Performance Assessment Team’s Performance In Filling The Position Of The Sub-District Head In Buru Selatan District Maluku Province

This research aimed to investigate the performance of the Civil Servants’ Performance Assessment Team in the appointment of sub-district head position in South Buru Regency. This research also identified both supporting and hindering factors as well as the efforts made to overcome existing obstacles. This qualitative descriptive research was performed using an inductive approach. Both primary and secondary data sources were utilized in this research. The data analysis techniques included data selection, classification, and verification. The data sources encompassed physical locations, individuals


Introduction
Indonesian regional autonomy has reached a new milestone, providing extensive levels of self-governance to both the government and urban areas, as outlined in Law no. 32 of 2004, which was further amended by Law no. 23 of 2014 governing regional government. In accordance with Article 1(6) of the Local Government Law of 2014, "Regional autonomy encompasses the privileges, authorities, and responsibilities bestowed upon autonomous regions to govern and administer their own affairs, while safeguarding the welfare of the local community within the unified framework of the Republic of Indonesia." The implementation of Law Number 23 of 2014 regarding Regional Government has added to the challenges faced by Regional Governments, as it places a significant burden on them with numerous responsibilities delegated by the central government. Adequate human resources are essential to support state administration duties. Without a human-centric approach, attaining development objectives will prove challenging. The task and role of government officials play a crucial role in fulfilling government responsibilities and ensuring the success of development endeavors. Therefore, government officials are among the vital components of the government's human resources.
To foster good governance and promote integrity, local governments must employ government officials, particularly Civil Servants, who possess qualities of dedication, reliability, loyalty, professionalism, and high ethical standards as public servants. These individuals are essential for delivering services to the community in a fair and impartial manner, guided by loyalty to Pancasila (the foundational philosophy of Indonesia) and adherence to the principles outlined in the 1945 Constitution.
Within the administrative framework of the Unitary State of the Republic of Indonesia, sub-districts hold a significant position as regional entities within districts/cities, responsible for the execution of general government affairs. The sub-district head, acts as the regional apparatus executor at the district/city level. They carry out delegated authority from the regent/mayor and oversee the organization of general government affairs. Furthermore, the sub-district head Jurnal MSDA (Manajemen Sumber Daya Aparatur) 11,1 (2023) progressively assumes tasks assigned by the central government within the sub-district's jurisdiction.
Buru, one of the districts in Maluku Province, has been actively pursuing development initiatives across various sectors. When assessing the Gross Regional Domestic Product (GRDP) and economic growth in Buru Regency, it can be characterized as moderate, with an annual economic growth rate ranging from 3 to 4 percent. The agricultural sector predominantly drives the economy of Buru Regency, contributing around 50 percent in recent years. Buru Island possesses social-traditional characteristics and systems, deeply rooted cultural values, and other societal aspects. The "mountain people," who inhabit the interior regions of Buru Island, reside scatteredly around Lake Rana-an expansive lake situated at an altitude of 1000 meters above sea level. They can also be found along the banks of the Waegeren and Waenibe rivers, as well as in  Mangkunegara (2005: 25), performance can be understood as the measurement of program or policy implementation in attaining the goals, objectives, mission, and vision outlined in the organization's strategic plan. Additionally, Bernadin and Russel Ruky in Mangkunegara (2006: 25) define performance as a documented record of the outcomes accomplished within a specific job or activity during a designated timeframe.
Tika in Uha (2015: 213), presents the perspectives of several experts on the conceptualization of activities. Stoner, as mentioned in Uha (2015: 214) individual's performance is influenced by their capability and motivation in the workplace. (Sembiring, 2012: 82) contends that efficiency is the outcome of work (output) achieved through a specific process (transformation) involving all organizational elements, including resources, information and data, policies, and input, within a designated timeframe.
Performance dimensions or indicators are essential in assessing and evaluating performance. As stated by John Miner in Sudarmanto (2009: 11), he suggests the use of four dimensions as benchmarks for performance assessment as follows.
1. Quality: This dimension measures the level of errors, damages, and accuracy in the work performed.
2. Quantity: It focuses on the quantity or volume of work produced.
3. Time utilization in work: This dimension assesses factors such as attendance, punctuality, effective work time, and the number of lost work hours.
4. Collaboration with others in work: It evaluates the ability to work effectively and cooperatively with colleagues and stakeholders.
Performance evaluation/assessment is a crucial process employed by organizations to gauge and determine the performance levels of their employees. According to Megginson in (Mangkunegara, 2006: 69), performance evaluation enables leaders to assess whether employees fulfill their job responsibilities and duties effectively. On the other hand, Sembiring (2012: 86) explains that assessing organizational performance serves as a milestone for measuring the accomplishment of primary tasks and functions. If any deviations from established standards are identified, competent leaders promptly take corrective actions to address them. This process helps organizations maintain performance standards and ensure continuous improvement by addressing any areas of improvement or non-compliance.
Local government institutions possess distinct characteristics that differentiate them from general institutions. Unlike other institutions, the functioning of regional apparatus institutions is not solely determined by natural selection or influenced by the success or failure of sub-systems within the organization. Instead, the dominance of government policies plays a crucial role in shaping and developing these institutions. Moreover, Tahir & Martini (2015: 9) emphasize that the establishment of regional apparatus organizations must consider the specific characteristics of each region. It is necessary to differentiate between urban autonomous regions and district autonomous regions. Jurnal MSDA (Manajemen Sumber Daya Aparatur) 11,1 (2023) The authority delegated to sub-district heads can be categorized into various types of working relationships with vertical agencies in their respective areas. These relationships primarily focus on coordination. The nine types of authority that can be delegated to sub-district heads include licensing, recommendation, coordination, guidance, supervision, facilitation, determination, data collection, information delivery, and implementation authority (Wasistiono et al., 2009: 53).
To ensure the quality and objectivity in making decisions regarding appointments, transfers, In Hutasoit's (2016) research conducted at the Palaran Sub-District Office in Samarinda City, the performance of Civil Servants was assessed, along with identifying factors that hindered their performance. The findings indicated that overall, the work productivity of Civil Servants at the Palaran Sub-District Office was satisfactory, but there was room for improvement. It was noted that each task should be thoroughly understood and completed accurately, necessitating adaptability to different tasks. Furthermore, attention to detail was highlighted as crucial, especially in file-related services, to avoid errors. For example, errors were observed in recording the month and date of birth during the issuance of identity cards (KTP). The research also revealed that employee discipline was lacking, with instances of mistakes and delays in completing work, resulting in reduced productivity. This issue particularly affected activities such as file archiving.
To achieve the vision and mission of the Palaran District, it is essential to address these challenges and focus on enhancing staff capabilities.
According to the research conducted by (Pratiwi & Seran, 2018), the SIKERJA application plays a crucial role in enhancing work quality. Prior to its official implementation, a six-month trial period was conducted in early 2017. The purpose was to assess the effectiveness of the SIKERJA application in facilitating performance achievements, which initially fell short of DOI: https://doi.org/10.33701/jmsda.v11i1.3242 expectations. Therefore, it becomes necessary to devise strategies and steps to improve both performance and the application itself. The aim is to maximize the benefits of rapid information technology advancements for organizational improvement and enhance the performance of Civil Servants. The research identifies six indicators to guide the implementation of performance improvement strategies: quality, quantity, teamwork, creativity, innovation, and initiative.
However, these indicators have not yet been fully incorporated into the application. Regular discussions and consultations are also recommended to gather information and address any issues that may arise. Work minutes have been established as a measure of productivity, tailored to the workload and targets that need to be achieved. Employees failing to meet the set work minutes should face strict sanctions. The role of the SIKERJA verifier is crucial to ensure control and compliance with the established standards. To analyze and understand the full scope of these indicators, qualitative and exploratory research methods are suggested as they allow for a comprehensive analysis and uncovering of actual information. Mursalin (2018) conducted related research on performance appraisal and discovered that the District Head aimed to enhance employee motivation through several approaches. These approaches included establishing a sound organizational structure, defining tasks and responsibilities clearly, fostering a harmonious working environment, utilizing awards and sanctions, facilitating transfers and promotions, as well as providing education and training opportunities. However, some aspects of these efforts were found to be suboptimal, specifically in terms of award distribution and employee education and training, resulting in reduced employee motivation. Additionally, several factors acted as obstacles to the motivation-boosting efforts, such as inadequate work support facilities, low income among sub-district employees, limited educational attainment of sub-district employees, extended periods of work, and an aging workforce. Handayani (2022) conducted further research at the Petalangan city sub-district office in Pelalawan Regency. This research aimed to evaluate the performance of the State Civil Apparatus (SCA) in enhancing public services at the Petalangan sub-district head office and identify the factors that hinder their performance in this regard. The research employed a qualitative descriptive method, which involved analyzing observations, interviews, and documentation to provide a detailed overview. The analysis revealed that the performance of employees, as measured by Employee Work Targets (SKP), was considered unsatisfactory in terms of quantity, quality, and timeliness. However, their performance in the cost aspect was deemed satisfactory. In terms of work behavior, employees scored poorly in integrity, commitment, and discipline, while they demonstrated satisfactory service orientation. Regarding the tangible aspects of improving public services, employees performed well. However, reliability and responsiveness were found to be lacking.

Another research conducted by Hardiyanti (2018) focused on the Staffing and Human
Resources Development Agency for the Sinjai Regency Apparatus. The findings of this research revealed that the process of appointing sub-district heads still followed a closed system. According  (2) of Law no. 23 of 2014 concerning Regional Government, which states that sub-district heads should possess a bachelor's degree or diploma in government science. However, there is a need for further investigation since no research has examined whether sub-district heads without a background in government science are incapable of fulfilling government responsibilities compared to those with a government science background. Moreover, not all regions can ensure a sufficient number of human resources with a government science degree, which leads to subdistrict heads being chosen from other social science disciplines such as law, with a focus on researching governance. The considerations of the district government in appointing sub-district heads are based on local government policies, the Personnel and Apparatus Human Resources Development Agency, and the Regional Civil Service Development Officer. examined, analyzing data, and devising strategies to obtain accurate insights into the subject matter (Simangunsong, 2016: 192). Simangunsong (2016: 192) also stated that qualitative research emphasizes the exploration of meaning. It is essential to acknowledge that the formulation of research problems in qualitative studies is based on subjective and diverse research themes. These themes are arranged to capture the multifaceted nature of the phenomenon under investigation.

Data Collection Technique
To gather relevant data and information for this research, it was crucial to identify the appropriate data sources. The author opted for field studies as a data collection method, which involves directly visiting the research site. In this research, the author employed various techniques under the field research approach, including interviews, observations, and documentation, to collect the necessary data.
The author, acting as the interviewer, engaged in direct interviews with the informants, posing questions and recording their responses. Through this method, the informants were able provide the author with the required information to be later documented through note-taking. An Observation activities play a significant role in this research, as they involve the systematic recording of events, behaviors, and other relevant aspects that contribute to the research. In addition to interviews and observations, information can also be sourced from various recorded materials such as letters, diaries, photo archives, meeting minutes, activity logs, and other relevant documents.

Data Analysis Technique
Regarding data analysis, the authors employed a descriptive research method with a qualitative approach. The data collected through interviews and documentation were analyzed by the researchers, drawing connections between the information and existing facts and theories. In government research, analysis stages can be conducted both prior to and during the fieldwork phase. This allows for a comprehensive analysis of the data, considering various perspectives and contextual factors.
In this research, the authors also employed data analysis triangulation techniques. Norman K. Denzin, as quoted by Rahardjo (2012), defines triangulation as the combination of various methods used to examine interconnected phenomena from different perspectives and viewpoints.
Denzin outlines four components of triangulation: (1) method triangulation, (2) inter-researcher triangulation (applicable in group research), (3) data source triangulation, and (4) theory triangulation. The technique of triangulating models from multiple sources is known as "check, recheck, and cross-check." This means that the initial data in the research serves as a foundation for conducting in-depth research or rechecking the aforementioned models. The purpose of crosschecking is to test the validity and reliability in qualitative research.  (2) further clarifies that demonstrating proficiency in government technical knowledge is substantiated by possessing a diploma or a graduate degree in government science.

Civil Servant Performance Assessment Team in the Assigning of Sub-district Head in
The interview also revealed that demographic factors can impact the performance of the  achieved through the leader's authority and respected position. Additionally, leaders must be capable of adapting their skills to suit the unique circumstances of their work environment.

Rengifurwarin & Rolobess (2021) views leadership as an art that involves influencing
individuals or groups to willingly work towards specific goals. Consequently, a leader must possess the ability to motivate their subordinates, encouraging them to enhance their performance.
Leaders who exhibit traits such as intelligence, emotional stability, and insight are more likely to adopt a democratic leadership style. Through field observations and interviews, it has been found that the leadership style employed by a leader can significantly impact performance.
This is because leaders have the authority to make decisions and take actions that influence the direction and future of the organization.
An award can be defined as a form of recognition, prize, or reward. Within the context of reward management, it serves as a tool to enhance employee motivation. This approach associates positive emotions, such as happiness or pleasure, with one's actions and attitudes, leading to their repetition. Consequently, the presence of an award can inspire employees to become more proactive in their efforts to improve and achieve outstanding results (Anjarwati, 2021).
As stated by Suradinata (2019) The primary function of the team is to select professional and competent structural officials.
However, the effectiveness of the implementation is hindered by external influences from regional head policies, which are driven by informal factors such as political interests and bureaucratic interests. Assessment Team, as well as interference driven by personal interests, such as kinship or remuneration linked to political parties and the team's success in local elections.

2) External Factors
The interviews revealed that external inhibiting factors affecting the performance of the Civil Servant Performance Assessment Team included technological advancements and the rapid progress of information dissemination. The abundance of information and news that did not align with the facts led to a decline in public trust in the government's implementation of its policies.
Consequently, this lack of trust had a negative impact on the work motivation of employees.
3. Team, should possess competencies characterized by attitudes and behaviors that demonstrate loyalty and obedience as public servants. They should also serve as the unifying force for national unity and integrity. To develop Civil Servants, specifically the Performance Appraisal Team, who meet these criteria, it is necessary to provide guidance through education and training programs.

Regency, Maluku Province
These initiatives aim to enhance attitudes and cultivate a spirit of service that is oriented towards the interests of the community, nation, state, and homeland (Syauki, 2013).
2. Efficiency, effectiveness, and quality of task execution carried out with a spirit of cooperation and responsibility in accordance with the work environment and organization.
Based on the analysis discussed above, the author advises the Performance Assessment Team to work in alignment with their assigned tasks, principles, and functions. By doing so, they can ensure that the implementation proceeds according to plan and achieves maximum performance. The author also highlights the significance of Law No. 5 of 2014 concerning the inhibiting factors encompass technological advancements and the abundance of information, including news that may not align with the facts. These factors contribute to a lack of public trust in the government's governance, subsequently reducing the motivation of employees. Based on the results of the author's analysis obtained from the research conducted, the authors provide the following suggestions, in regards to the discussions of this research, the following suggestions were proposed.

Efforts
1. The performance of the Performance Appraisal Team in filling the position of subdistrict head in South Buru Regency, Maluku Province, is influenced by the team's capabilities and expertise. However, it is essential for the Maluku Government to reformulate policies in order to minimize external interventions and influences that compromise the objectivity of the selection process for structural officials, specifically in this case, the position of sub-district head.
2. To address internal obstacles, it is crucial that the Performance Assessment Team avoids making decisions based on personal interests. They should prioritize objectivity and adhere to established guidelines, ensuring that their assessments and recommendations are unbiased and fair.