ANALYSIS OF MERIT SYSTEM IN THE OPEN PROMOTION OF HIGH LEADERSHIP POSITIONS FOR WOMEN IN THE MINISTRY OF HOME AFFAIRS

Abstract

Law Number 5 of 2014 concerning State Civil Apparatus (ASN) is a manifestation of bureaucratic reform in the civil service sector through the implementation of ASN management based on a merit system, one of which is open selection for High Leadership Position (JPT). However, open selection based on a merit system has not been implemented optimally. The representation of women in the JPT is still less than that of men. Female Civil Servants (PNS) tend to decline when entering JPT Echelon I and II. Moreover, the number of female registrants in the JPT open selection was far less than male registrants. The lack of representation of women in the JPT also shows a glass ceiling in women's career development. This research aims to analyze the application of the merit system in the open promotion of JPT for women and find out the factors that affect the vertical mobility of women in the bureaucracy. This research was conducted at the Ministry of Home Affairs with a postpositivist research approach and qualitative data collection techniques. Primary data was obtained through interviews with informants related to the implementation of open selection and female High-ranking Officials (PPT) at Ministry of Home Affairs, and secondary data was obtained through documents. The results showed that based on the theory of The Best Person for Any Given Job, the filling of JPT at Ministry of Home Affairs had not been fully implemented based on merit criteria because it has not implemented a succession plan. There is also an assumption of political domination because there is a Pelaksana Tugas (Plt) JPT with a term exceeding the applicable provisions. Meanwhile, based on the theory of The Selection Process, differences in administrative requirements were found in the announcement of vacancies at Ministry of Home Affairs with the Regulation of the Minister for Administrative Reform and Bureaucratic Reform (Permenpanrb) Number 15 of 2019 concerning Filling High Leadership Positions in an Open and Competitive in Government Agencies. The track record tracking process is only done through curriculum vitae without tracking the track record to the applicant's place of origin. Monitoring and evaluating PPT performance appraisals are not carried out regularly and continuously but only based on the Employee Performance Target (SKP) document every year. In addition, there are no barriers either from the organization, themselves, or the obstacles of prejudice toward female leaders, which hinder women's career development. However, women's interest in registering for selection tends to less, and there are incomplete supporting facilities for women's productivity.