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"Badan Penelitian dan pengembangan Hak Asasi Manusia adalah salah satu Unit Eselon 1 yang berada di bawah naungan Departemen Hukum dan HAM RI mempunyai peran strategis dalam menjalankan fungsinya sebagai salah satu unsur pelayanan pemerintah kepada masyarakat luas dengan memberikan perlindungan, penegakan dan penghormatan HAM.Untuk melaksanakan tugas dan fungsinya perlu didukung oleh sarana dan prasarana yang memadai serta sumber daya manusia yang berkualitas. Dengan tersedianya SDM yang berkualitas diharapkan Pegawai Negeri Sipil sebagai abdi negara dituntut untuk selalu bersikap dan menjunjung tinggi profesionalisme dan dapat memberikan pelayanan yang terbaik kepada masyarakat.Oleh sebab itu, pegawai Balitbang HAM merasa tertantang untuk selalu memberikan pelayanan yang terbaik kepada masyarakat melalui penelitian, seminar, lokakarya serta sosialisasi tentang berbagai hal yang menyangkut Hak Asasi Manusia serta meningkatkan kinerja pegawainya agar lebih baik.Penelitian ini bertujuan untuk mencari, mengetahui,menjelaskan dan mengkaji faktor- faktor yang mempengaruhi secara signifikan terhadap kinerja pegawai Badan penelitian dan Pengembangan Hak Asasi Manusia Departemen Hukum dan HAM R.I. Teknik pengambilan data dengan menyebarkan kuaesioner dan wawancara serta data kepustakaan.Berdasarkan analisis faktor yang dilakukan terhadap 30 (tiga puluh) variabel awal, kemudian setelah dikelompokkan menjadi 17 (tujuh belas) variabel yang mempengaruhi kinerja pegawai, yaitu : (1). Konflik Peran; (2). Sistem Kerja; (3) Pengalaman; (4). Disiplin Kerja; (5). Motivasi; (6). Metode Kerja; (7). Harapan; (8). Produktivitas; (9). Sikap dalam. bekerja; (10). Kepuasan Kerja; (11). Budaya Organisasi; (12). Komunikasi; (13). Pelatihan; (14) Pendidikan; (15). Kompetensi; (16). Kompensasi dan (17). Komunikasi.Hasil Penelitian setelah diadakan dengan uji regresi ditemukan 4 (empat) variabel yang mempengaruhi secara signifikan terhadap Kinerja Pegawai Badan Penelitian dan Pengembangan Hak Asasi Manusia Departemen Hukum dan HAM R.I. Sedangkan variabel sistem kerja, pengalaman, disiplin kerja,motivasi, harapan, produktivitas, kepuasan kerja, budaya organisasi, pelatihan, pendidikan, kompetensi, kompensasi dan kemampuan belum berpengaruh secara signifikan terhadap kinerja pegawai.Adapun pemecahan persoalan dari ke 4 (empat) variabel yang mempengaruhi kinerja pegawai adalah dengan lebih menekankan pada peningkatannya, sedangkan untuk yang 13 (tigabelas) variabel yang belum berpengaruh secara signifikan pada kinerja pegawai tersebut adalah akan diteliti lebih lanjut dan dapat dilihat dari berbagai aspek sudut pandanf yang ada pada penelitian selanjutnya.

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The Office of Research and Development of Human Rights is one of the units in the echelon I in the Department of Law and Human Rights. It has a strategic role in applying its function as one of the government services to the public by giving protection, enforcement, and respecting the human rights.

To do its function and duty, the office must be supported by suitable facilities and good human resources. If it is fulfilled, the government officers are expected to be professional and service the public well.

For that reason, the officers in the office demand to give the best services through research, seminar, and socialization about human rights, to increase their performance.

This research aims to find factors which influence the officer's performance, identify and describe the factors that influence it, and identify and know the factors which strongly influence it. To collect needed data, questionnaires are distributed among the officers.

Base on the factorial analysis, there are 30 initial dimensions which are categorized into 17 components, such as conflict of role, working system, experience, discipline of work, motivation, working method, expectation, productivity, attitude, job satisfaction, culture of organization. Communication, training, education, competency, compensation, and capacity.

The result shows that there are 4 determined variables which influence the performance, which are conflict of role, working method, attitude, and communication. Meanwhile, the variables of working system, experience, discipline, motivation, expectation, productivity, satisfaction, culture of organization, training, education, competency, and capacity are not too influential on the performance.

To solve the problem of those four variables, it must be focused of how to fix and increase it. Meanwhile other 13 variables which are not influential will be explored further."

"Dalam pembenahan kelembagaan Departemen Kehakiman dan Hak Asasi Manusia, permasalahan pengembangan sumberdaya manusia menjadi salah satu prioritas karena permasalahan pengembangan sumberdaya manusia termasuk upaya peningkatan kompetensi sangat diperlukan terlebih dengan tuntutan tugas yang dihadapi kian komplek yang membawa implikasi pada pentingnya mengidentifikasi kompetensi yang diperlukan organisasi untuk memenuhi tuntutan pekerjaan.Pelatihan bukan merupakan satu-satunya jalan untuk peningkatan kompetensi tersebut, pelatihan yang sesuai dengan kebutuhan organisasi dalam hal pengetahuan, kemampuan dan keterampilan untuk melaksanakan tugas, kebutuhan setiap eselon atau pelaksanaan tugas sesuai kompetensinya. Dalam setiap upaya peningkatan kompetensi sumberdaya manusia melalui program pelatihan maka harus dilakukan melalui penilaian kebutuhan pelatihan ( training needs assessment).Dengan training needs assessment berdasarkan kompetensi yang jelas standarnya maka dapat disusun program pelatihan yang sesuai dengan kebutuhan organisasi. Untuk menganalisa pemetaan kompetensi dan penilaian kebutuhan pelatihan dilakukan pengelompokkan berbagai kompetensi dengan mengacu pada management competencies clock yang dikemukakan Kolb. Standar kompetensi tersebut adalah kompetensi afektif, kompetensi perceptual, kompetensi simbolik dan kompetensi perilaku yang dikelompokkan sebagai kompetensi khusus. Selain itu digunakan standar kompetensi umum dari BKN dan juga dilakukan TNAT Mc. Cann yang menunjukkan kompetensi aktual dan kompetensi ideal dengan menggolongkan tingkatan penguasaan kompetensi ke dalam kategori Introductory, Exploratory, Comfort, dan Mastery.Dalam kajian kompetensi ini yang menjadi responden adalah pejabat eselon III dan eselon IV yang berjumlah 150 orang akan dipilih sebagai sampet penelitian sebesar 40% yang dianggap dapat mewakili populasi sesuai dengan teknik pengambilan sampel yang digunakan yaitu stratified random sampling. Penelitian lapangan (survei) yang dilakukan dalam menganalisa data sumberdaya manusia menggunakan teknik kuantitatif berupa distribusi frekuensi dan dalam memetakan kompetensi menggunakan teknik kuantitatif berupa uji beda berpasangan dengan perangkat lunak Statistics Package for Social Science (SPSS) dan Microsoft Excel serta menggunakan teknik kualitatif berupa teknik interpretatif.Secara umum dari hasil penelitian dapat diketahui tingkat pencapaian kompetensi hampir mendekati nilai optimal, perbedaan nilai aktual dan nilai ideal relatif kecil dan tidak begitu signifikan oleh karena itu TNA berbasis kompetensi belum diperlukan. Walaupun demikian pengembangan terus diupayakan untuk memperkecil kesenjangan kompetensi yang dapat diatasi melalui pelatihan dan ada juga yang tidak dapat diatasi dengan pelatihan. Untuk masalah pelatihan akan dilakukan pengidentifikasian pelatihan yang sesuai dengan kebutuhan organisasi. Sedangkan masalah yang diatasi di luar pelatihan, tidak termasuk dalam penelitian ini.Atas dasar temuan tersebut, terdapat saran penyempurnaan terhadap manajemen atau sistim pendidikan dan pelatihan pegawai dalam rangka peningkatan kompetensi yakni penyusunan program pelatihan yang komprehensif, penyampaian materi pembelajaran dan metode pembelajaran yang disusun lebih variatif, terprogram dan konkrit. Implementasi pendidikan dan pelatihan dapat dilakukan secara sentralisasi maupun desentralisasi atau dapat dilakukan sendiri maupun bekerjasama dengan pihak ketiga untuk kebutuhan program pendidikan gelar maupun kebutuhan pelatihan teknis administrasi. Mengingat lingkungan organisasi selalu berkembang seyogyanya dilakukan penilaian kebutuhan pelatihan secara berkesinambungan."

"Penelitian ini berfokus pada pelaksanaan pendidikan dan pelatihan Jabatan Fungsional Perancang Peraturan Perundang-undangan dengan cara mengukur apakah dengan adanya pendidikan dan pelatihan tersebut dapat menghasilkansasaran organisasi yang dalam hal ini adalah menghasilkan Tenaga Perancang yang berkualitas dengan menggunakan pendekatan-pendekatan teori efektivitas yang pengukurannya terfokus pada pelaksanaan diklat.Penelitian dilakukan di Badan Pengembangan Sumber Daya Manusia Hukum dan HAM selaku unit pelaksana pendidikan dan platinan untuk meningkatkan sumber daya manusia hukum dan HAM yang berkualitas, balk itu dari instansi Departemen Hukum dan HAM maupun instansi lain dengan metode penelitian kualitatif.Dari analisis terhadap hasil wawancara, disimpulkan bahwa Efektivitas Pelaksanaan Pendidikan dan Pelatihan Jabatan Fungsional Perancang Peraturan Perundang-undangan yang diselenggarakan oleh Badan Pengembangan SumberDaya Manusia Hukum dan HAM secara umum belum efektif hal ini bisa dilihat dari pencapaian sasarannya.Sedangkan kendaJa-kendala yang dihadapi dalam pelaksanaan pendidikan dan pelatihan Jabatan Fungsional Perancang Perundang-undangan adalah dari segi input yaitu penentuan peserta, penentuan kurikulum, sarana dan prasarana, dari segi proses tenaga pengajar yang belum memiliki Satuan Acara Perkuliahan, dan dari segi output evaluasi.Saran-saran untuk mengatasi kendala-kendala yang dihadapi dalam pelaksanaan pendidikan dan pelatihan tersebut adalah pimpinan yang memiliki kompetensi dan pemikiran yang visioner mengenai peningkatan kompetensi sumber daya manusia

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This research focuses on the training and education for the functional position of rule and law designers. This research tests how far those trainings and education could output in the organizational target which is creating qualified

designers by using Effective approaches by which testing the commencement of the training and education itself.

The research, which was conducted by a Qualitative method, was commenced in the Human Resources Bureau of Law and Human Rights as the conducting unit of the training and education to enhance the quality of human resources of the Law and Human Rights personnel, both in the Law and Human

Resources Department as well as other institutions.

From the analysis of the interviews, we could conclude that the trainings and education for the functional position of rale and law designers conducted by the Human Resources Bureau of Law and Human Rights are generally not effective which could be seen from the target achievements.

Furthermore, the obstacles faced in the commencement of the trainings and education for the functional position of the rule and law designers are in terms of the input is the determination of the participants, curriculum, facilities and infrastructures, in terms of the process is the trainers who have not been equipped

with the details of the lectures, and in terms of the output evaluation.

The suggestion for handling those obstacles in conducting the trainings and

education is that we need a leader who has excellent competence and visionary thoughts to enhance the competence of the human resources."

"The background of the research is based on the empirical and theoretical phenomena that in the General Directorate of Common Law Administration there is an indication of low level of job satisfaction among the employee. This condition is caused by the environment of organization and leadership which have not fulfilled the expectation of the employees in the office.The location of this research is in the General Directorate of Common Law Administration in the Department of Law and Human Rights. The problems in the research are 1) is there any influence of environment of organization on job satisfaction, 2) is there any influence of leadership on job satisfaction, 3) is there any influence of environment of organization and leadership concurrently on job satisfaction in the directorate. To find the answers on those research questions, data analysis is using descriptive statistic (cross-tabulation and distribution of frequency) by evaluate data of perception and analyse it in finding solution based on theoretical approach suitable with the variables.According Milkovich and Boudrem (1997, 222) training is a process that systernaticalyachange the attitude, knowledge, official motivation to fulfill characteristics of employee's need and their demand. On the other hand according to Arep (2003.116), training is mean to : 1) Enchancing the motivation of working, 2) Developing knowledge, capability and skill in performing daily activities, 3) Creating self confidence and eliminating the inferior, 4) implementing duty smoothly, 5) Positive manner to the company, 6) in creasing the working spirit. 7) increasing awarness to the company, 8) Developing respect between employee, 9) Encouraging employee to give the best result, 10) Encouraging employee to serve the best service.According Hamel and Prahalan (1995 : 535) competencies is a set of skill capability and technology which is independent Micko (202: 22) saying that the urgency of individual role in organization need a strategy of competencies development to enhance and motivation and working productivity . Motivation, according to Stephen Robbins (2001 :166) is the agreement to give the high effort for organization objectives, which is accompanied by an effort to fulfill individual need. The result of the research shows that majority of the respondents do not satisfied because the role of education and training in the system of promotion is not the criteria to be promoted; it have not increased motivation of work; they do not have full trust from their supervisor even they have increased their knowledge through education and training; they have less opportunity to perform well and if they do that there will be no appreciation; and they have no opportunity to have more responsibility after being educated and trained.Related to employee's competency, the result shows that the majority of respondents feel that they do not have ability to hear, understand, give respond to other thinking, point of view and personality; cannot expand their confident and self control; cannot work systematically; cannot make quick and accurate action; cannot understand and implement good governance; cannot develop innovation, creation, and motivation; cannot give or implement monitoring system; and cannot push others to make a team work.The employees who have high and very high motivation are 19 employees and the rest of 107 can be categorized in very low and fair motivation. The distribution of them is in the echelon IV and staff. The variable of motivation has positive and strong relation and also significant with the variable of training.That condition can be interpreted that the relation between motivation and training is consistent, in term of if the programme of training is increased or improved the motivation of the employees will also increase. Then, the variable of motivation has positively strong and significant with the variable of competency.Base on the result that shows that competency and motivation of employees in the echelon IV and staff are low in a specific field such as research, it is suggested that the functionaries try to give priority on specific training and supervision for them."

"As a valuable asset, employee have very important role in the growth and development of organization. This is parallel to Todaro (1997: 5) that human resources of a nation is the most determining factor for character, social development speed and economy of a nation. Only with certain characteristic of human resources can fulfill the organizational aim. The assumed characteristic to be possessed by each human resource in order to the best performance for the organization is competence.Various definition of competence developed with the progress of science, in particular the human resources management. But the main theme of these various definition of competence lead to two point of views, the first view focused on examinable behavior and the second one is the fundamental individual characteristic which determined the behavior. In this research, competence is behavioral, attitude and certain characteristic dimensions possessed by employees in conducting various works to produce effective, outstanding or superior output or performance. In order to determine employees' competence, one of the methods used is questioners with questions on competence dimensions. Employees are asked for self-appraisal based on proficient or competence degree in conducting a task as mentioned in the questions.From this point of view, the writer is interested to conduct a research on employees' competence in supporting effective performance for organization. Competence variable in used refer to Loma's framework variable. Dimensions in this variable assumed can describe employees' competence, comprised of seven dimensions and developed into sixteen indicators. These dimensions are interaction skill, work orientation, self management skill, and openness to new experience, cognitive abilities, perceptual abilities and business knowledge.To gain a more concrete picture of employees' competence, descriptive analysis is used based on quantitative data acquired from respondents. Instrument in use to collect data from respondents is questioners on competence variable dimensions comprised of 42 questions. After going through validity test using Product Moment Pearson test, only 40 questions are valid to standard with correlation score 0.3. While through reliability test of Alpha Cronbach a reliability coefficient of 0.939 is reached which fulfill the reliability requirement of minimum 0.70. The score distribution of respondents show the existence of unequal distribution of scoring given by respondents to questions of competence which given stratified choices. This also describe there is different varied position of respondents (staffs and officers) and there is difference in knowledge, skill and work experience level. Generally, respondents give quite important, important and very important scoring to competence dimensions. However, there are still respondents giving score of unimportant or less than important to certain items in competence dimensions. This grading shows the mapping of employees competence position which rated to be in a quite high level as the mean score show >3.17 to 4.36.From these seven competence dimensions, 108 respondents grade orientation dimension to work as important dimension and very important in supporting effective performance or about 71% or total respondents. The business knowledge dimension was graded to be important by the lowest percentage of respondents, about 46%.Through factor analysis, the item stated to have loading factor score >0.5 formed ten factors which can explain 75.056% variation out of 40 competence questions. While the items with loading factor score <0.5 cannot be classified to any factor formed, these items are questions numbered 2, 12. 13, 14, 16 and 22. The rest are included in 10 factors formed."

"Penelitian ini berfokus pada manajemen TI yang dilakukan oleh Sekretariat Jenderal Departemen Hukum dan HAM (Setjen). Penelitian ini termasuk penelitian kuantitatif dengan metode deskriptif.Penelitian ini menggunakan teori tentang kinerja, pengukuran kinerja, Business Balanced Scorecard, analisa current performance dengan COBIT, serta teori tentang manajemen strategis dan manajemen TI. Responden dalam penelitian ini terdiri dari 69 responden terdiri dari pejabat eselon II, III, IV dan staf di lingkungan Setjen. Pengumpulan data dilakukan menggunakan kuesioner, sedangkan analisis dilakukan dengan mengacu pada teori dan konsep yang digunakan. Dari analisis terhadap hasil kuesioner, disimpulkan bahwa: 1) kinerja manajemen TI ditinjau dari perspektif keuangan, perspektif pelanggan, perspektif proses bisnis internal dan perspektif pertumbuhan dan pembelajaran masih rendah dan 2) upaya strategis yang harus dilakukan untuk mencapai kinerja manajemen TI adalah menetapkan sasaran hasil pengembangan TI di departemen, mengembangkan kebijakan dan rencana untuk mencapai sasaran hasil tersebut, dan mengalokasikan sumber daya untuk menerapkan kebijakan dan rencana yang ditetapkan. Hasil penelitian menyarankan bahwa Setjen perlu mengoptimalkan kinerja manajemen TI dengan cara meningkatkan kinerja perspektif keuangan, perspektif pelanggan, perspektif proses bisnis internal dan perspektif pertumbuhan dan pembelajaran, segera membuat membuat Rencana Strategis TI (IT Strategic Plan) atau Rencana Induk TI (IT Master Plan) yang terintegrasi secara rinci sehingga menjadi dasar bagi pengembangan Teknologi Informasi yang lebih komprehensif, melakukan perubahan struktur dan tugas pokok Bagian Pengumpulan dan Pengolahan Data (Pullahta) Biro Perencanaan menjadi Pusat Data dan Teknologi Informasi, dan melakukan penelitian lanjutan mengenai pengembangan organisasi manajemen TI.

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This research focuses on IT management implemented by Secretariat General of Department of Law and Human Rights (Setjen). This research is using quantitative with descriptive method.This research uses theories on performance, performance measurement, Business Balanced Scorecard, current performance analysis with COBIT, also theories on strategic management and IT management. Respondents in this research consist of 69 respondents consist of officials of echelon II, III, and IV, and also staff working at Setjen. Data collection is using questionnaire, while analysis refers to theories and concepts related to performance measurement of TI management.After analyzing data taken from questioner, it can be concluded that : 1) performance of TI management viewed from perspectives of financial, customer, internal business process and growth and learning is low and 2) strategic effort which should be implemented to achieve good performance of TI management are to establish outcomes of TI development in department, to develop policies and plans to achieve the outcome, and to allocate resources to implement the policies and plans established. The findings suggest that Setjen should optimize the performance of IT management by improving the performance of financial, customer, internal business process and growth and learning perspectives, formulate IT Strategic Plan and IT Master Plan which are detail integrated so they become a basis for more comprehensive Information Technology development, start structural change and duties of Data Management Division of Planning Bureau, and start advanced research on organization development of IT management."

"Sistem Informasi Penempatan Apoteker Dalam Pelaksanaan Wajib Kerja Sarjana di lingkungan Badan Pengawas Obat dan Makanan (Badan POM) dapat menyajikan informasi yang dibutuhkan untuk menunjang perencanaan penempatan apoteker dalam pelaksanaan Wajib Kerja Sarjana. Namun saat ini sistem informasi yang berjalan hanya menyajikan informasi secara agregat yaitu nama tempat/wilayah/daerah dan jumlah formasi apotekernya.Tujuan penelitian ini untuk memperoleh hasil analisis sistem pelaksanaan proses penempatan apoteker dalam rangka pelaksanaan Wajib Kerja Sarjana di lingkungan Badan Pengawas Obat dan Makanan (Badan POM) dengan tepat waktu.Upaya untuk analisis sistem ini, dilakukan dengan metode penggalian informasi dengan menggunakan wawancara mendalam (in-depth interview) dan telaah dokumen dan dianalisis dengan metode pendekatan kualitatif.Dan hasil penelitian ini dapat diidentifikasi, bahwa bila disusun dalam analisis SWOT dapat dijabarkan; kekuatan (strength), kelemahan (weakness), peluang (opportunity) dan hambatan/kendalalancaman (threat), dimana strategi yang harus diambil dalam analisis sistem informasi penempatan apoteker dalam pelaksanaan Wajib Kerja Sarjana (WKS), perlu adanya prosedur baku untuk mekanisme penempatan apoteker dalam rangka Wajib Kerja Sarjana dan serta melihat akan kekuatan, kelemahan, kesempatan dan ancaman daripada instansi yang terkait dengan permasalahan Wajib Kerja Sarjana, khususnya apoteker, sehingga penempatan apoteker tepat pads waktunya.Rencana perubahan atau dengan perkembangan organisasi unit kerja Ditjen POM menjadi Badan Pengawas Obat dan Makanan, serta dengan berlakunya otonomi daerah dapat menjadikan Badan POM bisa mandiri dalam hal penempatan apoteker dalam rangka Wajib Kerja Sarjana.Daftar bacaan : 24 (1961 - 2000).

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Aphotheker Placement Information System Analysis in Applied of Graduate Work Compulsory (Wajib Kerja Sarjana) at National Agency of Drug and Food ControlAphotheker placement information system analysis in applied of Graduate Work Compulsory (GWC) can provide supporting information which is needed for planning of Aphotheker placement in applied of GWC. However the information system which is applied now, only provided information in the agregate way such as name/place/province/region or amount of aphotheker formation.The objective of this study is to get analysis result of Aphotheker placement information system in applied of GWC at National Agency of Drug and Food Control in order to make it on time. The effort for analysis of this system is carried out with information excavation methode with using in depth interview, document study and analysis with qualitative approach methode.From this study, it can be identified, if it is compesed in SWOT analysis, the SWOT analysis can be elaborated; strength, weakness, opportunity, threat, where a strategy should be taken in aphotheker placement information system in applied of GWC, a mechanism standard procedure is needed on aphotheker placement in applied of GWC by considering strength, weakness, opportunity and threat of authority which is related with GWC problem, especially aphotheker, so placement of aphotheker could be carried out on time.Planning to change or with development of Directorat General of Food and Drug Control become National Agency of Drug and Food Control and by commencing of region authority, it makes the National Agency of Drug and Food Control could stand alone for placement of aphotheker in applied of GWC.Bibliography : 24 (1961 - 2000)"

"Penelitian ini berfokus pada sistem penilaian kinerja yang dilakukan pada Badan Pengembangan Sumber Daya Manusia Hukum dan HAM (BPSDM). Penelitian termasuk penelitian kualitatif dan kuantitatif dengan metode deskriptif.Penelitian ini menggunakan teori tentang sistem, strategi dan penilaian kinerja. Responden penelitian ini terdiri dari 63 orang pegawai dan pejabat yang ada di lingkungan BPSDM. Pengumpulan data dilakukan melalui kuesioner dan wawancara, sedangkan analisis dilakukan dengan mengacu pada teori yang digunakan.Dari hasil penelitian disimpulkan bahwa: 1) BPSDM belum mengimplementasikan sistem penilaian kinerja yang sesuai dengan aspirasi pegawai dan kebutuhan organisasi, dan 2) BPSDM belum memiliki strategi implementasi sistem penilaian kinerja. Hasil penelitian menyarankan bahwa BPSDM perlu menerapkan sistem penilaian kinerja berdasarkan sistem analisisi jabatan, perlu menyusun standar kerja pegawai negeri sipil, perlu mengatur jarak waktu antar tahapan penilaian kinerja yang jelas, perlu menerapkan langkah-langkah perumusan strategi implementasi sistem penilaian kinerja, dan perlu melakukan penelitian lanjutan untuk menguji sistem penilaian kinerja yang telah dibuat.

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This research focuses on performance appraisal system conducted in the Agency for Human Resources Development of Law and Human Rights (BPSDM). This research is using qualitative and quantitative approaches with descriptive method.This research applies theories on system, strategy and performance appraisal. The respondents of this research consist of employees and officials in BPSDM. Data collection is using questionnaire and interview, while the analysis is referring to theories applied.From the result analysis, it can be concluded that: 1) BPSDM has not implemented the performance appraisal system based on the employee aspiration and organization needs, and 2) BPSDM has not had strategies to implement the performance appraisal system. The results suggest that BPSDM should apply the performance appraisal system based on work analysis system, formulate work standard for civil servants, organize a clear time frame between the stages of performance appraisals, apply the steps of strategy formulations to implement performance appraisal system, and conduct advanced research to evaluate the performance appraisal system made in this research."