Elin Cahyaningsih

The welfare classification of Indonesian National Civil servant using TOPSIS and k-Nearest Neighbour (KNN)

Public services to citizen should be improved and developed to achieve better government and satisfying citizen as its main beneficiary. The quality of public services is mainly depended on government employee or civil servant as actor who is conducted all process of services and is supported by many factors. One of significant factors which influences to employee to give better public services is ensuring welfare of civil servant. To formulate policy or regulation to support welfare of civil servant, stakeholders needed the classification of welfare status of civil servant. This research attempted to define welfare criteria and classify civil servant data based on welfare measurement by utilizing Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) and k-Nearest Neighbours algorithm (k-NN). This research used qualitative approach and quantitative approach in three governmental organizations, i.e. National Civil Service Agency (BKN; Badan Kepegawaian Negara), Ministry for Administrative and Bureaucracy Reform (KemenPAN&RB; Kementrian Pendayagunaan Aparatur Negara dan Reformasi Birokrasi) and National Institute for Administration (LAN; Lembaga Administrasi Negara). As the result, fifteen welfare criteria of civil servant is identified, i.e. current functional position, marital status, current structural position, health allowance, functional allowance, location of office, credit score, job performance, position allowance, appreciation, structural allowance, current age, number of children, year of work, and month of work. This is also successfully classified welfare status of civil servant by using k-NN with 80.87% accuracy prediction.

Knowledge management strategy of government human capital management

Knowledge management implementation in government human capital management aims to improve individual and organizational knowledge. These knowledge used by every organizational entities to do the government human capital management process. Organizational performance can be measured by looking at the level of customer satisfaction. There are many problems in implementing KM in the organization. This research intends to formalize the strategy implementation of knowledge management in government human capital management. Interviews conducted to discover the data related to strategic plan and risk in three government ministries. Gap analysis, risk analysis, expert judgment and reliability test are used to analyze the data. Research findings that strategic matrix consist of three categories. There are people (6) strategies, process (7) strategies and technology (2) strategies. while for the roadmap strategy contains risks and recommendations from each of the criteria. There are people (31) risks and recommendations, process (27) risks and recommendations and technology (4) risks and recommendations.

Critical success factor of knowledge management implementation in government human capital management: A mixed method

Recently, knowledge management (KM) became a trend strategy in an organization as well as a government institution. KM believes can improve organizational performance, align with public services. Implementing KM is a big challenge, because it depends on human participation and organizational human asset. This research conducted to identify the critical success factor of KM implementation in government related to human capital management. Therefore, three government institutions (KEMENPAN&RB, BKN, and LAN) were donated as research object align with their duties to manage civil servants. Research was done with literature study, data collection using interviews to discovering critical success factor for KM implementation. Data analysis using mixed method which sequentially done with qualitative method and then proceed by quantitative methods. Content analysis used for coding analysis in qualitative data. While, correspondence analysis is used to analyze the contingency value of each CSF criteria. The result shows the frequency and percentage rank of 36 CSF. Then, BIPLOT diagram represents the association of each CSF and their similarity.

Knowledge Management Models: A Summative Review

Knowledge and knowledge management started to be an option of organizational strategic step for reach organizational objectives and goals. Knowledge management believed to resolve organizational problem in managing their organizational and individual knowledge. Implementation of knowledge management (KM) has received increased interests. This paper aims to discuss KM models based on KM related definitions, concepts, functions, activities and approaches. Literatures on knowledge management models were collected from a number of sources. Each document then was analyzed and categorized in a certain group. The study shows that there are four categories of KM models i.e.: process, strategy, knowledge type, and maturity based knowledge management models.

Knowledge management for creativity improvement: A systematic review

This research aim to provide a comprehensive review about improving creativity based on knowledge management: socialization, externalization, combination and internalization. Detailing the findings that can guide to obtained a model that explains the factor that influences creativity. Improvement of creativity can affect in learning process, taking action, emotional control and enhance quality of a product. Using Preferred Reporting Items for Systematic Reviews and Meta-analyses (PRISMA) method and data source such as: Science Direct, and IEEE Xplore. Through the literature we obtain 17 articles to be reviewed. This systematic review is conducted to improve creativity and collect the critical success factor that influence creativity. Based on our result, critical success factor of creativity are: environment, resource, personal characteristic, and SECI. Creativity itself is categorized into knowledge, dispositions and abilities.

A preliminary study of knowledge management implementation for Government Human Capital Management

Government Human Capital Management is activities to manage government human capital based on their performance and competency. These processes were managed by three government institution (MENPAN, LAN, and BKN). These institutions should coordinate and collaborate to perform their duties and function. Knowledge management (KM) can enhance collaboration among individual and institution with sharing and transferring their organizational knowledge. KM is not easy to implement, some strategic issues, problems and challenges must be considered in KM implementation for government human capital management. This research aims to determine preliminary studies for KM implementation of government human capital management. It aims to identify strategic issue and problems in government ministries. Deep interview and observation are conducted to collect the data from three government institution. Qualitative research used to discover some findings align with respondent experiences. While, content analysis and fishbone analysis are used to analyze the data. The strategic issues are aim to developed the professional human resource and organization. While, findings problem consist of sixteen problems which represent in fishbone diagram into four categories there are people, organization, policies and technologies. Those problems cause a main effect that is unprofessional people and organization.

Influencing factors of knowledge sharing among students in Indonesia higher educational institutions

This study attempted to point out the role of social capital and explicit as well as tacit knowledge sharing to build human capital of students in higher educational institution in Indonesia. The research model was adapted and inspired from Aslam et al.s model, however, we modified knowledge sharing variable by dividing it into two types of knowledge, i.e. explicit knowledge and tacit knowledge. The data collection conducted by spreading online questionnaires to students in several higher educational institutions in Indonesia. As many as 420 valid sample data was used to test hypotheses by using structural equation modeling (SEM). The result shows that the influence of component social factor between tacit knowledge sharing and explicit knowledge sharing is different. The components of social capital that influence to explicit knowledge sharing are shared language, social interaction ties, norm of reciprocity, identification and trust. However, the components of social capital that influence to explicit knowledge sharing are identification, norm of reciprocity, social interaction ties, shared language, shared vision. Moreover, tacit knowledge sharing is more influenced to human capital than explicit knowledge sharing. The result of this research can be used as basic knowledge for system developer to define features of knowledge sharing system in higher educational institution in Indonesia.

NUSANTARA: A new design of knowledge management system in Indonesia

Government Human Capital Knowledge Management of Republic Indonesia (NUSANTARA) is a technology for support the government knowledge management. This technology also well known as knowledge management system which is manage the process of knowledge creation among organization. NUSANTARA was developed by identifying some features of activity in managing knowledge on the government knowledge management. Those features were identified from survey using a questionnaire in three government ministries that manage government human capital. Then the author does the analysis and design for the NUSANTARA. Quantitative method is used to analyze the survey result. Data analysis is used Pearson Correlation Analysis and the design are use the use case diagram, activity diagram and class diagram. Expert judgment is used to verified and validated the research result that is the KMS features. In this study some priority of KMS features was determined there are electronic discussion group, best practice database, email, work performance system and video conference. Those features are represented in NUSANTARA prototype as the current important requirement for the government human capital management stakeholder.

Indonesian Government Knowledge Management Model: A Theoretical Model

Knowledge management is a strategic issue that is usually used for strategic planning of organizational development in order to reach organization competitiveness and retaining organization knowledge. It has also become a trend in Governmental institution for implementing knowledge management align with the regulation. Internal employee rotation, promotion mutation and open bidding program among government institution take part of this loosing knowledge. Knowledge management model is set of knowledge process that encourage knowledge management initiative can enhance organizational objectives. Therefore it is needed to determine the suitable knowledge management model for the government, because the necessity of this model to accomplish some issues above. This research conducted a literature review and previous study analysis to build a theoretical model of Indonesian government knowledge management. Classification, categorization and elaboration analysis are used for construct a new theoretical model. Indonesian knowledge management model consists of two stages defining organizational strategy that delivering organizational strategy and knowledge management strategy stages which is consist of five elements, there are organization culture, critical success factor of knowledge management, SWOT analysis, organization KM process and organization knowledge map.

Defining knowledge of government human capital management: A qualitative study

Knowledge is organizational value, it represent organizational core business. Knowledge embodies in human capital as organizational intangible asset. Acquiring organizational knowledge and the types of knowledge is important to identify existing core knowledge and requirement of knowledge. Human capital management concept began to be famous in Indonesian government since a new legislation of civil servant was released. UU ASN No. 5 Year 2014 transform civil servant management activities into human capital management based. Its affect to the three government institution duties and functions as human capital managers they are KEMENPAN & RB, BKN and LAN. Identifying organizational knowledge is important to create an effective collaboration and managing knowledge to enhanced organizational performance. Qualitative analysis is used to process the expert interview data. Content analysis used to codify the knowledge. Result show that 18 core knowledge were identify, which is classify into organizational core knowledge in each government human capital managers and some of them are intersect with others.