The study comes at a time when Indonesian local governments continue to strengthen internal governance and accountability. Regional Inspectorates play a critical role in supervising government programs, monitoring financial management, and ensuring compliance with laws and regulations. Smooth coordination between administrative units and field supervisors is therefore fundamental to effective public oversight.
According to the researchers, the Secretariat manages planning, finance, personnel administration, and organizational support, while Assistant Inspectors conduct direct supervisory activities. Ideally, administrative requests should pass through the Secretariat before reaching the Inspector. In practice, however, some requests were submitted directly to the Inspector, bypassing formal administrative procedures. This pattern occasionally delayed decision-making and created tension between organizational units.
To understand how coordination and cooperation actually function within the institution, the research team employed a qualitative descriptive approach. Data were collected over a two-week period through interviews, direct observation, and document analysis at the Merauke Regency Regional Inspectorate Office. Sixteen participants representing different organizational levels—including the Inspector, Secretary, Assistant Inspectors, subdivision heads, civil servants, and honorary staff—provided insights into daily administrative interactions. The researchers analyzed recurring themes and response patterns rather than relying on statistical testing.
The findings indicate that both vertical coordination, which occurs between supervisors and subordinates, and horizontal coordination, which takes place among units at the same organizational level, are widely recognized as functioning effectively.
Most participants agreed that communication between management and staff supports routine operations, while every informant emphasized that coordination among peer units is essential for achieving organizational objectives. These results suggest that employees generally understand the importance of cooperation in maintaining effective public administration.
The study also evaluated cooperation using several organizational indicators. The strongest areas included:
- Shared organizational goals.
- Mutual understanding among employees.
- Common institutional interests.
- Willingness to help colleagues.
- Individual responsibility for assigned duties.
Nearly all participants reported positive experiences in these aspects, indicating that day-to-day collaboration has become part of the organizational culture within the Merauke Regional Inspectorate.
Nevertheless, the research identified several weaknesses that deserve attention.
Employees expressed less agreement regarding:
- Fair distribution of workloads.
- Equal recognition of employee contributions.
- Appreciation for high-performing staff.
- Consistent tolerance toward different working styles.
These areas received noticeably lower levels of agreement than other cooperation indicators. The findings suggest that although employees are willing to collaborate, they do not always perceive organizational rewards and responsibilities as being distributed fairly.
The researchers explain that differences in work characteristics contribute to these perceptions. Assistant Inspectors often operate under time-sensitive field assignments, while the Secretariat focuses on administrative procedures that require accuracy and compliance with regulations. Without sufficient communication and mutual understanding, these differing work rhythms can encourage some employees to seek faster—but unofficial—administrative channels.
As the authors from STISIP Yaleka Maro Merauke and Cenderawasih University explain, the central issue is not a lack of willingness to cooperate, but rather unequal perceptions of fairness, recognition, and tolerance that support sustainable cooperation. This interpretation highlights that effective organizational performance depends not only on formal structures but also on workplace culture and interpersonal trust.
The study recommends strengthening standard operating procedures (SOPs) governing administrative communication between the Secretariat and Assistant Inspectors. It also calls for a more transparent performance recognition system and greater efforts to build mutual respect across work units. Reinforcing these organizational practices could reduce procedural shortcuts while improving efficiency and accountability throughout the Inspectorate.
Beyond Merauke, the findings have broader implications for public institutions across Indonesia. Government agencies that rely on collaboration between administrative and operational units may benefit from reviewing how work responsibilities are allocated, how employee performance is recognized, and how organizational culture supports teamwork. Better coordination can contribute to stronger public accountability, more efficient administrative services, and higher-quality government oversight.
The researchers also acknowledge that the study focused on a single Regional Inspectorate, making it difficult to generalize the findings to other public institutions. They recommend expanding future research to additional regions and government organizations to better understand how coordination and cooperation influence public sector performance across Indonesia.
Author Profile
Everitus Rikardus is a researcher in the Government Science Study Program, Yaleka Maro College of Social and Political Sciences (STISIP Yaleka Maro), Merauke, Indonesia, specializing in public administration, regional governance, and public sector management. This research was conducted collaboratively with Alexander Phuk Tijlen, Josafat Fonataba, Yulianus Tuakra, Martinus Wika, Arius A. Kambu (STISIP Yaleka Maro Merauke), and Ivone A. Nathan and Beatus Tambaip from the Public Administration Study Program, Cenderawasih University, whose expertise includes public administration, organizational governance, and regional government oversight. The source article does not specify the authors' academic degrees.
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