Construction of an Ideal Bureaucratic Meritocracy System Based on Good Governance in Civil Servant Recruitment

Construction of an Ideal Bureaucratic Meritocracy System Based on Good Governance in Civil Servant Recruitment

Syifa Nahda Azkiya, Rodiyah, Sang Ayu Putu Rahayu

Magister of Law, Faculty of Law, Semarang State University

DOI: https://dx.doi.org/10.47772/IJRISS.2024.8120354

Received: 24 December 2024; Accepted: 28 December 2024; Published: 23 January 2025

ABSTRACT

This research examines the recruitment of civil servants at the Central Java BKD which applies AUPB in accordance with the regulations, but in practice it is still not appropriate and hampers the achievement of Good Governance. Therefore, the meritocracy system based on Good Governance needs to be optimized in the recruitment of civil servants. This research analyzes the construction of a Good Governance-based bureaucratic meritocracy system in the recruitment of ideal civil servants according to the AUPB at BKD Central Java. This research uses a qualitative approach with a sociological juridical method, and analyzes the theories of bureaucracy, constitutional rights, legal systems, and Good Governance through observation, interviews, and literature studies. The results showed that optimizing the meritocracy system in civil servant recruitment can be achieved by increasing professionalism, transparency, fairness, participation, and openness. A focus on AUPB is needed to address legal issues, abuse of authority, and discrimination, as well as ensure fair and accountable selection. In conclusion, the optimization of AUPB needs to focus on the principles of professionalism, transparency, fairness, participation, and openness, by involving the public in supervision. The selection of civil servants must be based on competence and performance, and evaluated regularly to ensure its effectiveness. In conclusion, the optimization of AUPB needs to focus on the application of the principles of professionalism, transparency, fairness, participation, and openness, by involving the public in supervision. Civil servant selection should be based on competence and performance, not external factors. The construction of a meritocratic system requires regular evaluation and refinement of selection to ensure its relevance and effectiveness. By optimizing AUPB, Civil Servant recruitment will be more fair, transparent, and competency-based, resulting in quality Civil Servants and better public services in BKD Central Java.

Keywords: Meritocracy System, Bureaucracy, Good Governance, Civil Servants, BKD

INTRODUCTION

Indonesia is recognized as a country of law based on Article 1 Paragraph (3) of the 1945 Constitution which emphasizes that the state is governed by law with Pancasila as the highest source of law. Pancasila also provides a philosophical basis for managing the recruitment of Civil Servants, prioritizing integrity, responsibility, and fair public service without discrimination. The selection process for Civil Servants must be transparent, objective, and prioritize the principle of justice in accordance with the rights of citizens in the 1945 Constitution.

The meritocratic system that prioritizes qualifications and competence has been implemented since independence and continues to develop, but its implementation still faces challenges, such as a culture of nepotism and lack of public support. Therefore, bureaucratic reform is needed to create a professional and corruption-free bureaucracy. The Central Java Provincial Government supports this reform by prioritizing meritocracy in the recruitment of Civil Servants with the aim of obtaining competent and integrated employees.

However, in practice, the recruitment process faces various obstacles such as a mismatch between the number of applicants and needs, technical problems in registration, and political influences that change the formation of CPNS. This study aims to analyze the implementation of meritocracy-based Good Governance in the recruitment of civil servants at the Central Java BKD and to identify the obstacles faced and solutions that can be applied.

METHODOLOGY

This research uses a qualitative approach, which collects data through literature studies that include primary, secondary, and tertiary materials. The purpose of the qualitative approach is to understand phenomena related to behavior, action, perception, and motivation through description (Moleong, 2014: 6). This type of research is a sociological juridical research that focuses on the role of legal institutions or agencies in law enforcement and the application of law in society (Muhaimin, 2020: 83-85). The data analysis technique used is descriptive qualitative analysis that describes the subject and object of research (Muhaimin, 2020: 105).

The research objective is to analyze the optimization of the Good Governance-based meritocracy system in the recruitment of Civil Servants at the BKD of Central Java Province. To ensure data validity, the author uses a triangulation technique consisting of source and technique triangulation. Source triangulation compares data from various informants to ensure diversity of perspectives, while technique triangulation validates data through observation and interviews. This triangulation technique guarantees the validity and reliability of the data obtained, ensuring that the research findings can be trusted (Sugiyono, 2013: 15).

RESULTS AND DISCUSSION

Optimizing Meritocracy System Based on Good Governance in Civil Servant Recruitment

The Regional Staffing Agency of Central Java Province, hereinafter referred to as BKD, is a regional apparatus responsible for managing Regional Civil Servants. This includes all efforts to improve the efficiency, effectiveness, and professionalism of the implementation of civil service duties, functions, and obligations which include planning, procurement, quality development, placement, promotion, transfer, payroll, welfare, and dismissal of Regional Civil Servants. In accordance with regional goals in the development policy for 2024-2026, BKD Central Java Province supports the creation of dynamic governance by improving adaptive governance, namely through the development of professional and collaborative ASN. Therefore, the preparation of the Central Java Province BKD Strategic Plan 2024-2026 is focused on optimizing ASN Management based on the Meritocracy System.

Optimization by maximizing professionalism, transparency, fairness, participation, and openness is an ideal Good Governance-based Civil Servant recruitment effort based on AUPB. Maximizing professionalism in the recruitment of Civil Servants is an obligation in strengthening bureaucracy and public services. Professionalism in this case, is carried out by all agencies that carry out the mandate to carry out ASN recruitment. To ensure that this process runs professionally and produces quality human resources, strategic steps need to be taken for implementers of Civil Servant recruitment. First, the standardization of the recruitment process becomes the main foundation by compiling a clear Standard Operating Procedure (SOP) that each stage, from announcement to determination of results, can be carried out consistently and transparently. This transparency not only increases the trust of prospective applicants and the public but also prevents the occurrence of corrupt and nepotistic practices.

Second, establishing clear selection criteria is a crucial step. Identifying the competencies required for each position allows the selection committee to conduct an objective assessment. The implementation of relevant competency tests also ensures that CPNS have the appropriate abilities for the tasks to be carried out. Third, training for the selection committee is the next step. Providing workshops and training on the principles of fair and non-discriminatory recruitment will equip them with the necessary skills to assess candidates professionally. This also includes improved analytical skills to understand the strengths and weaknesses of each applicant.

Fourth, in the digital era, the application of information technology has become very important with online registration systems, administrative processes have become more efficient and accessibility for applicants has increased. In addition, utilizing big data to analyze recruitment results helps in evaluating the effectiveness of the recruitment process. Fifth, another important aspect is psychological and health testing. Conducting psychological tests can help assess the suitability of a CPNS’ character, while health checks ensure that they have adequate physical condition to carry out their duties. Sixth, to continuously improve the quality of the process, feedback and evaluation need to be an integral part. Applicant satisfaction surveys can provide valuable insights for future improvements. In addition, periodic evaluation of the entire recruitment process will ensure that all steps taken remain relevant and effective. Seventh, promoting the values of professionalism in the bureaucracy should be a priority. Through awareness campaigns and showcasing outstanding civil servants, it can inspire potential applicants to uphold integrity and responsibility.

The theory of bureaucracy by Max Weber can be implemented with the steps above, bureaucracy can be understood as a complex organization consisting of many human resources who play an important role in carrying out their functions. Within this structure, each individual has inherent duties and responsibilities designed to achieve organizational goals effectively and efficiently. Each member is expected to carry out their role with professionalism, and contribute optimally to the achievement of the organization’s vision and mission. Furthermore, bureaucracy is also equipped with a clear organizational structure, which includes a well-defined division of labor and hierarchy. This structure facilitates the flow of information and decision-making, and helps in establishing relationships between various work units. With a clear structure in place, individuals can understand their position in the organization, as well as how their contributions interact with the tasks and responsibilities of other colleagues.

In this context, the effectiveness of bureaucratic theory depends not only on individual performance, but also on the ability of teams to work together to achieve common goals. Therefore, competency development, good communication, and inspirational leadership are needed to create a productive and harmonious work environment. With a deep understanding of the structure and function of the bureaucracy, as well as the role of each individual within it, the organization can operate more smoothly and be responsive to the needs of the community. In the end, it can maximize professionalism in the recruitment of Civil Servants, creating a strong and better public service-oriented bureaucracy. The end result is human resources that are not only competent, but also committed to serving the community wholeheartedly.

The professionalism of CPNS participants in the recruitment process is very important, not only in meeting academic qualifications, but also in demonstrating integrity and commitment to the tasks to be carried out. Professionalism starts with thorough preparation, such as in-depth research on the agency applied for, understanding the vision and mission, as well as the challenges faced. Participants must also demonstrate good ethics and attitude during selection, respect each stage, and maintain integrity by avoiding fraudulent practices. Mastery of competencies through training and courses is also important, as well as the ability to adapt and work in teams. Max Weber’s theory of bureaucracy states that the ideal bureaucracy is based on a system of rational and objective rules, rather than on individual power, to create stable and fair decisions. This theory underpins this research, which emphasizes the importance of clear and transparent procedures in CPNS recruitment to ensure fairness and equality. With a rational and objective bureaucracy, the selection process can be carried out efficiently, increase public trust, and create a productive and professional work environment.

Optimizing transparency in the recruitment of Civil Servants can be achieved by ensuring that the entire selection process is open and accessible to all parties. Transparency allows applicants to understand each stage, the assessment criteria, and the reasons for decisions taken, which builds trust and avoids unethical practices such as nepotism and discrimination. Transparency also encourages public participation and feedback, which can improve the institution’s image and the quality of prospective applicants. Some steps to maximize transparency include providing clear information on recruitment stages through official portals, implementing independent monitoring systems, utilizing information technology for real-time notifications, and providing feedback channels for applicants. Education on the importance of transparency is also needed to create a culture of fairness and accountability. Sedarmayanti’s Good Governance theory can be implemented to increase transparency in civil servant recruitment, thereby strengthening public trust and creating a professional work environment. By providing open access to information, the selection process can be effectively monitored, reducing suspicion of unethical practices, and improving the quality of the bureaucracy that is more responsive to the needs of society.

Optimizing the recruitment of Civil Servants through the principle of fairness aims to provide equal opportunities for all applicants in the selection process. Steps that need to be implemented include: first, formulating clear, measurable, and objective selection criteria so that applicants are assessed based on the same requirements. Second, implementing transparency by providing information about the selection stages, schedule, and evaluation results to create a sense of fairness. Third, providing training to the selection committee on the principles of fairness and avoiding bias. Fourth, conducting fair and relevant competency tests to assess applicants’ abilities. Fifth, establish an effective grievance mechanism for applicants to lodge complaints. Sixth, ensure equal access for all applicants, including people with disabilities. Lawrence Friedman’s legal system theory supports these measures, emphasizing the importance of fair and consistent application of the law in the selection process. The principle of fairness demands that there is no discrimination and that each applicant should be assessed against the same criteria. This theory also includes social justice, which ensures equal opportunities for all individuals, and reflects a legal culture that supports a fair and transparent civil service recruitment process.

Optimizing the recruitment of civil servants can be done by maximizing the principle of participation to ensure an inclusive, transparent and accountable recruitment process. Strategic steps that can be implemented include: first, inviting the public to participate in formulating selection criteria and standards through discussion forums or public consultations. Second, providing clear and easily accessible information about all stages of recruitment through media that can be reached by many people. Third, establish a feedback mechanism for applicants during and after the recruitment process. Fourth, provide training to the selection committee on the importance of community involvement and accommodating input from various parties. Fifth, establish a transparent complaint system to handle any dissatisfaction or problems that arise. Sixth, work with civil society organizations to increase public participation in the recruitment process. Seventh, hold socialization events to provide information and listen to input from the public. This principle of participation is in line with the theory of Constitutional Rights which emphasizes the right of individuals to participate in government, including in the selection process of civil servants. Community involvement in civil servant recruitment ensures that public aspirations are considered and provides equal opportunities for all applicants. This theory supports the state’s obligation to protect the constitutional rights of its citizens, including the right to obtain decent work, and strengthen government transparency and accountability in the selection process.

Optimizing the recruitment of Civil Servants can be done by maximizing the principle of openness, which requires government agencies to proactively provide factual, honest, and non-discriminatory information about the recruitment process, while still complying with statutory provisions. Steps that can be implemented include: first, formulating a clear and publicly accessible information disclosure policy. Second, establish effective communication channels such as official websites and social media. Third, carry out routine socialization activities on civil servant recruitment procedures. Fourth, hold discussion forums to hear public input. Fifth, build a responsive complaint system. Sixth, provide training to the selection committee on openness and honesty in conveying information. Seventh, conduct periodic evaluations of the implementation of the principle of openness. The principle of openness is in line with the theory of good governance, which emphasizes the importance of transparency, accountability and public participation in creating an effective and responsive government. While there have been efforts to implement these principles, non-optimality in their application can lead to legal uncertainty, abuse of power, and discrimination, which can undermine the integrity of the recruitment system. Consistent enforcement of these principles is therefore essential to build public trust, improve recruitment quality, and support sustainable national development goals.

Although, the AUPB principle has not been optimized in the recruitment of Civil Servants, contrary to the public’s attraction to Civil Servant recruitment is still significant. The following is the number of Civil Servants recorded by the Central Bureau of Statistics:

Table 1.1. Number of Civil Servants in 2023 in Central Java Province

Source: BPS Jawa Tengah, 2023

The number of active civil servants in Central Java Province until 2023 is 26.493 people, based on data from the Central Java Provincial Statistics Agency which was last updated on July 22, 2024. Based on gender, there are 113.573 male civil servants and 150.920 female civil servants. Optimizing the meritocracy system in the recruitment of Civil Servants based on Good Governance is divided into several stages, as follows:

Factuality and Normativityof Civil Servant Recruitment

Rule of Law

Indonesia as a state of law is based on the law in every action, so that legal certainty, justice, and benefits for the community from every policy taken by the state through the government can be guaranteed. This is in line with one of the principles of Good Governance, namely the principle of the rule of law. According to (Rahardjo, 1979: 35), the rule of law is a set of norms made and determined by the authorities to regulate human behavior in society. The definition of written legal regulations is regulated in Law Number 12 of 2011 concerning the formation of laws and regulations. The definition contained in the law Article 1 Point 2 states that laws and regulations are written regulations that contain legal norms that apply in general and are formed or stipulated by state institutions or authorized officials through procedures stipulated in laws and regulations. In this case, laws and regulations are divided into constitutional aspects, legislative aspects, and regulatory aspects, as follows:

Constitutional Aspects

Indonesia’s constitution is a written constitution in the form of the 1945 Constitution of the Republic of Indonesia. Article 1 Paragraph (3) of the 1945 Constitution states that Indonesia is a state of law, which emphasizes that all aspects of the life of the nation and state must be based on applicable law. Pancasila acts as the main source of law, where the values, principles and norms in Indonesian law derive from Pancasila as the basis of the state. The constitutional aspect is the 1945 Constitution of the Republic of Indonesia, which is an important legal basis in regulating the right to work for all Indonesian citizens. The 1945 Constitution of the Republic of Indonesia is a written law that has the highest legal position in Indonesia. Therefore, regulations regarding the right to work for every individual must be in line with the values of human rights. In addition, Indonesia has adopted the concept of a rule of law that guarantees the protection of human rights, both individually and collectively, which has been regulated in the 1945 Constitution of the Republic of Indonesia, Chapter XA on Human Rights. In general, provisions related to the right to work for every citizen are contained in Article 28D Paragraphs (2) and (3) of the 1945 Constitution of the Republic of Indonesia.

Legislative Aspects

The legislative aspect explains the process of making regulations carried out by the House of Representatives (DPR) together with the President. In the context of legislation regarding the optimization of Good Governance-based Civil Servant recruitment, this is related to the rules governing the recruitment of Civil Servants. The following are the legislative aspects of Good Governance-based Civil Servant recruitment to support the meritocracy system in the bureaucracy, among others:

1. Law Number 20 of 2023 concerning the State Civil Apparatus, an amendment to Law Number 5 of 2014 concerning the State Civil Apparatus;
2. Law Number 28 of 1999 concerning State Administration that is Clean and Free from Corruption, Collusion and Nepotism;
3. Law Number 25 of 2009 concerning Public Services;
4. Law Number 30 of 2014 on Government Administration;
5. Law No. 14 of 2008 on Public Information Disclosure.
6. Regulatory Aspects

The regulatory aspect in this study refers to regulations made by executive agencies to implement regulations that have been established by the legislature, based on delegated authority. Delegated authority means that the formation of these regulations is directly ordered by regulations that have a higher position. According to Rosenbloom in the article, regulation is a rule-making process involving three state institutions: executive, legislative, and judicial, in the context of State Administration. In this regulatory process, each institution has a specific role, namely making, implementing, and enforcing rules, to ensure compliance and consistency in their implementation, among others:

1. Government Regulation of the Republic of Indonesia Number 11 of 2017 concerning Management of Civil Servants;
2. Minister of State Civil Apparatus Empowerment Regulation Number 27 of 2021 concerning Procurement of Civil Servants;
3. Minister of State Civil Apparatus Empowerment Regulation Number 40 of 2018 concerning Merit System Guidelines in State Civil Apparatus Management;
4. Minister of State Civil Apparatus Empowerment and Bureaucratic Reform Regulation Number 19 of 2023 concerning Amendments to Minister of State Civil Apparatus Empowerment and Bureaucratic Reform Regulation Number 18 of 2021 concerning the Ministry of State Civil Apparatus Empowerment and Bureaucratic Reform Road Map 2020-2024;
5. BKN Regulation No. 14/2018 on Technical Guidelines for Civil Servant Procurement.

Law Enforcement

Law enforcement according to Soekanto is a process that embodies the relationship between the values described in the rules of law with the attitudes and behavior of law enforcers, which is the elaboration of these values at the final stage. The goal is to create, maintain, and maintain harmony in the association of community life. In Indonesia, the application of law to crime means the application of punitive laws to provide a deterrent effect. Without security, the progress of national development will be hampered. Therefore, law enforcement agencies are needed to enforce the law and maintain security. In this case, law enforcement in BKD Central Java consists of human resources, as follows:

Table 1.2. Number of Civil Servants of BKD Central Java Province by Class and Gender

Source: BKD Provinsi Jawa Tengah, 2024

Table 1.3. Number of Civil Servants of BKD Central Java Province by Education and Gender

Source: BKD Provinsi Jawa Tengah, 2024

Infrastructure

Facilities and infrastructure play an important role in increasing the effectiveness of a regulation. In this context, according to (Ali, 2023: 63), physical facilities function as the main supporting element. Without adequate facilities and infrastructure, such as vehicles and communication tools, law enforcers will face difficulties in carrying out their duties effectively. Work facilities are also a crucial element that supports employee performance in completing their tasks. Facilities that are in accordance with employee needs, as stated by Hasibuan, can create a conducive work environment, so that work can be done more effectively and efficiently.

Based on the description of facilities and infrastructure above, in BKD Central Java there are still some facilities that are not yet available. But in the future, the addition of these facilities and infrastructure needs to be considered wisely to maximize the welfare of employees and the people who receive public services. Adequate work facilities will increase the motivation and quality of work of law enforcers in the Central Java BKD environment, so that their performance can be optimized. Overall, these facilities aim to create a conducive work environment, improve performance and operational efficiency, and ensure that Central Java BKD can provide quality and accessible legal services for the welfare of the community.

Legal Culture

Legal culture according to Friedman, includes all beliefs, attitudes, and values that influence and shape the way law is understood, applied, and respected in society. Meanwhile, (Hadikusuma, 2010: 51) explains that legal culture is the collective response of a particular society to legal phenomena. This response reflects a uniform view of legal values and behavior. Based on the description above, legal awareness in the BKD Central Java environment has run optimally between the community and law enforcement which is the foundation for building public trust. By increasing legal awareness among professionals and the wider community, BKD Central Java can be more effective in enforcing the law and providing fair and non-discriminatory access to justice for all. Legal culture that involves legal awareness includes an understanding of the importance of integrity and professional ethics in every aspect of work and social life.

Construction of an Ideal Bureaucratic Meritocracy System Based on Good Governance in Civil Servant Recruitment

The construction of a meritocratic system in the bureaucracy based on the principles of Good Governance for the recruitment of ideal Civil Servants, in accordance with AUPB, can be realized by optimizing five main principles, namely professionalism, transparency, fairness, participation, and openness. These principles are very important foundations in building a recruitment system that is fair, efficient, and able to produce competent and qualified human resources (HR). Professionalism ensures that the selection process is based on qualifications and abilities relevant to the position applied for, while transparency guarantees that the entire recruitment process can be accessed and understood by all parties involved, thus reducing the potential for abuse of authority. The existence of the principle of fairness ensures that every applicant is treated equally without discrimination, while participation allows the community to play an active role in formulating applicable recruitment policies and procedures. Meanwhile, openness gives the public the right to obtain factual and accurate information related to the Civil Servant selection process.

Referring to the problems described earlier in this sub-chapter, the author seeks to design an ideal legal construction in the recruitment of Civil Servants at the Central Java Regional Personnel Agency (BKD), focusing on the application of these principles. This aims to create a better selection system, in accordance with public expectations, and support the achievement of regional development goals. In line with that, according to (Marbun, 1996:111), reconstruction can be understood as an effort that aims to restore the state or condition of a system to its original form by rearranging the elements or components involved, so as to achieve conformity with the desired conditions or goals. In this context, the reconstruction is not just a recovery, but also a step to improve and strengthen the Civil Service recruitment system to be more in line with the values of Good Governance that prioritize accountability, transparency, and fairness.

Table 1.4 Ideal Construction of Good Governance-Based Bureaucratic Meritocracy System in Civil Service Recruitment

Source: Processed research results 2024

The professional principle in the recruitment of Civil Servants ensures that the recruitment process is carried out by a committee that is competent and has high integrity, so that every decision is made based on established objective standards. This ensures that the assessment of civil servant candidates is carried out fairly and in accordance with the required qualifications, reduces the potential for bias and discrimination, and improves the quality of human resources (HR) in public services. In addition, the professional principle also requires CPNS participants to demonstrate discipline, competence, and respect for ethics in competition, which in turn strengthens the image of a credible bureaucracy. Transparency is key to ensuring that all information related to the selection process is easily accessible to the public, minimizing discrimination and increasing accountability. With transparency, the public can oversee the selection process, provide feedback, and strengthen trust in the integrity of the government in recruiting civil servants. In addition, the principle of fairness guarantees every candidate an equal opportunity based on qualifications, without being influenced by subjective factors such as social or political background, which helps to create an inclusive and fair bureaucracy.

The principle of participation is also important, involving the public in the development of criteria and evaluation of selection results. This ensures that the selection process is relevant to public needs and creates space for constructive discussion and input. Openness, which includes providing clear and open access to information, also supports public participation, reduces the potential for misunderstanding, and strengthens trust in the integrity of the process. Overall, the application of these principles in a meritocratic system of civil service recruitment can result in an efficient, responsive, and credible bureaucracy, which not only fulfills administrative needs but also strengthens the relationship between government and society. Optimizing these principles will reduce the problems of legal uncertainty, abuse of power, and discrimination, which have the potential to undermine the credibility of the selection system. Through the application of the principles of transparency, fairness, participation, and openness, BKD Central Java can design and implement a selection strategy that is fair, efficient, and accountable. The end result is the creation of a bureaucracy that is professional, free from KKN, and able to provide better public services and increase public trust in local government.

The Ideality of a Good Governance-based Bureaucratic Meritocracy System in Civil Service Recruitment

The ideal in this study is the recruitment of civil servants in accordance with the principles of AUPB, aimed at realizing public welfare. Although the civil servant recruitment process in Central Java has been carried out in accordance with applicable regulations, including the announcement of vacancies through official channels and the implementation of an online registration system, public participation in this process is still very low. The lack of public involvement can be seen from the lack of input in the preparation of selection criteria and low participation in discussion forums. Contributing factors include a lack of rigor and awareness, limited time and resources, and limited accessibility, which inhibit active public participation. Therefore, additional measures are needed to encourage public participation, such as increasing socialization and creating more effective communication channels.

Based on the description above, the organization and management of Civil Servants should apply a recruitment model based on Good Governance (EEO) to create public welfare. The Good Governance-based Civil Servant recruitment model with a meritocracy system that sees each person as a valuable asset with diverse potential and abilities, regardless of their background, physical condition or other characteristics. By applying the principles of Good Governance, government agencies can open the door to the widest possible opportunity for people throughout the region to become ASN. The principle of Good Governance must exist in all stages of organizing the recruitment of Civil Servants (Qudrat I Elahi, 2009: 117). The following is a picture of the Central Java Provincial Government winning 2 (two) ASN Management Award 2024:

Figure 1.1. Source of BKN in 2024

Each relevant institution or agency must ensure equal opportunity for all individuals to become ASN. The recruitment process must be designed to assess candidates’ qualifications based on job-relevant abilities and competencies, without discrimination or inappropriate criteria. Good Governance principles and Constitutional Rights theory ensure fair, inclusive, and meritocracy-based recruitment, including for people with disabilities. Good Governance-based recruitment models prevent discrimination, increase community participation, and strengthen competencies in government. The application of the principles of equal opportunity, access to employment without discrimination, and increased work productivity, creates an inclusive work environment and encourages better performance.

Policy Strategy in Civil Servant Recruitment

Policy strategy, according to (Mintzberg, 1994: 23) in his book entitled “The Rise and Fall of Strategic Planning” is a plan made to achieve long-term goals. In this context, a policy strategy includes the steps and actions taken to achieve the desired results in public administration. In line with that, E. Porter in his book entitled “Competitive Strategy: Techniques for Analyzing Industries and Competitors” states that policy strategy means formulating effective policies to achieve excellence in public services.

First, meritocracy policies aim to develop a selection process based on competence and merit, not other factors, in order to improve the quality of civil servants. Second, social inclusion by implementing policies that support diversity including people with disabilities, women, and minority groups in the recruitment process. Third, bureaucratic reform by making changes that aim to improve the efficiency and effectiveness of public services, thereby attracting more candidates interested in pursuing a career as a Civil Servant.

Budget Strategy in Civil Servant Recruitment

Budget strategy, according to (Anthony, 1965: 31)in his work “Planning and Control Systems: A Framework for Analysis” is defined as the process of planning and controlling expenditures and revenues to achieve organizational goals. The aim is for the budget to function as a management tool that ensures efficient resource allocation. This opinion is also reinforced by Horngren in his book “Introduction to Management Accounting”, which states that budget strategy includes budget preparation that focuses on controlling costs and achieving predetermined performance targets. In this case, careful planning is needed to achieve efficiency and effectiveness.

First, the budget for training and development by providing special funds to train prospective civil servants to have the skills needed to meet the demands of the job. Second, IT infrastructure support by allocating a budget for the development and maintenance of an online registration and selection information system, to facilitate the process for prospective applicants. Third, financial incentives by allocating funds for incentives or allowances for outstanding Civil Servants, to attract more qualified candidates.

Program Strategy in Civil Servant Recruitment

Program strategy based on (Porter, 1985: 31) in his book entitled “Competitive Advantage: Creating and Sustaining Superior Performance” states that program strategy includes coordinated activities to create value through the implementation of a clear plan. In this context, program strategy focuses on achieving competitive advantage through various initiatives. Then, according to (Garvin, 1993: 17) in his work entitled “Building a Learning Organization” explains that program strategy is a series of initiatives designed to solve problems or meet specific opportunities. In this case, it focuses on the implementation of planned steps to achieve strategic goals.

First, the scholarship program by implementing scholarship initiatives for higher education related to public administration, so as to prepare prospective civil servants early on. Second, socialization programs by conducting information dissemination programs on the benefits of a career in the public sector and the Civil Servant recruitment process through social media, seminars, and workshops. Third, internship and work practice programs by developing internship initiatives in government agencies for students and fresh graduates, as a way to introduce them to the world of civil servants. Fourth, skills training by providing relevant training programs, such as public management, leadership, and public service ethics. Fifth, monitoring and evaluation programs by designing a program that focuses on monitoring and evaluating the recruitment process to identify and correct deficiencies.

Supervision Strategy in Civil Servant Recruitment

Budget strategy based on (Anthony, 1965: 31) in his work entitled Planning and Control Systems: A Framework for Analysis states that budget strategy is the process of planning and controlling expenditures and revenues to achieve organizational goals. This happens, so that the budget functions as a management tool to ensure that resources are allocated efficiently. Then strengthened by the opinion (Horngren et al., 2002: 24) in his book entitled “Introduction to Management Accounting” budget strategy includes budget preparation that focuses on controlling costs and achieving predetermined performance targets. In this case, it includes careful planning to achieve efficiency and effectiveness.

Budget realization in 2023 for the 2 (two) programs/activities mentioned above showed results that almost met the budget target that had been set. This reflects that the performance of the Central Java BKD can be categorized as SUCCESSFUL. Although it has not fully achieved the desired target, this achievement shows that the efforts made by BKD in managing the budget and implementing staffing programs are already on a positive path. This success reflects the dedication and hard work of the team in facing the challenges, and provides hope for future improvements and enhancements. With proper evaluation and more effective strategies, it is expected that BKD’s performance will continue to improve and be closer to the targets set in the following year.

Information and Technology Strategies in Civil Service Recruitment

Program strategy based on (Porter, 1985: 77) in his book entitled “Competitive Advantage: Creating and Sustaining Superior Performance” states that program strategy includes coordinated activities to create value through the implementation of a clear plan. In this context, program strategy focuses on achieving competitive advantage through various initiatives. Then, according to (Garvin, 1993: 17) in his work entitled “Building a Learning Organization” explains that program strategy is a series of initiatives designed to solve problems or meet specific opportunities. In this case, it focuses on the implementation of planned steps to achieve strategic goals.

First, the online registration system by creating an online platform to simplify the CPNS registration and selection process, thus increasing accessibility for applicants. Second, the implementation of big data and analytics by using data analysis to identify trends in Civil Servant recruitment and performance, as well as existing needs. Third, applicant management system by implementing an efficient management system to process and screen applications automatically.

Obstacles to the Implementation of Good Governance in the Recruitment of Civil Servants in BKD Central Java

Based on the research conducted, the author found various obstacles faced in the application of Good Governance in the recruitment of Civil Servants, namely:

• Data on workers at BKD Central Java has decreased;
• Problems that occur during the recruitment of Civil Servants consist of internal and external problems;
• BKD Central Java only follows the authority from the top, namely the Center, so there are still many policies that cannot be decided unilaterally.

Efforts to Overcome Obstacles to the Implementation of Good Governance in the Recruitment of Civil Servants in BKD Central Java

1) Improving the principle of professionalism. In this case, the author concludes that the level of professionalism in BKD Central Java has not been fully implemented. The Head of BKD Central Java is able to complete tasks well, efficiently, and on time, and can be accountable for his performance to superiors, the community, and the state. However, the lack of human resources in the Civil Servant recruitment section has an impact on unprofessional performance at the BKD Central Java.

2) Improving the principle of transparency. In this case the author concludes that the level of transparency in BKD Central Java has not been fully implemented properly. Some aspects of transparency that have been carried out include information disclosure, public participation, handling complaints, and good use of technology. However, the archiving of letters related to the recruitment of civil servants before the digital era has not been well managed. This aspect of transparency emphasizes the importance of openness, ensuring that everyone in society has the right to access information, especially those related to government management, including policies made, the process of making them, their implementation, accountability, and achievements achieved by BKD Central Java.

3) Improve the principle of accountability. In this case, the author concludes that the level of accountability in BKD Central Java has not been fully implemented. This aspect of accountability includes the obligation to be accountable for duties and authorities in every action and policy taken. Achieving effective accountability requires a strong commitment from all members of the BKD and optimal support from various parties, including the government, supervisory institutions and the community.

4) Improving the principle of participation. In this case, the author concludes that the level of accountability in BKD Central Java has not been fully implemented. This not only involves other government agencies, but also community participation in public services through assessments and complaints, which contribute to improving service quality. The higher the public participation in the decision-making process, performance monitoring, public services, and information transparency, the better the level of participation in BKD Central Java.

5) Improve the principle of openness. In this case, the author concludes that the accountability aspect in BKD Central Java has not been fully implemented, not only by providing information, but also providing a wide space for the community to participate in the formation of legal policies for the creation of public welfare. The aspect of openness in BKD Central Java has been optimal in fulfilling the public’s right to obtain accurate, transparent, and non-discriminatory information about state administration related to state administration, while taking into account the protection of personal, class, and state secrets.

CONCLUSIONS

Based on the results of the research and discussion described above, the optimization of the bureaucratic meritocracy system in civil servant recruitment based on Good Governance can be done by maximizing professionalism, transparency, justice, participation, and openness. Professionalism is enforced by increasing individual awareness and commitment to improve performance. Transparency is achieved by distributing information evenly, allowing broad access for prospective participants and the public. Justice is guaranteed by providing fair opportunities for all citizens. Participation is strengthened by involving various layers of society in the selection process, ensuring open opportunities for all. Openness is achieved by improving information dissemination and providing space for evaluation and community oversight.

The construction of a Good Governance-based bureaucratic meritocracy system in the ideal civil servant recruitment in Central Java BKD must focus on AUPB-based strategies to overcome legal problems, abuse of power, and discrimination in civil servant selection. With the principles of professionalism, transparency, fairness, participation, and openness. BKD can design efficient, fair, and accountable selection. A transparent meritocracy system will ensure competency-based selection, not external factors, and reduce the potential for corruption and nepotism. Optimization will create a professional bureaucracy with integrity and responsiveness to public needs.

RECOMMENDATION

The following recommendations are made based on the research conclusions:

1. Optimization needs to be focused on maximizing the consistent application of AUPB principles. Ensuring that each stage of the Civil Servant selection process is carried out with the principles of professionalism, transparency, fairness, participation, and openness by involving the public in the supervision process. Then, focusing on competency-based assessment by developing clear selection criteria based on competence and performance, not on external factors.
2. The construction of a meritocratic system in the recruitment of civil servants requires regular evaluation and periodic refinement of the selection process to improve the selection procedures to remain relevant and effective. By optimizing the principles of AUPB, the government can ensure that the Civil Service recruitment system becomes more fair, transparent, and competency-based. In the end, the meritocracy system will create quality civil servants and better public services at BKD Central Java.

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