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Bureaucratic Cooptation in Program Evaluation: A Comparation Case in Indonesia and South Korea Niken Paramarti Dasuki; Sukarso Sukarso
Insignia: Journal of International Relations Vol 9 No 2 (2022): November 2022
Publisher : Laboratorium Hubungan Internasional, FISIP, Universitas Jenderal Soedirman

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20884/1.ins.2022.9.2.6317

Abstract

Abstract The research about government program evaluation mostly uses an impact assessment, but this research would be using a meta-evaluation approach. The proposed research question is how the local government of Indonesia or the local bureaucracy evaluated their programs compared to South Korea. The method in this research is a comparative study between Indonesia dan South Korea, with data analysis from relevant documents. The result of the research proved that the evaluation patterns between programs seem similar. Both evaluation activities in South Korea and Indonesia tend to be dominated by their own bureaucracy; the difference is South Korea used to conceptualize activities while Indonesia does not. The evaluation activities only did the formalism part such as focusing on formal aspects than the aims of the program itself. Keywords: bureaucratic cooptation; evaluation; formalism; routine works Abstrak Berbeda dengan kebanyakan riset terkait evaluasi program pemerintah yang menggunakan penilaian dampak, penelitian ini menggunakan pendekatan meta-evaluation. Rumusan masalah yang diajukan adalah bagaimana pemerintah lokal di Indonesia atau birokrasi lokal melakukan evaluasi terhadap programnya. Metode yang akan digunakan untuk menjelaskan adalah pendekatan studi komparasi, dengan pengambilan data dari analisis dokumen-dokumen yang relevan dengan topik yang diambil. Hasil dari penelitian ini membuktikan bahwa pola evaluasi antar program cenderung mirip. Baik di Korea Selatan maupun Indonesia, aktivitas evaluasi cenderung didominasi oleh birokrasi; perbedaannya adalah di Korea Selatan lebih cenderung terkonseptualisasi namun di Indonesia cenderung tidak akurat. Aktivitas evaluasi hanya dilakukan sebagai formalitas dengan aspek-aspek formal dari program tersebut dibandingkan benar-benar melakukan evaluasi terhadap tujuan dari program terkait.
ANALISIS MODEL KEPEMIMPINAN KEPALA DESA DALAM PENGEMBANGAN POTENSI DESA Joi Setiawan; Bambang Tri Harsanto; Sukarso Sukarso
Public Policy and Management Inquiry Vol 1 No 1 (2016)
Publisher : Program Magister Administrasi Publik, Fakultas Ilmu Sosial dan Politik, Universitas Jenderal Soedirman

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

The type of research is a quantitative with survey approach. This research was conducted in Banjarnegara Regency. The data collection was conducted using questionnaires and documentation. Data analysis technique used is regression analysis to examine the effect of independent variables on the dependent variable. The results showed: Supportive Leadership and leadership Directive does not have a significant influence on the development potential of the village. Partisipative Leadership has a significant influence on the development potential of the village. That is the better application of Partisipative Leadership, it will also increase the development potential of the village. This means that the development potential of the village to get the full support of the entire village government representatives including the village and community institutions. Achievement-oriented leadership has a significant influence on the development potential of the village. That is the better application of achievement oriented leadership, it will also increase the development potential of the village. This means that the development potential of the village need to get the full support of the village chief. Partisipative Leadership is the most influential factor or has the most dominant influence compared to other leadership styles that give effect to the potential development of the village in Banjarnegara Regency. Keywords: Achievement Oriented Leadership, Directive leadership, Partisipative Leadership, Supportive Leadership. Increase of Local Potential Resources.