Human Resource Development Strategy in RT Positions in Increasing the Effectiveness of Administrative Services in Gemilang Jaya Village

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FORMOSA NEWS - Riau - HR Development Strategy Strengthens Administrative Services at Village RT Level, Study Finds. A 2026 study by Siti Bulqis, Widyawati, and Muchlis from Indragiri Islamic University highlights how human resource development strategies among neighborhood leaders (RT) significantly influence the effectiveness of administrative services in Gemilang Jaya Village, Indonesia. Published in the Formosa Journal of Sustainable Research, the study provides new insights into grassroots governance, an area often overlooked in public administration research. The findings matter because RT leaders serve as the frontline of public service delivery in Indonesian villages. Their performance directly affects how quickly and accurately residents receive essential administrative services, from population records to official documentation.

Why Village-Level Service Quality Matters
Across Indonesia, village administrations are under growing pressure to deliver faster, more transparent, and more accountable public services. This demand is driven by decentralization policies and the broader push for good governance. At the center of this system are RT leaders, who act as intermediaries between citizens and village governments. Despite their strategic role, many RT officials operate with limited training, inconsistent administrative knowledge, and minimal exposure to digital systems. In Gemilang Jaya Village, these challenges are particularly visible. Inconsistent population data, delays in document processing, and varying service quality across neighborhoods reflect deeper issues in human resource capacity.

How the Study Was Conducted
The research team from Universitas Islam Indragiri used a qualitative descriptive approach to capture real-world conditions in the village. Data were collected between October 2025 and January 2026 through:

• Direct observation of administrative practices.
• In-depth interviews with the village head, 17 RT leaders, and community members.
• Document analysis of administrative records.

The researchers then analyzed the data using a structured framework that identifies patterns, compares responses, and draws conclusions from multiple sources. This approach allowed the team to examine not just policies, but how they are implemented in everyday governance.

Key Findings: Strong Link Between HR Development and Service Effectiveness
The study reveals a clear and consistent relationship between human resource development and the quality of administrative services at the RT level.

Main findings include:

• Limited training programs. Training for RT leaders is conducted only once a year and lacks a structured curriculum, reducing its long-term impact.
• Low digital competence. Many RT leaders struggle with technology-based data management, leading to errors in administrative records.
• Uneven technical skills. Some RT leaders perform efficiently, while others rely on personal experience rather than standardized procedures.
• Weak performance evaluation systems. There is no consistent mechanism to assess or improve RT performance over time.
• Service delays and inconsistencies. Administrative processes are often delayed due to limited knowledge, personal workload, and lack of procedural clarity.
• Work attitude influences outcomes. Discipline, responsibility, and responsiveness significantly affect service quality and public satisfaction.

The study also found that RT leaders who participated in training programs demonstrated better understanding of administrative procedures, improved responsiveness, and higher service accuracy.

Real-World Impact on Communities
The effectiveness of administrative services at the RT level has immediate consequences for residents. When services function well, communities benefit from:

• Faster processing of documents.
• Accurate population data.
• Clear and consistent procedures.
• Higher satisfaction with public services.

However, when human resource capacity is weak, the opposite occurs delays, confusion, and declining trust in local governance.

Author Profiles

Siti Bulqis, S.E. – Researcher in human resource management and public administration, Indragiri Islamic University 

Widyawati, S.E., M.M. – Lecturer in management, Indragiri Islamic University , specializing in organizational development and human resources

Muchlis, S.E., M.M. – Academic and researcher in public management and service quality, Indragiri Islamic University 

Source
Bulqis, S., Widyawati, & Muchlis. (2026). Human Resource Development Strategy in RT Positions in Increasing the Effectiveness of Administrative Services in Gemilang Jaya Village. Formosa Journal of Sustainable Research, Vol. 5 No. 2, hlm. 115–128.
DOI: https://doi.org/10.55927/fjsr.v5i2.16
URL: https://journalfjsr.my.id/index.php/fjsr