p–ISSN: 2723 - 6609 e-ISSN: 2745-5254

Vol. 5, No. 11 November 2024 http://jist.publikasiindonesia.id/

Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 11, November 2024 4838

Optimizing Employee Transfer in an Effort to Get Acceptable

Employees at the Directorate General of Defense Forces

Cecep Usman Akbar Askanta

*, Fibria Indriati Dwi Liestiawati

attributes that employees need to do their jobs more effectively (M. A. Campion et al.,

2011; Soderquist et al., 2010), competence can also increase a person's value and help

predict the success of a job (Flannery et al., 1996). In an organization, having people who

have competence will produce a higher quality product (Ahuja & Khamba, 2008), support

innovation (Siguaw et al., 2006) and reduce employee turnover costs (Joo & Lim, 2009).

This step must be taken by both private and public sector organizations to face the

demands of the strategic environment, such as the development of information and

communication technology, globalization and increasing the nation's competitiveness, as

well as public expectations for the performance of the central and regional governments

that continue to develop, in line with the development and dynamics of society (Sumanti,

people who manage the government (Tjiptoherijanto, 2011), if employees improve the

quality, integrity, professionalism and performance of employees in carrying out their

duties, of course personnel reform will run (Prasojo, 2010), because if the personnel

system is bad, there will be internal problems in the country's civil service system

(Prasojo, 2010).

For this reason, in order to get people who have good competence in a public

organization with the right strategy to hire competent people through effective human

resource management strategies, namely recruitment, transfer/mutation, and selection, so

that the goal of selecting the 'right' individuals and rejecting the 'bad' ones is achieved

(Bach, 2009), because success in implementing the arrangement of the human resource

to the existence of a minimum essential forces (MEF) policy by emphasizing zero growth

personnel since 2010 which requires the acceptance of personnel in the same number as

personnel quitting (Tempo.co, 2010). In addition, the CPNS moratorium in the

organizational restructuring and efficiency of the government employee budget since

2011 through the Joint Regulation on the Temporary Postponement of the Admission of

Civil Servant Candidates signed by 3 (three) Ministers, namely the Minister of State for

State Apparatus Empowerment and Bureaucratic Reform, the Minister of Home Affairs,

and the Minister of Finance (Ahdiyana, 2015; Dharmaningtias, 2016; Rakhmawanto,

2011), thus causing the shock of employees who entered the Directorate General of

Strength. This can be seen from the results of the employees who entered the Directorate

Strength consisting of a work program report, a work program evaluation report, and a

performance report of government agencies of the Directorate General of Strength which

stated that: (a) there has been a shortage of personnel in the implementation of the duties

and functions of the Directorate General of Strength (b) the overall competence of

personnel is still lacking in terms of technical and behavior (c) there is a shortage of

personnel who should be 468 positions, Only 256 people who hold the position or only

56% are filled (d) vacant positions cannot be filled by existing personnel because they are

ASN Professionalism Index (IP) from 623 agencies, including 34 Ministries, the results

of the measurement or value of ASN IP nationally are 44.60 with a very low category

(CNBC, 2022).

This problem causes the Directorate General of Strength to significantly depreciate

human resources both in quality and quantity, which hampers organizational performance

within the Directorate General of Strength. where an organization should have the right

personnel in the right number in the right position and at the right time (Adryanto, 2014).

Of course, concrete steps are needed to overcome the problem of the Directorate

General of Defense in order to fulfill the list of personnel by getting employees with an

adequate number and competence. Where it uses another human resource management

transfer by setting predetermined prerequisites, and can show that the transfer is carried

out based on the competencies and skills of the employees (Sarma, 2009). Criteria must

also be met where they must be in accordance with the needs of the organization, based

on the performance, competence and potential of employees, employee transfers must

also be carried out in a fair, transparent and objective manner. (Armstrong, 2012).

Employee transfer is also a quick and concrete step to get suitable and adequate

employees when carried out with a merit system (Hasibuan, 2016). Correct procedures

will be useful in meeting the needs of manpower in sections or units that are short of

manpower without recruiting from outside, and personnel have higher motivation and job

satisfaction, thanks to the new challenges and situations faced (Simamora, 2006),

(Chan, 1996). and even in Indonesia itself (Budiman, 2018). In addition, most of the

employee transfer research is mostly associated with reducing stress levels and family

reasons (Budiman, 2018; (E. D. Campion et al., 2022), company problems with the

economy (Brunello, 1988), and comparison with external recruitment (Chan, 1996), while

transfer research related to competencies specifically in the public sector has not been

widely carried out, in addition to the employee transfer system carried out by the

the employee transfer system can be used to find and get people who have adequate

competence. In addition, the findings of this study can be a source of input for other

research in the future, the results can also be used by the private sector and the public

sector in obtaining employees according to the organization's wants, especially those who

have the uniqueness of similar or similar employees. Therefore, the purpose of this study

is to explore the transfer of employees who have been running in fulfilling adequate

competencies at the Directorate General of Strength.

Research Methods

days from November 2023 to December 2023.

The research instrument was carried out using literature studies related to transfer

activities at the Directorate General of Strength and interviews with people who are

competent in handling the transfer of employees within the Directorate General of

Strength. In order to get more detailed and comprehensive information, the researcher

also interviewed the Jab Bag Karpeg Subdivision of the Personnel Bureau, the Ministry

of Defense assessor team. The researcher also gave a questionnaire to the sub-directorate

of tampat where the results of the transfer of employees who have been and are being

placed are placed.

The research interviewed employees in the minpeg subdivision because they knew

assessments or examiners for people who will be placed to work units, and finally we also

gave a questionnaire to the sub-directorates at the Directorate General of Strength who

have been or are getting personnel as a result of employee transfers carried out to

strengthen the results obtained.

The collected data were analyzed through thematic analysis, enabling the

identification of recurring patterns, themes, and insights across the interview transcripts

and questionnaire responses. This approach ensured a structured interpretation of

qualitative data while maintaining flexibility for emerging themes. For questionnaire data,

Results and Discussion

The results of the analysis of interviews and document reviews revealed several

decision, highlighting the lack of transparency and accountability in HR management,

especially in employee transfers. This practice not only has the potential to cause injustice

but can also damage the morale and motivation of other employees who feel that they are

not treated fairly (Berman et al., 2019).

The absence of performance appraisals and competency assessments from previous

workplaces as a reference in the transfer process shows that transfer decisions are often

not based on an objective assessment of employee capabilities and contributions, which

has the potential to hinder the development of competencies and optimal employee

performance. Whereas competency assessments are crucial during the recruitment

process to select competent employees, ensuring that individuals with the necessary skills

In addition, although the Directorate General of Strengthening the Ministry of

Defense has conducted orientation for transferred employees, the effectiveness of this

orientation needs to be further evaluated to ensure that employees can adapt and

contribute optimally in their new positions. This is important because orientation plays

an important role in helping new employees integrate into the workplace and align

themselves with organizational goals (Mahmood et al., 2023), Mahmood et al (2022) also

emphasized that orientation training not only helps new employees to feel part of the

organization, but also contributes to increased organizational commitment and job

ultimately improves employee competence (Yi et al., 2022).

The training and development program managed by the Ministry of Defense

Badiklat already exists in line with Riyanto et al. (2021) who emphasized the importance

of implementing employee training and development programs effectively to achieve

maximum results, but there is no specific training and development program for new

employees transferred or transferred as a result, even though it is important for

organizations to identify training needs as the first step in developing training programs

to improve employee competence (Anam, 2023). In addition, Mahmood et al (2018)

suggest that organizations focus on planning and developing training programs to align

employees with the organization's vision and mission, which can ultimately improve their

of Strength need to implement selection stages that use competency-based assessments to

get qualified people (Sim et al., 2004), whether it is using CAT (Albariu & Amalia, 2022)

or other systems that can be relied on as a decision support platform(DS) (Hajnic &

Boshkoska, 2021). Leaders at the Directorate General of Strength also need to supervise

the implementation of selection during employee transfers.

This research has limitations where the research is carried out only covering the

units of the directorate of defense forces which are part of the Ministry of Defense, the

research samples taken are also only from people who are directly involved with the

transfer of employees at the Directorate General of Strength. The samples and locations

used are only limited to the environment in the Personnel Bureau and the Directorate

getting adequate personnel as needed. Because this employee transfer process is carried

out at any time every year and is carried out by many organizations so that it can be an

input for any organization as decision-making in human resource management strategies

in general and employee transfers in particular, both by private and public organizations.

Conclusion

This study has revealed several important findings regarding the employee transfer

process at the Directorate General of Strengthening the Ministry of Defense, with a focus

on the implementation of the merit system, transparency, and employee competency

development. The results of the analysis show that the employee transfer process still

relies heavily on administrative filings without merit-based selection, and there is an

Bibliography

Ahdiyana, M. (2015). Moratorium Rekrutmen CPNS dalam Kerangka Reformasi

Negeri Dan Hubungan Internasional, 2(2).