck

syndrome among eselon III officers; less motivation

causes low working performance; open selection

requires more time; open selection cost more budget.

Positive Impact

According to the difference recapitulation result on

table 2, the interview and observation, it could be

analysed as follow: The negative impact of

triangulation data analysis between interview

towards interviewee within the field observation,

considering the documentation data, the result says

that almost all statements of the informant’s answer

from number 11 to 24 are similar, but the value

remains high and stable in 58-62, it means that all

statements is part of open selection component.

Thus, it does not require further analysis as it is

already a standard in open selection organization.

The result of positive impact in interview technique

is = 845, the negative impact shows = 537, and side

positive impact is = 234, the total result in interview

process is = 845+537+234=1616. The result of

observation technique for positive impact is = 847,

the negative impact shows = 552, and the side

positive impact is = 240, the total of observation

technique is 847+552+240=1639.

The result of positive impact triangulation from 7

interview procedures and 14 statements acquired

during interview, the result shows that most of the

result differs each other, it is on result number

11,12,13,14,15,16,17,18,19,20,21,22,23 and 24 from

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the total interview scale 845/1616x100%, the result

is 52,29%, and observation technique acquires

847/1639x100% which result in 51,68%. The

researcher tends to determine the result of field

observation as a result of positive impact evaluation

which is 51,68%. The tentative conclusions are:

there are seven unique aspects which are, Good

working Pansel; The quality of open selection result

is excellent for high leader category; internal

candidates consolidation; the open selection

provides integrated new high leader; the selected

leader must be confidence; legal certainty must be

above the open selection; the arranged budget is

provided for the open selection program.

The Positive Side Impact

According to the difference recapitulation result on

table 2, the interview and observation, it could be

analysed as follow: The negative impact of

triangulation data analysis between interviews

towards interviewee within the field observation,

considering the documentation data, the result shows

3 significance statements that require further

analysis. They are statement number 25, statement

number 27, and statement number 30, they reach

average high value above 34. The result of positive

side impact in interview technique is = 234, the

negative impact shows = 537, and positive impact is

= 845, the total result in interview process is =

234+537+845=1616. The result of observation

technique for positive side impact is = 240, the

negative impact shows = 552, and the positive

impact is = 847, the total amount of observation

technique is 240+552+847=1639.

The triangulation result of positive side impact of

4 interview procedures, from 8 statements acquired,

the statement number 25, 27, 28, and 32 experience

in different answer from total interview scale of

234/1616x100%, it results in 14,48%, and the

observation techniques acquires 240/1639x100%, it

concludes 14,64%. The researcher tends to

determine the result of field observation as a result

of side positive impact evaluation. The tentative

conclusions are: The officers passed from open

selection program possess good skills and

competencies; The eselon III officers start to leave

the comfort zone into competitive zone; the

discipline behaviour among officers is improving.

4.2 The Data Analysis of Interview

Result toward 20 Supporting

Informants Who Are eselon III

Officers and Other Stakeholders

Negative Impact

Based on the result of interview process asking 20

interviewees: (1) questions about the activity of

eselon III officers while inside the office in order to

increase their career at post-open selection

announcement program, is there any illegal attempt

violating the recent mechanism? 14 people answered

that there is no other option for the officers but

follows the open selection mechanism; (2) questions

about the officers of eselon II who ever failed in

participating the open selection program, how is

their working performance? Is there any weakening

behaviour? 12 people answered that it is true that

there is decreasing motivation in their working

performance because of their stuck career; (3)

question about the date and time when the open

selection was held, the 13 interviewees stated that

the open selection program requires more times; (4)

question about the reaction of eselon III officers in

receiving the new recruits from external candidates?

10 out of 20 stated that the new recruits are being

ignored by the eselon officers; (5) does the open

selection program cost too much budget during the

process? 16 people stated that the program is one of

High Cost event.

The tentative conclusion: the internal officers of

eselon III are only able to proote their career through

open selection; the decreasing career motivation;

decreasing working performance; the duration of

open selection program must be log enough; the cost

to hold open selection is high.

Positive Impact

Based on the result of interview process asking 20

interviewees: (1) does the mechanism of open

selection process used during the process follow the

procedure? 12 people stand firm that the committee

works independently; (2) do the committees perform

significant participation for internal and external

candidates? 11 people stated that the outer

candidates may participate in the program; (3) does

the regeneration process in order to increase the

competition among eselon III officers goes well? 10

people said that there is a consolidation among

internal officers; (4) does the process of track record

of personal integrity appropriately finish? 12 people

assumed that the selection process to acquire

integrated officers is important; (5) does the

counselling program for selected candidates give

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positive impact toward the person? 13 people stated

that the selected officer who receive counselling

become more confident; (6) how is the pattern career

of selected officer after the open selection program

formulated by PAN-RB? 12 people stated that the

high leader position as a result of open selection

program may hold the position for 5 years, 2 years

on going mutation; (7) did Banten governance

already provide appropriate financial aid for the

open selection program? 10 people assumed that the

open selection program possessed the budget

management, already.

The tentative conclusion: The committee of open

selection works independently, the quality of

selected officer is good, there is a consolidation

among internal officers, the program results in

integrated officer, the program results in confident

officer, there is legal certainty above the position

offered, the budget is already managed for the

program.

The Positive Side Impact

Based on the result of interview process asking

20 interviewees: (1) during the recruitment, does

candidates’ skill and competency meet the

requirement? 4 people assumed that the open

selection is a favourite program for people with

competencies, 16 people could not answer the

question; (2) does the counsellor officer recognize

about the program and use the moment to motivate

working performance of eselon III officers for their

skills and competencies? 5 people answered that

there is an attempt from the counsellor to make

talent pool of eselon III officers by competency

assessment, 15 people could not answer the

question; (3) does the selected leader from open

selection program perform such discipline work and

become role model for another officers to increase

their working performance? 3 people gave their

answer that the selected leader has performed their

work based on the regulation, does the working

performance of Banten governance increase after

getting personal aid of open selection program? 20

people could not answer the question.

The tentative conclusion: the officer selected in

open selection has competency, the candidates of

open selection program are ready to compete, the

selected officer from open selection program

perform good working performance.

5 DISCUSSION

The research of evaluation of open selection

program impact toward Banten government officers

career. The negative impact evaluation is performed

by: illegal procedure, weaken behaviour, program

duration, misbehaviour and cost burden; the

evaluation of positive impact is performed by:

procedure mechanism, candidate’s participation,

regeneration, monitoring and track record,

monitoring and counselling for selected officer,

career pattern an budget administration; the

evaluation of positive side impact is performed by:

consolidating, competitive environment, discipline

and program’s quality.

The most significance finding of the study is

bottle neck syndrome, the disorientation of working

performance, the long recruitment process and high

cost that become burden toward government, the

selected officer possessed excellent skills and

competencies, the eselon III officers start to leave

their comfort zone into competitive zone, and the

selected officer form open selection program

perform well working performance.

In accordance with the theory of Creswell,

(2009) who presents three main reasons for

conducting research, first, about how research can

contribute in the development of science; Second,

how research can help improve or improve certain

practices; Third, the results of the study will improve

certain policies. Moreover, it is stated that a study

can contribute to the development of science if: (1)

close existing gaps, (2) replicates science, (3)

expands existing knowledge, and (4) expands

perspective. The researcher tried to make this study

become able to contribute to science as well as the

results could improve the open selection program.

Therefore, open selection when associated with

employee careers, as stated by Constant D. Beugre

(2005) about the protean career, that although it has

a positive impact, the protean career keeps many

pitfalls because the path is not linear. Beugre's

opinion is true, because someone who has the ability

and competence will always try to participate in

open selection that promises a certain career, and

when there is an opportunity, anyone will try to

compete in that selection, although it will not be

good for their career that is not linear, this may

happen when human resource management

organizations have no contribution to the

development of employee careers, in other words the

career failure of a civil servant is one of them due to

lack of the role of human resource management

organizations. In fact, stated by Ngo and Hui (2017),

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satisfaction of a career rise because of a positive

career clarity, and there is commitment from all

aspects.

In accordance with the explanation above,

Dessler (2009) stated that there are three things

connected each other which are officer, leader,

human resource management organization whom

each has unique role in developing the staff career.

One of the leader’s role is providing support and

career assessment. Meanwhile, the role of human

resource management organization is to provide the

chance for officer to develop their career, the career

development program, and offer some career’s

option toward the officers. Thus, in the officer career

pattern, the role of leader and the organisation could

not be untied in developing their staff’s career and

let them develop their own career by their self.

In order to be more specific, the bottle neck

syndrome and working performance disorientation is

the result of unfair leader in providing the program

to whom have same perspective within their inner

circle group. Moreover, the organization does not

provide officers with talent pool in order to

anticipate many policies related o career

development; the open selection consumes much

money and time which clearly take leader’s

attention; it takes human resource management

organisation creativity; the candidates have abilities,

competencies, and leave the comfort zone into

competitive zone and discipline working behaviour

is the role of selected officers.

6 CONCLUSIONS

The study already reveals the fact consistency that

opens selection provides advantages toward the

career of officers if the support from leader exist, the

will from each person of the officers and the

maximum role from human resource management

organization.

Theoretically, the result of this study makes

benefits for the management development,

especially the human resource division, a new vision

is revealed in this study in order to complete and

cover the findings on previous studies.

For applicative purpose, the study provides

information and guidance for the committee of open

selection program to make effective of their budget,

planning, and time management in order to satisfy

all aspects within the program.

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