Journal of Public Administration and Global Policy

Implementation of the Administrative Sanctions Imposition Program for Participants of the Bengkulu City Social Security Administration Agency (BPJS) for Employment

2025-11-06T11:33:45+07:00

Background: Many BPJS Ketenagakerjaan participants in Bengkulu City are in arrears on their contributions due to misunderstanding, negligence, or administrative non-compliance, such as late reporting of employee data. This situation disrupts the continuity of the social security program. In accordance with Government Regulation No. 86/2013, participants who violate the program are subject to administrative sanctions in the form of written warnings, fines, and termination of services.

Methods: Descriptive qualitative research with four informants at the Bengkulu City BPJS Ketenagakerjaan office. Data collection was conducted through observation, interviews, and documentation in June 2024. Data analysis adopted the Miles & Huberman model (reduction, presentation, conclusion drawing) with the theoretical framework of Donal S. Van Meter and Carl E. Van Horn, which encompasses five dimensions of implementation.

Results: The implementation of sanctions under PP No. 86/2013 was effective. Human resources were supported by a workforce predominantly with college degrees. Complete infrastructure with 25 computers and 24 printers. Effective communication through outreach, mass media, email, and the website. Change agents demonstrate strong leadership and adaptive skills. Employee disposition is very positive towards the new policy. The majority of participants who violated the policy received only a written warning because the sanction process was not complicated.

Conclusion: 1) Administrative sanctions are implemented in accordance with Government Regulation No. 86/2013, with the primary cause of payment failure indicating a lack of participant awareness. 2) The process involves issuing two written warnings before imposing a fine. 3) Sanctions aim to increase compliance and ensure the sustainability and stability of the social security program.

The Effect of Financial Performance on Dividend Policy (A Study of Manufacturing Companies in the Goods and Consumer Sector)

2025-11-09T18:00:42+07:00

Background: Many BPJS Ketenagakerjaan (Employment Social Security Agency) participants in Bengkulu City are in arrears in their contribution payments due to a lack of understanding of procedures, negligence, or failure to report employee data. This situation disrupts the sustainability of the social security program. Based on Government Regulation No. 86/2013, participants who violate this regulation are subject to administrative sanctions in the form of written warnings, fines, and termination of service. This study analyzes the implementation of administrative sanctions to improve compliance.

Methods: Descriptive qualitative research with four informants at the BPJS Ketenagakerjaan office in Bengkulu City. Data collection techniques included observation, in-depth interviews, and documentation in June 2024. Data analysis used the Miles & Huberman model (data reduction, data presentation, conclusion drawing). The theoretical framework by Donal S. Van Meter and Carl E. Van Horn, with five dimensions of implementation, is used: baseline/objective measures, resources, communication, characteristics of change agents, and disposition.

Results: Sanction implementation is in accordance with Government Regulation No. Implementation of PP No. 86/2013 involves two written warnings before imposing a fine. Human resources are adequate (average university); facilities/infrastructure are complete (25 computers, 24 printers). Effective communication through outreach, email, mass media, and websites. The characteristics of change agents demonstrate adaptive leadership. Employees are positive and ready to adapt. The majority of violators only receive a written warning because the sanction process is not complicated.

Conclusion: 1) Administrative sanctions are implemented in accordance with PP No. 86/2013, with the primary cause of payment negligence reflecting a lack of participant awareness. 2) The process involves two written warnings before imposing a fine. 3) Sanctions aim to encourage compliance and ensure the sustainability and stability of the social security program. Supportive resources, communication, and a positive internal attitude are key to successful implementation.

Analysis of the Quality of the One-Stop Integrated Service (PTSP) at the Regional Office of the Ministry of Religious Affairs in Bengkulu Province

2025-11-09T18:04:59+07:00

Background: People applying for PTSP (One-Stop Integrated Service) products at the Bengkulu Provincial Ministry of Religious Affairs Office often do not understand the required requirements, especially those aged 40 and over who are less familiar with the internet. Incomplete requirements hinder the application process, prolong processing times, and reduce service quality. This study analyzes the quality of PTSP services at the Bengkulu Provincial Ministry of Religious Affairs Regional Office.

Methods: This study used a qualitative descriptive field research approach. Data were collected through observation and interviews. The analysis adopted the theory of Zeithaml, Parasuraman, & Berry, with five dimensions: reliability, responsiveness, assurance, attentiveness, and direct evidence.

Results: Reliability: Staff adhered to service standards, receiving a rating of 89 out of 130 respondents. Responsiveness: Staff responded quickly by greeting and inquiring about needs; this was considered satisfactory. Assurance: There was a time guarantee, but some documents were not completed on time, resulting in suboptimal performance. Empathy: Staff implemented the 5S (smile, greet, greet, be polite, and be courteous); this was considered satisfactory. Tangible: Facilities and infrastructure were complete and met service standards.

Conclusion: The quality of the PTSP is quite good in terms of reliability, responsiveness, empathy, and tangibles, but assurance remains suboptimal due to non-compliance with file completion times. The main obstacle is the lack of public understanding of the requirements, especially among older people who are not accustomed to online access.

The Role of the Village Consultative Body in Village Regulation Formation in Masam Bulau Village, Tanjung Sakti Pumi District, Lahat Regency

2025-11-09T18:00:06+07:00

Background: Following Law No. 6/2014, the Village Consultative Body (BPD) was transformed into a village institution with political functions, authorized to establish Village Regulations (Perdes) with the village head, accommodate aspirations, and oversee performance. However, in Masam Bulau Village, Tanjung Sakti Pumi District, Lahat Regency, the BPD's role has not been optimal due to the limited number of Village Regulations produced. This issue prompted an evaluation of the effectiveness of the BPD's role in Village Regulation formation.

Methods: Descriptive qualitative research with field research conducted from March to April 2023 at the Masam Bulau Village Office. Data collection through observation and interviews was analyzed based on three indicators of the BPD's role: 1) accommodating community aspirations, 2) overseeing village regulation drafts, and 3) establishing village regulations.

Results: All three indicators have been implemented, with a note that capacity building is needed: 1) Community aspirations were successfully captured through outreach and discussions with the Community Empowerment Institute (LPM), traditional institutions, the Family Welfare Movement (PKK), and youth. 2) Oversight of the drafting of Village Regulations (Perdes) is the responsibility of the Village Consultative Body (BPD) and village officials, with community proposals being incorporated into the Perdes.3) Perdes are established through deliberation and mutual agreement, but are hampered by a lack of human resource knowledge and community awareness.

Conclusion: The role of the Masam Bulau Village BPD in the formation of Perdes has been implemented according to the three indicators, but still faces limitations in knowledge and a small number of Perdes. Human resource capacity building and intensive outreach are needed to make the BPD's role more effective, produce quality Perdes, and be adhered to by the community.

Analysis of the Development of Village-Owned Enterprises (Bumdes) in Bumi Harjo Village, Pinang Raya District, North Bengkulu Regency

2025-11-11T21:40:18+07:00

Background: The Mandiri Harjo Village-Owned Enterprise (BUMDes) in Bumi Harjo Village, Pinang Raya District, North Bengkulu Regency, was established in 2017 to boost the local economy. However, as of 2024, its development has not been optimal, with three businesses operating: cattle fattening (2019), savings and loans & basic necessities (2020), and a boiled water refill depot (2023), all hampered by various factors.

Methods: This qualitative descriptive study uses French & Bell's organizational development theory with four indicators: Budget, Human Resources, Facilities, and Natural Resource Potential (SDA). Data were collected through interviews, observations, and documentation with BUMDes administrators at the research site. Data analysis followed the Miles & Huberman model with triangulation to ensure validity.

Results: Mandiri Harjo Village-Owned Enterprise (BUMDes) operates a refillable boiled water depot as its primary focus due to high demand during the long dry season. Other businesses include goods/services rentals and cattle fattening, of which only one head remains. Development plans include village tourism, tent rentals, and a mini palm oil mill. The main factors influencing development are: (1) Minimal budget (remaining Rp59 million, not yet recovered); (2) Limited human resources (seven administrators holding concurrent positions); (3) Inadequate facilities (no office/secretariat, only shared space); and (4) Unexploited natural resource potential, such as vacant land and oil palm plantations.

Conclusion: The BUMDes development strategy requires capitalizing on business opportunities through an analysis of environmental conditions and village potential. Success depends on budget management, increasing human resource capacity, providing adequate facilities, and optimal utilization of local natural resource potential to maintain organizational sustainability.