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"Penelitian memfokuskan kajian dan menganalisis pelaksanaan manajemen pengembangan sumber daya aparatur di bidang pendidikan dan pelatihan dengan ditunjang sejumlah indikator yaitu perencanaan diklat, penyelenggaraan diklat, evaluasi diltat, widyaiswara, sarana dan prasarana diklat, peserta diklat, anggaran diklat, dan kurikulum diklat. Lagi pula, menganalisis kelemahan-kelemahan indikator diklat. Untuk mengetahui obyektifitas pelaksanaan diklat di kantor diklat tersebut, maka melakukan kegiatan berupa penelitian lapangan (survey), wawancara, kuisioner, serta pengambilan foto sikon kantor diklat sebagai data primer. Namun selain itu, mengambil dokumentasi, peraturan perundang-undangan, serta buku literatur yang relevan dengan judul tesis sebagai data sekunder. Dalam penelitian ini metode yang dipakai yaitu deskriptif kualitatif dengan mengungkapkan problema-problema yang terjadi dengan menganalisis sejumlah data, fakta-fakta, serta informasi sebagai bahan obyek instrumen. Namun disamping itu, memberikan peredikat / penilaian dalam bentuk kalimat kepada obyek yang diperoleh sesuai situasi dan kondisi yang sebenarnya. Prosedur analisis data yaitu untuk mendapatkan kebenaran/obyektifitas pelaksanaan diklat pada kantor diklat tersebut, maka mengadakan penyebaran kuisioner dengan menggunakan data ordinal dan menggunakan skala Likert, kuisioner terkumpul digarap berdasarkan perhitungan kuantitatif (tabulasi) dan dipresentase untuk mengetahui dominan nilai suatu indikator serta diberikan kualifikasi penilaian (kualitatif), sehingga memperoleh kesimpulan. Dan hasil penelitian tersebut ditemukan beberapa masukan sebagai berikut : Kantor Diklat Provinsi Kalimantan Timur telah berupaya melaksanakan pendidikan dan pelatihan pegawai, namun hasilnya belum maksimal/optimal atau belum sepenuhnya dilaksanakan sesuai program diklat yang dibuat secara baku oleh Badan Diklat Depdagri. Hal ini, disebabkan oleh faktor-faktor yang memperlemah, yaitu lemahnya kualitas dan kuantitas widyaiswara yang ada, kurang lengkap dan kurang layaknya sarana dan prasarana diklat, serta terbatasnya anggaran yang tersedia, baik anggaran APBD rutin/proyek maupun APBN rutin/proyek."

"Sumber Daya Manusia (SDM) Aparatur yang menduduki Jabatan Struktural adalah faktor penentu keberhasilan dalam lpenyelenggaraan pemerintahan dan pembangunan. Dalam menghadapi berbagai tantangan dan gejolak perubahan dewasa ini, pengembangan SDM Aparatur perlu diarahkan pada upaya mewujudkan "learning organization". Upaya ini terkait dengan pembelajaran individu (individual learning) yang hams berorientasi pada kebutuhan SDM menglatang yaim SDM yang profesional, berbasis pengetahuan dengan kemampuan ganda dan mampu bekelja sama dalam tim.Dalam rangka perwujudan "learning organization Peter M. Senge, mempopulerkan lima disiplin pembelajaran, yaitu berpikir sistemik model mental, keunggulan personal, pembelajaran dalam tim, dan penyamaan visi, kemampuan berpikir sistemik dan pembelajaran dalam tim merupakan dua daxi lima disiplin pembelajaran organisasi yang perlu dimiliki oleh SDM Aparatur terutama yang memangku jabatan struktural karena refonnasi birokrasi dewasa ini memunculkan berbagai permasalahan yang semakin kompleks dan tidak dapat lagi dipecahkan dengan pola pemikiran yang bersifat mekanistis, melainkan harus sistemik dengan pola hubungan kexja bersifat dialogis untuk membangun pembelajaran tim dan bukan lagi secara hierarkhis.Pelatihan outbound yang merupakan agenda pembentukan sikap dan perilaku dalam Diklat SPAMA, nampaknya merupakan suatu pelatihan yang membelajarkan karena pelatihan ini menggunakan metoda belajar redektif dengan media alam bebas yang sistemik dan peserta helajar secara berkelompok dalam kondisi nyata dengan suasana yang nyaman. Penelitian ini mengkaji sampai sejauh mana pelatihan outbound dapat memberikan kontribusi dalam membanguu kelompok belajar dan kemampuan berpikir sistemik pada peserta diklat SPAMA LAN. Sebagai variabel bebas dalam penelitian ini adalah pelaiihan ourbound sedangkan variabel tserikat adalah kelompok belajar dan kemampuan berpikir sistemik.Dari hasil pengujian hipotesis pertama laentang konuibusi pelatihan outbound dalam membangun kelompok belajar, terbukti bahwa terdapat korelasi yang positif antara pelatihan outbound dengan kelompok belajar, terbukti dari t hitung 23,483 leblh besar dari pada t tabel 2,02 untuk df 39 dengan taraf kesalahan 5%. Pengujian hipotesis kedua tentang kontxibusi pelatihan outbound dalam meningkatkan kemampuan berpikir sistemik juga menunjukkan bahwa terdapat korelasi yang positif antara pelatihan outbound dengan peningkatan kemampuan berpikir sistemik, terbukti dad t hitung 19,205 lebih besar dad t tabel 2,02 unluk df 39 dengan taraf kesalahan 5%.Berdasarkan hasil penelitian tersebut disarankan agar pelatihan ouzbound tetap dimasukkan ke dalam struktur kurikulum diklat SPAMA, selain itu dalam rangka mewujudkan learning organization, disarankan pula agar unit-unit kexja dilingkungan instansi pemerintah dapat memanfaatkan pelatihan tersebut untuk mengungkit proses pembelajarau secara kolektif."

"Penelitian ini bertujuan untuk mengevaluasi Program Pelatihan dan Pengembangan Rumah Kepemimpinan Dengan Skema Daring Untuk Peserta Program Angkatan X. Latar belakang penelitian didasarkan pada potensi sumber daya manusia sebagai investasi penting, namun dihadapkan pada adanya bentuk-bentuk krisis kepemimpinan di Indonesia. Rumah Kepemimpinan hadir sebagai lembaga yang menyediakan program pelatihan dan pengembangan di bidang kepemimpinan. Metode penelitian yang digunakan adalah pendekatan kuantitatif dengan metode penarikan sampel total sampling melalui instrumen kuesioner daring yang diisi oleh 151 peserta Rumah Kepemimpinan. Data yang terkumpul dianalisis menggunakan teknik analisis deskriptif dengan bantuan Statistical Package for the Social Sciences (SPSS). Berdasarkan hasil penelitian, ditemukan bahwa rata-rata evaluasi program baik dari dimensi reaksi dan pembelajaran mencapai nilai mean sebesar 4.172 yang termasuk dalam kategori baik. Evaluasi tersebut didasarkan pada penggunaan dua tingkatan evaluasi program Kirkpatrick, yaitu reaksi dan pembelajaran. Hasil tersebut menandakan kepuasan peserta program dan keberhasilan program dalam memenuhi harapan dan kebutuhan peserta dalam pengembangan kepemimpinan.

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This research aims to evaluate the Training and Development Program of Rumah Kepemimpinan with the Online Scheme for Participants of Batch X. The background of the study is based on the potential of human resources as a vital investment, but facing various leadership crises in Indonesia. Rumah Kepemimpinan serves as an institution providing leadership training and development programs. The research method used is a quantitative approach with total sampling through an online questionnaire instrument filled out by 151 participants of Rumah Kepemimpinan. The collected data were analyzed using descriptive analysis techniques with the assistance of the Statistical Package for the Social Sciences (SPSS). Based on the research findings, it was discovered that the average program evaluation, both in terms of reaction and learning dimensions, reached a mean value of 4.172, which falls into the "good" category. This evaluation is based on the use of two levels of the Kirkpatrick program evaluation, namely reaction and learning. The results indicate participant satisfaction with the program and its success in meeting the expectations and needs of participants in leadership development."

"Penelitian ini merupakan siudi kasus dan bertujuan untuk mengetahui apnkah penerapan Program Pengembangan Pola Jalur Karir sudah efektif dan mendapatkan gambaran mengenai Perencanan Karir lndividu yang berlaku dalam rangka pengembangan karir Pejabat StruktumI.di P.T.Asuransi Kemgian X (Persero).Untuk meneliti hal tersebut, penelitian diarahkan pada faktor faktor yang berpengaruh dan yang menunjang maupun yang menghambat penerapan Program Pengembangan Kadr, Poia J aJur Karir, Perencanaan Karir Individu.Penelitian dilakukan tcrhadap 45 orang Pejabat Struktural Kantor Pusat yang tcriibat sebagai responder. Dengan menggunakan analisis deskriptif ierhadap data sampel dan analisis infcrensial berupa uji hipotesis, didapat hasé! peraeheian sebagai berikut:Penerapan Progam Pengembangan Karir terbukti !:z.'r:»..f:g efektii Faktor yang berpengamh dan dipersepsikan pcsitif/menunjang :=.d.e.lah: Lmggung jawab dan kerja sama dalaxn penerapan program, integrasi program dengan Sistem Mentoring, Pola Jalur Karir dan adanya pcluang pengembangan di luar dan di dalamjabatan, Namun kondisi ini belum merncnuhi kondisi idea?/seharusnya. Faktor yang berpenganih dan masih perlu disempurnakan adalah Sistem dan proses Penilaian Kjnelja dan pertimbangan hasil assesmen dalam penentuan program. Penerapan Pola Jalur Kam terbukti kurang cfektii Faktor yang bcrpengaruh dan dipersepsikan positifhnenunjang adalah jalur karir yang ada dinilai efektif, memberi peluang mobilitas pejabat antar unit/fungsi .Kondisi ini bclum memenuhi konclisi ideal/seharusnya Faktor yang berpengaruh dan dipersepsikan negatiU menghambat adalah tolok ukur persyaratan kenaikan tingkat jabatan yang kurang jelas, keterbatasan jcnjang dan jalur karir. Perencanaan Karir Individu belum diterapkan secara formal. Sejauh ini terkait dcngan Perencanaan Karir Individu yang bcrsifat informal faktor yangberpcngarulm dan dipersepsikan pnaitif / menmmjang adalah kesadaran pejabat akan peluang pcluang karir yang dapat dicapai, kepedulian dan dukungan dari atasan.Kondisi ini juga belum memenuhi kondisi ideal/sehaausnya Dalam hal ini faktor yang berpcngaruh dan dipersepsikan negatif/menghambat adalah kurangnya ketcrlibatan aktif pejabat dalam menentukan tujuan karir, atmn yang kurang berperan sebagai konselor, mentor, penyampaian informasi karir yang kurang luas, kurang terbuka, dan pcmberian umpan balik Penilaian Kinerja yang kurang memadai.Kendala dalam penerapan mencakup : Sistern Pengembangan Karir yang lcurang terintegrasi dengan Sistem Penilaian Kinerja, kurang selaras dengan Sistem Pendidikan & Pelatihan.; Pola Jalur Karir yang kurang efektif dan belum adanya kesiapan baik dari perusahaan, atasan dan pejabat untulc menerapkan Pcrencanaan Kalir atas kesepakatan bersama Belum adanya Sistem Prosedur yang baku juga merupakan hambatan bagi proscs penerapan secam objektif dan konsistcn. Di samping itu terbukti tidak terdapat perbedaan persepsi yang signifikan antara pejabat yang berbeda unit kenja, posisi jabatan, jenis kelamin, usia, pendidikan formal, masa kerjanya terhadap ketiga variabel yang diteliti Mempertimbangkan hasil penelitian ini, disarankan kepada P.T.Asuransi Kerugian X (Persero)1mtuk melakukan perumusan & penyempumaan sistem dan sejumlah program yang terkait dengan Pengembangan Karir Pejabat Struktural."

"Penelitlan ini berlujuan untuk mengetahul pengaruh pelatihan dankompensasi terhadap produktivitas kenja karyawan bagian produksiPT. Hartono lstana Teknologi di Kudus. Selain ilu juga untuk melihathubungan karakteristik responden dengan persepsi kalyawan terhadapprogram pelatihan, kompensasi dan produktivitas keria serta yang terakhirbertuiuan untuk mengetahui factor-faktor pelatihan dan kompensasi yangmempengaruhi procluktivitas kerja. Untuk mengetahui beberapa hal tersebutdi atas sample yang diambil untuk penelitian sebesar 11% clari 906 orangyaitu 100 orang karyawan.Dan hasll pembahasan yang mengacu pada data hasil penelitianyang menggunakan kuesioner dengan pemyataan berslruktur( Skala Likert)yang diolah dengan menggunakan Personal Computer Program StatisticalProduct and Service Solutions ( SPSS) versi 10.1, maka dapat disimpulkan bahwa secara parsial pelatihan berhubungan kuat dan signitikan terhadapproduktivitas kerja. Demikian pula terhadap hasil regresinya dimana pelatihanjuga berpengaruh secara positif terhadap produktivitas kerja. Hal ini jugaterjadi pada kompensasi, namun hubungannya lemah. Sedang hasiiregresinya juga berpengaruh walaupun lebih kecil iika dibandingkan denganpelatihan. Secara bersama-sama, variabel peiatihan dan kompensasimemiliki hubungan yang kuat dan berpangaruh secara positif dan signitikan.Bahkan secara simu1tan baik hubungan dan pengaruhnya terhadapproduktivitas kerja Iebih kuat dan besar b' dibandingkan dengan hasiikorelasi parsial dan regresi sederhanaDari hasil pengolahan data dan pembahasannya juga ditemukanfaktor-faktor dari pelatihan dan kompensasi yang mempengaruhi produktivitaskerja karyawan, faktor dari pelatihan yaitu manfaat pelatihan, materinya,jenisnya, frekuensi, metode dan fasilitas, dan Iama pelatihan_ Sedangkanfaktor dari kompensasi yaitu penghargaan yang adil, insentif bagi karyawanyang berprestasi dan sangsi indisipliner. Dari hasil pembahasan, maka dapatdisimpulkan bahwa program yang diterapkan, utamanya kompensasi belumberjalan secara optimal. Sebagai solusinya dalam menetapkan kebijakankdmpensasi, perlu adanya lransparansi dari pihak manajemen kepadakaryawan. Salah satu cara yang dapat dilakukan adalah dengan memberikaninformasi selain melalui pertemuan-pertemuan, iuga dapat melaiui papanpengumuman yang mudah dibaca dan dijangkau oleh setiap karyawan."

"SDM adalah harta yang paling berharga dan paling penting dimiliki oleh suatu organisasi, karena keberhasilan suatu organisasi sangat ditentukan oleh unsur manusia. Kualitas SDM pada sebuah organisasi bisa kita lihat dan ukur melalui kinerja dan motivasi pengurusnya. Motivasi mendorong individu memberikan yang terbaik dan bekerja sukarela bagi organisasi. Demi memiliki kinerja dan motivasi yang baik, seleksi pemilihan pengurus dalam organisasi sepatutnya dibuat sistematis dan tepat guna demi terwujudnya tujuan organisasi. Badan Eksekutif Mahasiswa Universitas Negeri Jakarta (BEM UNJ) sebagai salah satu organisasi eksekutif tertinggi tingkat universitas pun melakukan hal yang sama. Dalam seleksi kepengurusan, setiap tahunnya diadakan Pelatihan Kepemimpinan Mahasiswa Universitas (PKMU). Terdapat materi-materi penting yang diberikan selama PKMU berlangsung, dua diantaranya adalah Manajemen Isu sampai dengan Pengabdian Masyarakat. Setelah mengikuti PKMU, mahasiswa calon pengurus diharapkan sudah memiliki kompetensi demi menunjang tugas selama kepengurusan BEM UNJ. Namun, pada kenyataannya pengurus BEM UNJ masih belum maksimal dalam kemampuan mengawal dan manganalisis isu jangka panjang, menentukan prioritas isu, maupun kurangnya rutinitas evaluasi. Dalam menjalani pengabdian masyarakat melalui community development pun dirasakan kurangnya partisipasi pengurus BEM UNJ sendiri dibandingkan nonpengurus BEM UNJ yang turun langsung dalam kegiatan Pengabdian Masyarakat. Dengan itu, penelitian ini bertujuan melihat bagaimana pengaruh Manajemen Isu dan Pengabdian Masyarakat terhadap motivasi dan kinerja Pengurus BEM UNJ periode 2019-2020. Metode yang digunakan dalam penelitian ini adalah metode kuantitatif dengan pendekatan survei dan analisis jalur sebagai teknik analisis datanya Peneliti menggunakan rumus slovin untuk teknik pengambilan sampel berjumlah 72 pengurus BEM UNJ periode 2018-2020. Teknik pengumpulan data melalui angket tertutup dan wawancara.

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Human Resource is the most valuable and most important asset owned by an organization, because the acquisition of an organization is very much determined by humans. The quality of HR in the organization can be seen and measured through the performance and motivation of its management. Motivation encourages individuals to give their best and work voluntarily for the organization. In order to have a good performance and motivation, the election of management in an organization should be made systematic and appropriate for the realization of organizational goals. The Jakarta State University Student Executive Board (BEM UNJ) as one of the top university-level executive organizations does the same. In the management election, every year the University Student Leadership Training (PKMU) is held. Introduced as important material provided during the PKMU, two were published for Issue Management to Community Service. After receiving the PKMU, prospective student management is expected to already have the appropriate competencies to support the tasks during the management of BEM UNJ. However, at the time of approving the management of BEM UNJ it was still not maximal in its ability to oversee and analyze long-term problems, determine priority problems, and improve evaluation routines. In approving community service through community development, it was considered that they had participated in BEM UNJ itself compared to non-administrators of BEM UNJ who directly participated in Community Service activities. Therefore, this study aims to look at how Issue Management and Community Service towards the motivation and performance of the UNJ BEM for the 2019-2020 period. The method used in this research is a quantitative method using survey and path analysis as data analysis techniques. The technique of acquiring data will be through closed questionnaires."

"Penelitian ini membahas mengenai keterkaitan antara pengelolaan sumber daya manusia (SDM), komitmen keorganisasian dan intensi pegawai untuk keluar organisasi pada pegawai Kantor Pusat PT Bank X di Jakarta. Penelitian ini menggunakan pendekatan kuantitatif dengan teknik pengumpulan data secara primer melalui kuesioner. Tujuan dari penelitian ini adalah membuktikan pengaruh pengelolaan SDM terhadap intensi keluar organisasi dengan komitmen keorganisasian sebagai variabel antara. Hasil penelitian menunjukkan bahwa pengelolaan SDM memiliki pengaruh signifikan terhadap intensi keluar organisasi; komitmen keorganisasian memiliki pengaruh signifikan terhadap intensi keluar organisasi; pengelolaan SDM memiliki pengaruh signifikan terhadap komitmen keorganisasian; dan pengelolaan SDM memiliki pengaruh terhadap intensi keluar dengan komitmen keorganisasian sebagai variabel antara.

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This study discusses the linkages between human resource management, organizational commitment and employee turnover intention at headquarter of PT Bank X in Jakarta. This study uses a quantitative approach with the primary data collection technique through a questionnaire. The purpose of this study is to prove the influence of human resource management on turnover intention with organizational commitment as a mediating variables.

Results of the study showed that human resource management has a significant influence on turnover intention, organizational commitment has a significant influence on turnover intention, human resource management has a significant influence on organizational commitment, and human resource management have an influence on turnover intention with organizational commitment as a mediating variable."

"Pengembangan sumber daya manusia merupakan salah satu bagian dari manajemen sumber daya manusia yang harus dilaksanakan oleh organisasi. dalam organisasi publik, Pengembangan SDM dilakukan untuk meningkatkan knowledge, skill dan abilities PNS di maksud. Di dalam Peraturan Pemerintah Nomor 11 Tahun 2017 tentang Manajemen PNS yang menyatakan bahwa setiap PNS memiliki hak untuk memperoleh pengembangan kompetensi selama dua puluh jam pelajaran dalam satu tahun. Pengembangan kompetensi dilakukan untuk meningkatkan kompetensi setiap PNS melalui berbagai kegiatan, salah satunya dengan melaksanakan pendidikan dan pelatihan (Diklat). Diklat dapat dilaksanakan dengan berbagai metode baik secara klasikal maupun non-klasikal. Penelitian ini dilakukan dengan pendekatan kualitatif yang bersifat deskriptif dengan jenis penelitian terapan yang bertujuan untuk memberikan solusi terhadap strategi pengembangan SDM yang di lakukan oleh Kementerian Hukum dan Hak Asasi Manusia melalui Badan Pengembangan Sumber Daya Manusia Hukum dan HAM dan Balai Pendidikan dan Pelatihan Hukum dan HAM. Teknik pengumpulan data dalam penelitian ini dilakukan melalui wawancara terhadap informan internal dan eksternal yang berjumlah sebanyak sepuluh informan. Informan internal di antaranya Sekretaris Badan, Kepala Bidang Program di Pusat Pengembangan Diklat Teknis dan Kepemimpinan dan Pusat Pengembangan Diklat Fungsional dan HAM serta Kepala Pusat Penilaian Kompetensi. Sedangkan, informan eksternal BPSDM Hukum dan HAM di antaranya, Kepala Kantor Wilayah, Kepala Divisi Administrasi dan Kepala Bagian Pengembangan Karir di Biro Kepegawaian. BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM memiliki tugas dan fungsi untuk melaksanakan pengembangan SDM terhadap seluruh PNS di lingkungan Kementerian Hukum dan Hak Asasi Manusia. BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM saat ini menyelenggarakan pengembangan SDM dengan melaksanakan pendidikan dan pelatihan (Diklat) melalui daring dengan metode Pembelajaran Jarak Jauh (PJJ) dan e-learning. Diklat dilaksanakan sesuai dengan sasaran strategis BPSDM Hukum dan HAM yang berpedoman pada rencana strategis Kementerian Hukum dan HAM. Dalam pengembangan SDM yang dilakukan oleh BPSDM dan Balai Diklat Hukum dan HAM terdapat faktor penghambat, sehingga perlu adanya strategi pengembangan SDM yang sesuai dan dapat dilaksanakan oleh BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM. BPSDM Hukum dan HAM telah mencanangkan Kementerian Hukum dan HAM Corporate University, yang diharapkan mampu menjawab permasalahan yang berkaitan dengan pengembangan SDM

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Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources developmentHuman resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development."

"Penurunan kinerja PNS penyebab utamanya yaitu pemberian gaji dan tidak adanya tunjangan kinerja yang mencukupi. Remunerasi untuk aparatur MA dan badan peradilan di bawahnya mulai diberlakukan pada 1 September 2007, berdasarkan Perpres No. 19 Tahun 2008 serta Keputusan Ketua MA No. 128/KMA/SK/VIII/2014 tentang Tunjangan Khusus Kinerja Pegawai Negeri di Lingkungan Mahkamah Agung dan Badan Peradilan yang Berada di Bawahnya. Tujuan penelitian ini adalah untuk menganalisis pengaruh tunjangan kinerja (Remunerasi) dalam peningkatan kinerja pada Badan Pengawasan Mahkamah Agung RI. Penelitian ini menggunakan pendekatan penelitan Kuantitatif, dengan metode pengumpulan data dengan wawancara dan menyebarkan Kuesioner didalam Instansi Badan Pengawasan Mahkamah Agung - RI.Skala yang digunakan adalah skala likert. Sedangkan teknik analisis data yang digunakan dalam penelitian ini adalah metode Rank Spearman.hasil penelitian ini yaitu remunerasi yang diberikan Badan Pengawasan Mahkamah Agung RI berhubungan secara signifikan terhadap kinerja PNS.

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The decline in the performance of civil servants are the main cause of salaries and the absence of adequate performance benefits.Remuneration for aparratur MA and judicial bodies under came into effect on September 1, 2007, based on Presidential Decree No. 19 of 2008 and Decree No. Chief Justice 128 / KMA / SK / VIII / 2014 on Special Benefit Performance in the Environment Servants Supreme Court and the Courts are Being Underneath. The purpose of this research is to analyze the effect of alimony (Remuneration) performance improvements on the supervision of the Supreme Court of Indonesia.

This research uses a Quantitative approach to the study, with data collection methods with the interview Questionnaire and spread in the body of the Supreme Court's Oversight Agencies-RI. The scale used is Likert scale.Data analysis technique used in this research is the method of Spearman Rank. the results of this research that remuneration Supervisory Board of the Supreme Court significantly related to the performance of civil servants."

"Penelitian ini didasarkan pada fenomena globalisasi yang membawa dampak monilitas penduduk dunia yang ditandai dengan tingginya frekuensi lalu-lintas orang dari dan menuju suatu negara. Kompleksitas aktivitas pemenuhan kebutuhan masyarakat dunia itu mempunyai dampak munculnya berbagai kejahatan baru seperti Transnational Organized Crime (TOC) seperti terorisme, narkotika, perdagangan orang, illegal imigrant, pencucian uang dan lain-lain. Karakteristik TOC yang memanfaatkan teknologi canggih, multi-actor, dikendalikan secara lintas-negara dan seringnya menggunakan pola kejahatan seperti pemalsuan dokumen dan lain-lain dalam penanganannya memerlukan Sumber Daya Manusia *SDM) yang berkualitas, kompeten, dan responsif termasuk dalam menghadapu perkembangan teknologi. Sementara itu keterkaitan tugas keimigrasian dengan pemberantasan TOC cukup signifikan karena tugas keimigrasian sanat terkaiyt dengan aspek pengawasan orang asing dan lalu lintas orang antar negara."