Pengembangan sumber daya manusia di kantor desa semperiuk.a kecamatan jawai selatan kabupaten sambas. Analisis pengembangan SDM di Kantor Desa Semperiuk.A, Sambas. Mengungkap tantangan rotasi, bimbingan, pelatihan, dan literasi komputer untuk kinerja lebih baik dan good governance desa.
Penelitian ini bertujuan untuk mendeskripsikan dan menganalisis Pengembangan Sumber Daya Manusia di Kantor Desa Semperiuk.A Kecamatan Jawai Selatan Kabupaten Sambas. Penelitian ini didasarkan oleh fenomena belum maksimalnya pengembangan dalam menjalankan tugasnya. Ketiga pada aspek magang tidak terlaksana sumber daya manusia terhadap Aparatur Desa di Kantor Desa Semperiuk.A Kabupaten Sambas. Adapun metode penelitian yang digunakan dalam penelitian ini adalah metode penelitian kualitatif, dengan desain penelitian analisis deskriptif. Peneltian ini menggunakan Metode Pengembangan menurut Sedarmayanti (2010) : yang terdiri dari aspek on the job method dan off the job method, aspek on the job method yang Pertama pada aspek rotasi jabatan tidak terlaksana dikarenakan rotasi jabatan tidak diterapkan di Pemerintahan Desa. Kedua pada aspek bimbingan dimana agar pimpinan lebih teratur dalam mengarahkan pegawai yang lain dikarenakan magang tidak diterapkan pada instansi pemerintahan. Dan yang keempat dari aspek demonstrasi dimana masih ada perangkat desa yang tidak bisa mengoperasikan komputer sehingga pekerjaan hanya dilakukan secara manual sehingga terjadinya penumpukan pekerjaan pada salah satu Perangkat Desa yang mempunyai kemampuan lebih. pada aspek off the job methodyang pertama yaitu aspek Pendidikan dan Pelatihan (DIKLAT) dimana masih ada Perangkat Desa yang kurang berpartisipasi untuk mengikuti diklat. dan yang kedua dilihat dari aspek pendidikan formal untuk sejuah ini pendidikan formal masih tergulong cukup dan harapan kedepannya dapat terciptanya good governance dilingkungan pemerintah Desa. Kata Kunci: Pengembangan, Sumber Daya Manusia, Perangkat Desa
The paper titled "PENGEMBANGAN SUMBER DAYA MANUSIA di KANTOR DESA SEMPERIUK.A KECAMATAN JAWAI SELATAN KABUPATEN SAMBAS" (Human Resource Development in Semperiuk.A Village Office, Jawai Selatan District, Sambas Regency) aims to describe and analyze the current state of human resource development within a specific local government unit. The motivation for this research stems from observations of sub-optimal HR development among village officials, specifically highlighting a lack of practical training opportunities such as internships. This focus on human resource challenges at the grassroots administrative level is highly relevant, as effective public service delivery and the overarching goal of achieving good governance are intrinsically linked to the capabilities and ongoing development of local government personnel. Methodologically, the study adopts a qualitative approach utilizing a descriptive analysis design, which is well-suited for an in-depth exploration of complex organizational phenomena. The research employs Sedarmayanti's (2010) framework, differentiating between "on-the-job" and "off-the-job" development methods. Key findings outlined in the abstract reveal several critical areas needing attention. Under on-the-job methods, the study identifies a complete absence of job rotation and a need for more consistent leadership guidance. A significant issue is the lack of computer proficiency among some village officials, leading to manual work processes and an uneven distribution of workload. Regarding off-the-job methods, the abstract points to low participation in formal education and training (DIKLAT) programs, though it notes that the current level of formal education among staff is generally deemed adequate, with future aspirations for improvement. The strength of this study lies in its direct engagement with a specific, localized context, providing granular insights into the human resource challenges faced by a village office. The qualitative design is appropriate for uncovering nuanced issues that might be missed by quantitative approaches. However, the abstract's presentation of findings, particularly the numbering and flow of points within the on-the-job and off-the-job methods, could be more structured and consistent in the full paper to enhance clarity. Moving forward, the study would benefit from a deeper analytical exploration of the *underlying causes* for the identified issues, such as why job rotation is not implemented or why participation in training is low, rather than merely stating their existence. This would provide a more robust foundation for developing targeted and effective recommendations to foster genuine human resource development and contribute to good governance at the village level.
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