Relantionship Of Employment Policy Related to Rotation and Mutation with Communication in The Public Legal Board of Bpjs Ketenagakerjaan Towards ...
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Journal of Positive School Psychology http://journalppw.com
2022, Vol. 6, No. 3, 973–983
Relantionship Of Employment Policy Related to Rotation and Mutation
with Communication in The Public Legal Board of Bpjs
Ketenagakerjaan Towards Readiness for Digital Transformation
Muhammad Aditya Warman1, Muhammad Joko Affandi1, Anggraini Sukmawati1, Mohammad
Syasul Maarif1, Nabilah Edyta2, Reinanda Isfania Hanifah2
Faculty Of Business Bogor Agricultural Institute1, Faculty Of Psychology Pancasila University2
Abstract
This study examinedempirically ascertain the relationship of the RM placement policy applied to the
communication pattern provided to the BPJS Employment public legal entity, as well as to provide
solution considerations in implementing the RM placement policy with appropriate communication in
order to be ready for digital transformation. This research is correlational with an empirical normative
approach, namely examining RM policies and communication at the BPJS Employment public legal
entity. This type of research is library research and field research. Data were taken using structured
interview techniques and surveys to 4,523 workers at BPJS Ketenagakerjaan. Primary data is only used to
complete secondary data. The results show that the RM placement policy is related to existing
communication patterns. Thus, it is very important for stakeholders to develop clear and accurate KPIs,
then communicate them with employees so that the RM placement policy can be clearly implemented,
obtain appropriate talent, and avoid collusion and nepotism. In addition, clear company policies and
communications will greatly assist the realization of digital transformation in the BPJS Employment
public legal entity.
Keywords: digital transformation; public legal entities; rotation and mutation policy, communication
2020, with 4.54 billion people (59%)
using the internet and 3.80 billion people
1. INTRODUCTION (49%) actively using social media
(Kemp, 2018; Kemp, 2019; Kemp,
The rapid development of 2020). Furthermore, Das et al. (2016)
information technology has brought the said that the digital revolution also
world into the digital era. Digital occurred in Indonesia, although the
revolution is driven by four technology adoption of digital potential was a bit
namely, the presence of the service slow when compared to other countries.
cloud, sensor technology, analytical In 2018 as many as 132.7 million people
skills on Big Data, as well as the Internet (50 %) used the internet and as many as
of Things are growing several years and 130.0 million people (49%) actively
continues to have a significant impact on used social media. Then in 2019, 150.0
the global economy (Das et al., 2016 ). million people (56%) used the internet
Globally, the digital revolution can be and 150.0 million people (56%) actively
seen in the last three years, namely used social media. The increase will
2018, 2019 and 2020. In 2018 as many continue to occur in 2020, where as
as 4,021 billion people (53%) used the many as 175.4 million people (64%) use
internet and 3,196 billion people (42%) the internet and as many as 160.0
actively used social media. Then in million people (59%) actively use social
2019, as many as 4,388 billion people media (Kemp, 2018; Kemp, 2019;
(57%) used the internet and 3,484 billion Kemp, 2020).
people (45%) actively used social media. The increasing use of the
The increase will continue to occur in internet and social media has certainly
© 2021 JPPW. All rights reservedMuhammad Aditya Warman et. al. 974
had an impact on various fields of life vary in importance, depending on the
such as economics, politics, social and business context and needs of a
culture, defense and security. However, particular organization. Digital
the economy getting more attention technology needs to be central to how
because it relates directly to the people's businesses operate, and organizations
livelihood, especially in the business need to effectively rethink and reinvent
sector. The business sector is business models to remain competitive
experiencing very basic business process (Carcary, Doherty & Conway, 2016).
changes in the development of the Furthermore, Westerman et al.,
digital era (McKinsey & Company, (2011) identified that digital
2018). Hammer and Champy (2009) transformation includes three main
stated that there are three pressures or areas, namely customer experience,
factors that cause business changes, operational processes and business
namely customers (customers), models. Experience p elanggan consists
competition (competition) and change of three sub-segments, namely customer
(change). The first pressure comes from understanding, top line growth and
customers, where customers today like customer touchpoints . In this section,
the ease of access to information on the the most obvious transformation is a
goods and services they want. The new way to interact with customers in
second pressure comes from competition the digital realm with the use of pages
between companies, where increasingly and mobile, thus allowing the company
sharp business competition makes to understand customers better and
companies have to do new and deliver co-creation (Gray et al., 2015 ).
innovative things in the face of changes Lin, Hsia and Wu (2009), said that the
in information technology. Furthermore, digital makes the company better in
the third pressure comes from change. identify customers effectively on a large
These three pressures encourage scale, as well as to develop and improve
business changes from traditional the customer experience better.
systems to digital-based systems. Organizations can also use digital
Company must make changes to digita technology to improve operational
system, as competitors continually processes which are divided into three
adjust the new technology, and the segments, namely the digitization
technology has empowered consumers process, employee empowerment and
to be more demanding and set the higher performance management. In this
standard of satisfaction than usual, such section, the company bought the system
as better service and faster whenever and digital for the purpose of aligning IT
wherever and with any device with the business, and then process them
(Fitzgerald et al ., 2014). in a digital format. It is very enables
This change is better known as organizations to monitor and manage
digital transformation. Digital performance in order to more accurately
transformation is adopting technology to with the help of Key Performance
increase productivity, value creation and Indicators (KPI). All important company
social welfare ( Ebert & Duarte, 2018) . information can be more easily shared
Digital transformation also will do a lot across the organization to increase
of innovations that transform the transparency and assist in decision
company into a more effective and making . The third area of
efficient in carrying out the business of transformation is the business model ,
his (Westerman, Bonnet & McAfee, namely the use of digital in the form of
2014). Sucessful digital transformation adding value, adding products or
requires organizations to clicking eloped services with digital components.
a wide range of capabilities that will
© 2021 JPPW. All rights reserved975 Journal of Positive School Psychology
An organizations can implement (2008) say that employees have a major
digital transformation to begin initiation role in every company activity, because
ranging from customer experience, then employees become planners, actors, and
think about how to optimize operational determinants of the realization of the
processes, and enhance the business company's system goals. Company goals
model of his. BPJS Ketenagakerjaan is will be easier to achieve if employees
no exception. Previously, PT. ASKES are placed in positions that match their
and PT. JAMSOSTEK is a private legal competencies and abilities. Placing HR
entity in the form of a Persero which is is the process of matching or comparing
now a Social Security Administering qualifications possessed with job
Agency (BPJS), this is stipulated in requirements and at the same time
Pasal 5 Undang-Undang Nomor 40 giving job assignments to prospective
Tahun 2004 tentang Sistem Jaminan employees to be carried out (Ardana ,
Sosial Nasional (UU SJSN). Then in the Mujiati & Utama , 2012). According to
year 2011, formed Undang-Undang Hasibuan (2007) , placement must be
Nomor 24 Tahun 2011 tentang BPJS. based on the job description and job
The contents of UU BPJS discuss about specifications that have been determined
two BPJS , namely BPJS Kesehatan and and are guided by the principle of " The
BPJS Ketenagakerjaan which are public right man on the right place and the right
legal entities. Where the change in the man behind the job ".
form of a private legal entity to a public Company that have and put
legal entity does not follow the rules in employees with talent corresponding
private law. The UU BPJS stipulates that needs, of course, will make the company
the two company are dissolved without more competitive (Endratno, 2013). This
being followed by liquidation, but is called talent management. Groves
followed by the transfer of assets and (2007) said that talent management is
liabilities to each BPJS. Where it should generally related to training on
be , the dissolution of the Company is development strategies, identification of
carried out by liquidation. The talent gaps, succession planning, as well
implication is that there are differences as recruiting, selecting, educating,
in the powers of BPJS Persero and BPJS motivating and nurturing talented
public legal entities. employees through various initiatives.
The difference in power that Talent management will not succeed if
occurs can cause various problems for there is no selection system, one of
the public legal entity itself. However, which is a system for identifying
this problem indicates a development in performance results (Endratno, 2013).
the company's line of business. Performance results are determined by
Developments in the company's line of performance standards that have been
business are also expected to be set by each company, through Key
followed by developments in employee Performance Indicators (KPI). KPI
performance, adequate facilities and assesses the quality and quantity of
infrastructure , and reliable resource employee work, through the level of
management. Human resources have an efficiency and effectiveness at work,
important meaning because employees knowledge related to work, tasks
play an active and dominant role in performed, timeliness, and other
every activity of the organization. indicators that will have an impact on
Employees are important assets employee interpersonal to improve
for the company, because human performance at work (Nisa, Astuti &
resources (HR) are an integral part of the Prasetya, 2016).
organization (Situmorang, 2009; Priyati Based on the results of the FGD
& Fakhruddin, 2014). Martin and Lekan , most of the employees felt that the
© 2021 JPPW. All rights reservedMuhammad Aditya Warman et. al. 976
communication applied to the BPJS must be several factors that must be
Ketenagakerjaan public legal entity was considered by the company in the work
not optimal and appropriate. This results placement. One of them is the
in less than optimal employee achievement, academic, and educational
performance . Additionally, other result factors.
indicates that a work placement that Thus, a strategy is needed that
apply to public legal entity BPJS can be carried out by the BPJS
Ketenagakerjaan is still considered less Employment public legal entity to
appropriate. Some employees are not prepare policies or regulations that can
placed in positions that match their anticipate or minimize inequality that
background of abilities, and most of may occur. The required strategy can be
them have not been rotated or seen through three aspects, namely the
transferred for a long time (more than 5 social/people aspect, the process
years). Though the placement of (regulation, business model, business
employees becomes important in which process and governance), and the
when an employee is placed pad a technology used. Based on the
position corresponding to kem am pared explanation in above, researcher
with the background they have, then the suspecst if RM placement policies can
employee will produce their maximum be communicated appropriately then be
performance. one contributing factor to the successful
One of the important factors in performance of employees and
the establishment of activities in the companies, as well as the determinants
company is good and appropriate of a company/organization is ready to go
communication. Where humans can digital transformation. Therefore, this
relate to each other in everyday life, in study aims to empirically ascertain the
society or wherever humans are. There relationship of the RM placement policy
is no human who will not be involved in applied to the communication pattern
communication (Muhammad, 2005). provided to the BPJS Employment
Moreover, employee’s placement are public legal entity, as well as to provide
expected to contribute adequate for the solution considerations in implementing
organization , in addition to an effort to the RM placement policy with
develop the competence of human appropriate communication in order to
resources within the organization. Work be ready for digital transformation.
placement is one of the important factors
that should not be ignored in achieving
the goals of the agency or institution. 2. METHOD
Today , most of organization conduct This research method is
the procurement (recruitment) descriptive with an empirical normative
employees through a system of approach, namely examining RMP
proximity (nepotism) and also through a policies at the BPJS Ketenagakerjaan
system of bribes (collusion). That is, the public legal entity. This type of research
company does not pay attention to is library research and field research.
correct the background of the level of The data was collected by the
education, experience , physical and Organizational Performance
mental health, as well as the age of the Management Policy Committee and
prospective employees themselves. If Human Resources (KPKOS HR
the institution places employees in Committee) using structured interview
places that are not their expertise, the and survey techniques, to 4,523 workers
employee's performance is not optimal (about 70% of the population) at BPJS
so that the goals of the institution are not Ketenagakerjaan throughout Indonesia.
effective and efficient. In fact, there Data collection was carried out from 18
© 2021 JPPW. All rights reserved977 Journal of Positive School Psychology
May – 29 May 2020 using seven married marital status, as well as
Surveymonkey accounts. last education status S1 dominate.
More national recruitment, with the
longest working period of 0-5
3. RESULT AND DISCUSSION years. Officer is the most
dominating rank, with the
3.1 Respondents Overview placement of working units in the
largest branches. West Java will be
Based on Table 1. it is known the placement of the most areas.
that in this study, the majority of The other types of career training
respondents were male, with mostly are the most frequently used.
is millennial. Respondents with
Table 1.
Results Overview
Total Percentage Total Percentage
(%) (%)
Gender Working Unit
Male 60 Branch 71
Female 4.523 40 Pioneer Branch 4.523 18
Age Headquarter 7
Baby Boomers 0 Region 4
X Generation 21 Working Area
Y Generation 72 West Java 16
Special Capital Region
Z Generation 7 12
of Jakarta
Martial Status East Java 11
Central Java & Special
Maried 67 10
Region of Yogyakarta
Not married yet 32 Sulawesi & Maluku 8
Other 1 Kalimantan 7
Last Education West Sumatra Riau 7
Associate Degree
8 Headquarter 7
(D3)
Associate Degree
0 Sumbagut 7
(D4)
Bachelor Degree
80 Sumbagsel 5
(S1)
Master Degree
10 Banten 5
(S2)
Doctoral Degree
0 Banuspa 5
(S3)
Other 2 Career Training
Recruitment BLDP 25
National 85 ILDP 8
Outsourcing 8 ALDP 3
Region/Branch 6 Other 64
Pro Hire 1
Years of Service
0-5 years 88
© 2021 JPPW. All rights reservedMuhammad Aditya Warman et. al. 978
6-15 years 10
16-25 years 1
>25 years 1
Rank
Staff 21
Officer 40
Sr. Officer 18
Ass. Manager 4
Jr. Manager 5
Manager 10
Sr. Manager 2
AVP 1
VP 0
SVP 0
3.2. Survey Result years . The term of the mutation is four years or
more.
Based on Table 2. found that the survey Sometimes there is communication
results complement FGD results . Where is the between the authorities and employees before
lack of certainty over RM's policy. For five the RM is held. No one has ever had a complete
years, TK 1944-1964 1980-1994 1995-2012 and objective evaluation on which to base the
with unmarried status as well as S3 S1 D4 D3 RMP plan. Only men with D4 educational status
education status as well as recruitment at the and others with regional/branch recruitment who
national never participated in the RM program. get good performance evaluation results (above
While TK 1965-1979 with married and other average) will always get an increase in class/
status as well as postgraduate education status as grade, the rest sometimes get an increase in
well as recruitment in regions/branches have class/ grade even though they get the evaluation
participated in the RM program 1-2 times in five result good performance (above average).
Table 2.
Survey Result
Martial Last
No Question Gender Age Recruitment
Status Education
According to your Not sure
Not sure for
observations, how is for
S3, S2, S1, D4
the certainty of the unmarried
1 Not sure Not sure & D3 Not sure
Rotation and & married
Mutation policy at
BP Jamsostek Definitely Definitely for
for others others
Never for
In the last 5 years, TK 1944-
Never for
how many times 1964, TK Never for Never for S3,
national & pro
have you 1980-1994 unmarried S1, D4 & D3
hire
2 participated in the Never & TK 1995-
rotation and 2012
mutation program 1-2 times 1-2 times 1-2 times for
1-2 times for
within BP Jamsostek for TK for married outsourcing &
S2 & others
1965-1979 & others region/branch
3 What is the average 4 years or 4 years or 4 years or 4 years or 4 years or more
© 2021 JPPW. All rights reserved979 Journal of Positive School Psychology
time for mutation more more more more
from one place to
another
Sometimes
According to your
for Sometimes for
observations, was
unmarried S2, S1 & D3
there any
& married
communication
4 between the Sometimes Sometimes Sometimes
authorities and you
or the employee in Never for D4
question prior to the Never for & others
rotation and transfer others
Rare for S3
Have you ever got a
complete and
objective evaluation
result as the basis
5 Never Never Never Never Never
for your
Rotation/Mutation
or
Promotion plan
Always D4 & Always for
Will every BP Always for others region.branch
Jamsostek employee male
6 Sometimes Sometimes
who get a good
increase Sometimes for
Sometimes S3, S2, S1 & Sometimes
for felame D3
Years of Working Career
No Question Rank Working Are
service Unit Training
According to your
observations, how is
the certainty of the
1 Not sure Not sure Not sure Not sure Not sure
Rotation and
Mutation policy at
BP Jamsostek
© 2021 JPPW. All rights reservedMuhammad Aditya Warman et. al. 980
Never for
Staff, Never for
Officer, Sr. branch & Never for
Officer, pioneer Banten,
Ass. branches Banuspa, DKI
Manager, Jr. offices Jakarta, Jateng
In the last 5 years, Manager, dan DIY, Jawa
how many times Manager, Barat, Jawa
have you Sr. Timur,
2 participated in the Never Manager, Kalimantan, Never
rotation and AVP & VP Sulawesi
mutation program Maluku,
within BP Jamsostek 1-2 times Sumbagut &
for head Sumabar Riau
office &
1-2 times region
for SVP
1-2 times for
Sumbagsel &
Lainnya
What is the average
time for mutation 4 years or 4 years or 4 years or 4 years or
3 4 years or more
from one place to more more more more
another
Sometimes for
Banten,
Sometimes Banuspa, DKI
for head Jakarta, Jateng
According to your
office, dan DIY, Jawa
observations, was
region & Barat,
there any
branch Kalimantan,
communication
Sulawesi
4 between the Sometimes Sometimes Sometimes
Maluku,
authorities and you
Sumbagsel,
or the employee in
Sumbagut,
question prior to the Never for a
Sumbar Riau
rotation and transfer pioneer
& Lainnya
branch
offices
Never for East
Java
Have you ever got a
complete and
objective evaluation
result as the basis
5 Never Never Never Never Never
for your
Rotation/Mutation
or
Promotion plan
© 2021 JPPW. All rights reserved981 Journal of Positive School Psychology
Always for
Always for intermediate
Sr. Officer leadership
development
Always for Always for career training
>25 years Sometimes head office
& region Sometimes for
Will every BP for Staf,
career training,
Jamsostek employee Officer,
6 - advanced
who get a good Ass.
leadership
increase Manager, Jr.
development
Manager,
Sometimes Manager, programs ,
for 0-5 Sr. Sometimes basic
years, 6-15 Manager, for branch leadership
years & 16- AVP, VP & offices & development
25 years pioneer programs and
SVP branches others
3.3. Correlation Results technique used to determine the correlation
between research variables is the Pearson
Correlation test was conducted to see if correlation. The interpretation of the
there was a relationship between the RM correlation value.
placement variable and communication. The
Table 3.
RM Placement and Communication Correlation Test Results
Pearson Correlation Sig. (2-tailed)
0,05 0,187
In Table 3. the value of sig.Muhammad Aditya Warman et. al. 982
Employment public legal entity towards digital Hasibuan, M. S. (2007). Manajemen Sumber
transformation readiness. Daya Manusia. Jakarta: Cetakan 9. PT.
BumiAksara
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