Izmi Hanif Firladi Izmi, Nuri Hermawati

ANALYSIS OF CIVIL SERVANT HUMAN RESOURCES DEVELOPMENT BASED ON COMPETENCE

Introduction

Analysis of civil servant human resources development based on competence. Analyze civil servant HR development in Indonesia based on competence for quality public services. Compares with Canada's model, aligning with Charles E. Johnson's theory.

Abstract

The administration of the government sector and public services requires quality, competent and professional civil servant human resources to realize customer satisfaction in public services. This research is intended to determine the development of civil servant human resources through competencies that are carried out and regulated by the government in accordance with the theory of competence. As well as comparing with one of the countries that ranks well in providing public services, namely Canada. The results show that the development of civil servant human resources in Indonesia is in accordance with Charles E. Johnson's competency theory. In addition, the competence of civil servants in Canada is not much different from that in Indonesia. However, the low competence of civil servants in Indonesia requires the awareness of those concerned about their obligations to carry out their duties according to the duties and functions of their respective agencies.

Review

This paper addresses a highly relevant topic concerning the quality of public service, focusing on the development of civil servant human resources based on competence. The stated objective to determine how competencies are developed and regulated within the Indonesian government, and to benchmark this against a high-performing country like Canada, is ambitious and potentially very insightful. Given the critical role of civil servants in government administration and public satisfaction, a study that dissects the theoretical underpinnings and practical application of competency development is timely and could offer valuable contributions to public policy and human resource management within the public sector. The abstract highlights several interesting findings. Firstly, it posits that Indonesia's civil servant HR development aligns with Charles E. Johnson's competency theory, which provides a theoretical anchor for the research. Secondly, the comparative element with Canada, a country recognized for its public services, is a strong point, and the finding that civil servant competence between the two countries is "not much different" is particularly intriguing and warrants further exploration within the full paper. This comparison could offer new perspectives on what truly drives public service quality beyond just individual competence levels. The conclusion regarding the need for increased awareness among Indonesian civil servants about their duties due to perceived "low competence" offers a practical, albeit broad, recommendation. While the abstract outlines a promising research direction and interesting findings, it also leaves several questions unanswered that would be critical for a thorough journal review. Notably, there is no mention of the research methodology employed (e.g., qualitative case study, quantitative survey, mixed methods), which is essential for assessing the validity and reliability of the claims made. Furthermore, the abstract states that competence in Canada is "not much different" from Indonesia, yet then concludes that "low competence of civil servants in Indonesia requires the awareness of those concerned." This apparent contradiction needs careful clarification: if Canadian competence is similar and Canada ranks well, then perhaps the "low competence" in Indonesia needs a more nuanced definition or the comparison requires deeper analysis of other contributing factors to public service quality. A more detailed explanation of how "low competence" was measured and what specific competencies were analyzed would significantly strengthen the paper's contribution.

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