PERAN AGEN PERUBAHAN DALAM PERCEPATAN REFORMASI BIROKRASI DI BIRO ORGANISASI SEKRETARIAT DAERAH PROVINSI BALI

Abstrak

Reformasi birokrasi merupakan upaya strategis untuk mewujudkan tata kelola pemerintahan yang profesional, akuntabel, dan berorientasi pada pelayanan publik. Agen perubahan berperan sebagai penggerak internal organisasi dalam mendukung pelaksanaan reformasi birokrasi melalui penguatan budaya kerja aparatur. Penelitian ini menganalisis kinerja agen perubahan berdasarkan Model Kinerja Campbell (1990) yang mencakup delapan indikator kinerja. Metode yang digunakan adalah pendekatan kualitatif deskriptif dengan studi kasus pada Biro Organisasi Sekretariat Daerah Provinsi Bali serta pengumpulan data melalui wawancara. Penelitian ini menunjukkan bahwa kinerja agen perubahan tergolong cukup baik pada indikator job-specific task proficiency, non-job-specific task proficiency, written and oral communication, serta maintaining personal discipline, yang tercermin dari pelaksanaan tugas utama, keterlibatan dalam kegiatan pendukung, penyampaian nilai BerAKHLAK, dan kepatuhan terhadap ketentuan organisasi. Namun demikian, kinerja pada indikator demonstrating effort, facilitating peer and team performance, supervision and leadership, serta management and administration belum berjalan optimal, terutama dalam aspek konsistensi pelaksanaan peran, partisipasi ASN, dukungan pimpinan, serta keterpaduan antara perencanaan, monitoring, dan evaluasi. Keterbatasan tersebut dipengaruhi oleh beban kerja, keterbatasan waktu, dan belum meratanya pemahaman pegawai terhadap peran agen perubahan. Secara keseluruhan, kinerja agen perubahan berkontribusi terhadap pelaksanaan reformasi birokrasi, namun masih memerlukan penguatan kapasitas sumber daya manusia, dukungan pimpinan, serta sistem monitoring dan evaluasi yang berkelanjutan.

Bureaucratic reform is a strategic effort to realize professional, accountable, and public service-oriented governance. Agent of change play a role as internal drivers of the organization in supporting the implementation of bureaucratic reform through strengthening the work culture of the apparatus. This study analyzes the performance of agent of change based on the Campbell Performance Model (1990) which includes eight performance indicators. The method used is a descriptive qualitative approach with a case study at the Bali Provincial Secretariat Organization Bureau and data collection through interviews. This study shows that the performance of agent of change is quite good in the indicators of job-specific task proficiency, non-job-specific task proficiency, written and oral communication, and maintaining personal discipline, which is reflected in the implementation of main tasks, involvement in supporting activities, delivery BerAKHLAK, and compliance with organizational regulations. However, performance in indicators of demonstrating effort, facilitating peer and team performance, supervision and leadership, and management and administration has not been optimal, especially in terms of consistency in the implementation of roles, ASN participation, leadership support, and integration between planning, monitoring, and evaluation. These limitations are influenced by workload, time constraints, and uneven understanding of employees in the role of agent of change. Overall, the performance of agent of change contributes to the implementation of bureaucratic reform, but it still requires strengthening the capacity of human resources, leadership support, and a continuous monitoring and evaluation system.