Model Penguatan Kinerja Aparatur Sipil Negara Berbasis Kompetensi dalam Mendukung Reformasi Birokrasi Pemerintah Daerah

Abner Herry  Bajari; Hiskia C.M. Sapioper; Dorthea Renyaan; Renida Jozelina  Toroby; Semuel Risal

doi:10.70716/perseptif.v4i3.773

Authors

Abner Herry Bajari Program Studi Ilmu Administrasi Negara, Universitas Cenderawasih, Papua, Indonesia Author
Hiskia C.M. Sapioper Program Studi Ilmu Administrasi Negara, Universitas Cenderawasih, Papua, Indonesia Author
Dorthea Renyaan Program Studi Ilmu Administrasi Negara, Universitas Cenderawasih, Papua, Indonesia Author
Renida Jozelina Toroby Program Studi Ilmu Pemerintahan, Universitas Cenderawasih, Papua, Indonesia Author
Semuel Risal Program Studi Ilmu Administrasi Publik, Sekolah Tinggi Ilmu Administrasi Aan Yogyakarta, Yogyakarta, Indonesia Author

DOI:

https://doi.org/10.70716/perseptif.v4i3.773

Keywords:

Civil Servant Performance, Competency Development, Competency-Based Human Resource Development, Organizational Learning, Bureaucratic Reform

Abstract

This study analyzes the performance of civil servants at the Regional Personnel, Education, and Training Agency (BKPP) of Jayapura City and develops a competency-based performance enhancement model. The qualitative case study involved 12 informants comprising agency leaders, division heads, functional officials/trainers, and personnel-management staff. Data were collected through in-depth interviews, observation, and document review, then analyzed through data condensation, data display, and conclusion drawing and verification. Source and method triangulation and member checking strengthened credibility. The findings show that civil servant performance is shaped by the integration of technical competence, work behavior, leadership, organizational learning, and institutional support. Accuracy, skills, work speed, teamwork, communication, and initiative support task completion; however, digital competency gaps, uneven certification among training managers, and weak cross-unit coordination constrain performance consistency. The proposed model connects competency-gap assessment, competency-based human resource development, organizational learning, capability strengthening, performance evaluation, and continuous feedback. It demonstrates that individual competence contributes to bureaucratic reform only when the organization converts it into collective capability and better personnel services.

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