Berakhlak as a New Foundation of Basic Values for the State Civil Apparatus

Abstract

This article aimed to explore the new foundation of basic values for the state civil apparatus (ASN). For a long time, every government, both at the central and regional levels, had its own values and slogans in accordance with the spirit and uniqueness of the organization. The core values of ASN, ’Berakhlak’, was recently launched, which focuses on the principles of being service-oriented, accountable, competent, harmonious, loyal, adaptive and collaborative. Employer branding of ASN as ’Proud to Serve the Nation’ was also implemented. It was hoped that doing so would lead to all ASN, both at the central and regional levels, to have the same base values. This research involved a qualitative literature review. The results provided a new perspective on encouraging the creation of a dynamic bureaucracy with clear, effective, efficient and fast governance in making decisions through the implementation of the core values of ’Berakhlak’ and the employer branding of ’Proud to Serve the Nation’. This can be used to spur momentum to accelerate the transformation of the apparatus throughout Indonesia. Thus, the performance of the bureaucracy will be more dexterous and innovative in providing services to the community


Keywords: core values, employer branding, state civil apparatus

References
[1] Aranki DH, Suifan TS, Sweis RJ. The relationship between organizational culture and organizational commitment. Modern Applied Science. 2019;13(4):137. https://doi.org/10.5539/mas.v13n4p137

[2] Bleidorn W, Arslan RC, Denissen JJA et al. Age and gender differences in selfesteem-a cross-cultural window. Journal of Personality and Social Psychology. 2015;111(3):396–410. https://doi.org/10.1037/pspp0000078

[3] Bozeman B. Public management and change: Public values and public interest: Counterbalancing economic individualism. Washington, DC: Georgetown University Press; 2007.

[4] Breakey H, Sampford C. Employed professionals’ ethical responsibilities in public service and private enterprise: Dilemma, priority and synthesis. UNSW Law Journal. 2017;40(1):262–301.

[5] Briando B, Embi MA. Work ethic principles of state civil apparatus in the ministry of law and human rights of the republic of Indonesia. International Journal of Advanced Science and Technology. 2020;29(7):2770–2782.

[6] Creswell JW. Research design. California: SAGE Publication; 2016.

[7] Denhardt RB, Denhardt JV. The new public service: Serving rather than steering. Public Administration Review. 2000;60(6):549–559. https://doi.org/10.1111/0033- 3352.00117

[8] Denison D, Nieminen L, Kotrba L. Diagnosing organizational cultures: A conceptual and empirical review of culture effectiveness surveys. European Journal of Work and Organizational Psychology. 2014;23(1):145–161.https://doi.org/10.1080/1359432X.2012.713173

[9] Fathya VN. Reformasi manajemen SDM aparatur di Indonesia. Jurnal Ilmu Pemerintahan. 2017;10(1):49–56.

[10] Idris M, Ramli M, Agustang A, Kesuma AI. Bureaucracy ethics based in public service local wisdom in Gowa. Mediterranean Journal of Social Sciences. 2015;6(6):419–424. https://doi.org/10.5901/mjss.2015.v6n6s4p419

[11] LAN-BPKP. Akuntabilitas dan good governance. Jakarta: LANRI; 2000.

[12] Menpan RB. Presiden jokowi luncurkan BerAKHLAK untuk Percepatan Transformasi ASN. Menpan.go.id; 2021. Available from: https://www.menpan.go.id/site/beritaterkini/presiden-jokowi luncurkan-berakhlak-untuk-percepatan-transformasi-asn

[13] Schein E. Organizational culture and leadership. San Fransisco: Jossey-Bass; 2010.

[14] Soetopo. Pelayanan prima. Jakarta: LANRI; 1999.

[15] Sugiyono. Metode penelitian kombinasi. Bandung: Alfabeta; 2017.

[16] Yuniarti E, Kadiyono AL, Sulistiobudi RA. Peran subkultur dalam mendukung komitmen transformasi organisasi (Pengukuran budaya organisasi dengan model denison). Jurnal JDM. 2021;4(2):193–204.