Why This Issue Matters
When job placement does not reflect real job requirements, the consequences go beyond paperwork. Workloads become uneven, job stress increases, and institutional effectiveness declines. In correctional facilities, this can affect supervision quality, inmate management, and overall institutional stability. The Batulicin Class III Correctional Institution, a technical implementation unit under Indonesia’s Ministry of Law and Human Rights, represents a growing organization still adjusting its structure and staffing system. This makes it a relevant case for examining how job analysis is actually used in public sector human resource management.
How the
Research Was Conducted
The researchers from STIA Bina Banua Banjarmasin used a qualitative descriptive design. They gathered data through:
- In-depth interviews with the prison head, structural officials, and staff.
- Direct observation of daily work practices.
- Documentation review, including job analysis records, organizational structure files, and personnel documents.
The team
then analyzed the data by reducing, organizing, and interpreting information,
while checking validity through source and method triangulation. This approach
allowed the researchers to compare formal job descriptions with real tasks
performed by employees.
Key
Findings at Batulicin Prison
Main findings include:
- Job analysis documents exist, The Batulicin Class III Correctional Institution already has official job analysis records outlining organizational structure, job descriptions, and position requirements.
- Documents are not fully updated, Several job descriptions remain general and do not reflect evolving workloads or organizational changes.
- Limited use in staff placement decisions, Employee placement is often driven by urgent operational needs and limited staffing, rather than systematic alignment with job analysis.
- Mismatch between job descriptions and real tasks, Some employees perform duties outside their formal job descriptions, while other tasks are not optimally carried out.
- Overlapping work and uneven workloads, The lack of alignment creates task duplication and workload imbalance among staff.
According
to the researchers, this shows that job analysis at Batulicin functions more as
an administrative document than as a strategic management tool.
Broader
Implications for Public Sector Management
Impacts highlighted by the study:
- For correctional institutions, Better alignment between job analysis and staff placement can improve operational stability, safety, and rehabilitation services.
- For civil service reform, The study reinforces the importance of the merit system, where placement must match qualifications, competence, and performance.
- For organizational performance, Accurate job analysis helps prevent inefficiency, role confusion, and staff burnout.
- For policymakers, Agencies need systems to regularly revise job analysis documents and ensure they are socialized among employees.
The
research confirms that job analysis is not a one-time administrative task. It
is a living management tool that must evolve alongside institutional changes.
Author Profiles
Suci Paradita Sari, M.AP. – Lecturer and researcher in public administration and human resource management at STIA Bina Banua Banjarmasin.
Nuril Mawaddah, M.AP. – Public sector management scholar at STIA Bina Banua Banjarmasin, specializing in civil service governance and organizational management.
Heru Budihantho, M.AP. – Academic at STIA Bina Banua Banjarmasin with expertise in public administration and institutional management.
Source
Sari,
S.P., Mawaddah, N., & Budihantho, H. “Placement of Civil Servants
Reviewed from Position Analysis at Class III Batulicin Correctional
Institution.” Formosa
Journal of Applied Sciences (FJAS) Vol. 5 No. 1, 2025, hlm. 119-128.
DOI: https://doi.org/10.55927/fjas.v5i1.526
URL: https://srhformosapublisher.org/index.php/fjas
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