ANALYSIS OF THE EFFECTIVENESS OF EDUCATION AND TRAINING
FOR EMPLOYEES IN IMPROVING PERFORMANCE IN THE DIRECTORATE
GENERAL OF TEACHERS AND EDUCATIONAL PERSONNEL OF THE MINISTRY OF
EDUCATION, CULTURE, RESEARCH AND TECHNOLOGY
Evi Susilowati1,
Veithzal Rivai Zainal2, Azis Hakim3
Master of Public Administration Study Program at
Krisnadwipayana University1,2,3
Email: susilowati.evi2015@gmail.com1, dr_azishakim@yahoo.com2,
Veithzal47@gmail.com3
Abstract
The aim of this research is to
determine and analyze the effectiveness of employee education and training and
the inhibiting and supporting factors as well as the strategies of the
Directorate General of Teachers and Education Personnel of the Ministry of
Education, Culture, Research and Technology in improving employee performance
through the effectiveness of education and training. The research method uses
descriptive qualitative methods. The research instrument was conducting
in-depth interviews and documentation. The results of the research illustrate
that the effectiveness of education and training for employees of the
Directorate General of Teachers and Education Personnel of the Ministry of
Education, Culture, Research and Technology regularly carries out training for
all employees and this is effective in increasing knowledge and skills as
measured through goals and objectives, trainers, training materials , the
training methods and training participants have taken these aspects into
account, the implementation has been returned to their respective fields so
that they raise themes that are very useful in increasing employee competence
in carrying out their duties. The speakers also come from academies, as well as
technical experts who are truly competent in their fields. The education and
training carried out also maximizes participants, so that all employees get the
same opportunities. There are several inhibiting factors, including limited
infrastructure at the training venue so that participants feel uncomfortable with
the limited facilities available, in addition to inappropriate time management.
The supports include employee motivation in participating in education and
training, the desire to develop knowledge, skills and expertise as well as
strategies in improving employee performance at the Directorate General of
Teachers and Education Personnel of the Ministry of Education, Culture,
Research and Technology through the effectiveness of education and training,
namely by choosing a theme. training that is appropriate to the employee's
field and duties, prioritizing employees whose performance is less than optimal
or below standard, competency-based training, and conducting re-learning with
all employees after the implementation of education and training in order to
improve skills and foster a good sense of enthusiasm for employees.
Keywords: Effectiveness, Education and
Training and Performance
Introduction
Human resources are a very strategic and fundamental factor in an
organization. Compared to other factors, human resources are the most valuable
and determining assets in an organization. The role of human resources is to
determine the success or failure of an organization in achieving its stated
vision and mission(Werdhiastutie et al., 2020). Human resources are human capital and intellectual
capital which will determine the effectiveness of other factors in the
organization such as capital, equipment, organizational technology and
structure (Kianto et al., 2017).
Education and training
are the main instruments for increasing human resource competency which
includes increasing knowledge, increasing expertise and skills, and changing
attitudes and behavior as well as correcting performance weaknesses. In the
government bureaucracy, education and training (Diklat) to develop or improve
the quality of civil servant human resources has been formally
institutionalized in the form of Education and Training (Diklat). Civil servant
training is regulated in Government Regulation Number 101 of 2000. In this PP
it is stated that civil servant training is carried out in order to improve the
capabilities of civil servants which is directed at: increasing the attitude
and spirit of service that is oriented towards the interests of the community,
nation, state and homeland; increasing technical, managerial and leadership
competencies; and increasing efficiency, effectiveness and quality of
implementation of tasks carried out in a spirit of cooperation and
responsibility in accordance with the work environment and organization. Civil
servant training consists of: (1) Structural/Leadership Training, which is
carried out to achieve leadership competency requirements for government
officials according to level; (2) Functional Training, which is carried out to
achieve competency requirements in accordance with the type and level of each
functional position; and (3) Technical Training, which is carried out to
achieve the technical competency requirements needed to carry out civil servant
duties.
To carry out job duties
and functions, the Directorate General of Teachers and Education Personnel of
the Ministry of Education, Culture, Research and Technology must be supported
by employees who have appropriate and adequate educational and training (training)
qualifications, especially technical training and functional training, so that
they can achieve good performance. optimal. Some employees have taken part in
or received certain training, both Structural/Leadership Training and Technical
and Functional Training, so that they are expected to achieve optimal
performance in managing civil servants at the Directorate General of Teachers
and Education Personnel of the Ministry of Education, Culture, Research and
Technology. However, from the initial data obtained, especially from the
Performance Accountability Report of the Directorate General of Teachers and
Education Personnel, Ministry of Education, Culture, Research and Technology,
in terms of quantity the performance achieved is still not optimal as shown by
the existence of programs and activities that do not achieve the optimal target
results set. In terms of quality, there are also indications that performance
is not yet optimal, as indicated by the existence of complaints regarding
services in the field of personnel administration, such as administration of
promotions, administration of periodic salary increases, administration of
leave, and other personnel administration services that are not yet fully
effective. Several weaknesses in the performance of the Directorate General of
Teachers and Education Personnel of the Ministry of Education, Culture,
Research and Technology may indicate that education and training for civil
servants has not been effective in improving the performance of apparatus/employees
in this agency. However, the extent to which this is true still needs to be
proven and studied through scientific research.
1. Effectiveness
According to (AlHamad et al., 2022), effectiveness is something that an organization does
to achieve its goals. Richard M. Steers, as quoted by (Sutrisno, 2009), states that the best thing in researching
effectiveness is to pay attention simultaneously to three interrelated
concepts: (1) optimizing goals, (2) system perspective, and (3) emphasis on
aspects of human behavior in organizational structures. This method is only
called a plan, for example only in terms of goals.
According to (Bednar & Reames, 2020), effectiveness is a measure that states how far the
target (quantity, quality and time) has been achieved, or the greater the
percentage of targets achieved, the higher the effectiveness. Apart from that, (Bromley & Powell, 2012) (Provan et al., 2020) defines effectiveness as the ability to carry out
tasks, functions (operations, program activities or missions) of an
organization or the like without pressure or tension between its
implementation.
This understanding of
effectiveness can be concluded that effectiveness is a measure that states how
far the target (quantity, quality and time) has been achieved by management,
where the target has been determined in advance.
2. Education and Training
Acorrding to (Anis et al., 2018), defines education as human resource management,
defines education as follows "Development is a long-term educational
process using a systematic and organized procedure by which managerial
personnel learn conceptual and theoretical knowledge for general
purposes". Education is different from training. Education is more
philosophical and theoretical (Rudenko et al., 2019). Education and training have the same goal, namely learning. In learning
there is implicit understanding (Ariyanto & Rahardjo, 2017) (Rissanen et al., 2018). Through understanding, employees are enabled to become innovators,
initiative takers, creative problem solvers, and employees who are effective
and efficient in doing their work.
Acorrding to (Blanchard, 2018), states that after receiving education and training, employees have good
and improved knowledge, skills, attitudes and behavior. It is often the case
that an organization's strategy can create a need for training. An exercise may
also be held as a result of a high level of accidents or waste, low morale and
motivation, or other operational problems. Training and development goals
should reflect desired behavior and conditions and serve as standards for
individual job performance and organizational program effectiveness.
A more important point was
stated by Donaldson and (Chen et al., 2019), stating that training must be organized so that it
can lead to a change in participant behavior. A specific goal must be
determined by oneself, perhaps based on individual needs, which are related to
the task. Then the training can be realized so that it will increase behavioral
changes that lead to achieving goals.
(Mangkunegara, 2011), believes that there are 5 (five) main components in
training education. The five components are as follows:
1)
Clear and
measurable goals and objectives for education and training.
2)
Trainers or
“developers” must have reliable qualifications.
3)
Education and
training materials must refer to the goals to be achieved.
4)
Education and
training methods must be appropriate to the level of ability of employees
participating in the program.
5)
Education and
training participants must meet the specified requirements.
Based on the opinion above,
it can be concluded that what is meant by education and training (training) is
one of the important efforts in order to improve employee competence through
ability, knowledge, skills, as well as attitudes and behavior. Providing
education and training will have an impact on increasing knowledge and skills
as well as attitudes and behavior which in turn will have an impact on
improving performance in doing work.
3. Employee Performance
According to (Pebrianti & Aziza, 2019), performance is a description of the level of
achievement of implementing an activity program or policy in realizing an
organization's goals, objectives, vision and mission as outlined in an
organization's strategic planning. (Ekhsan, 2019) says that performance comes from the meaning of
performance. There are also those who define performance as the result of work
or work achievement. However, performance actually has a broader meaning, not
just the results of work, but including how the work process takes place.
Based on the description
above, it can be concluded that performance is a description of the level of
achievement of implementing an activity in realizing the goals, objectives,
mission and vision of an organization as stated in an organization's strategic
planning. Performance can be known only if the individual or group of
individuals has predetermined success criteria.
Method
Result
and Discussion
The effectiveness of the
training program illustrates that the implementation of training can only be
said to be effective if the implementation of the training has gone through a
series of training evaluations consisting of evaluations of organizers and
evaluations of training participants. In this case, the education and training
of employees of the Directorate General of Teachers and Education Personnel of
the Ministry of Education, Culture, Research and Technology is measured
through:
1. Goals and objectives
Goals and objectives are the stage of formulating
strategic targets which indicate the highest level of priority in
organizational planning which will then become the basis for preparing
organizational performance.
2. The coaches
What is no less important is that the instructor
appointed as the person responsible for the material must have adequate skills.
3. Training Materials
Training without material is like a road without
a destination. The material must be in accordance with the theme being carried
out. The preparation of material must take into account needs and objectives.
4. Training Method
Seeing the importance of improving employee
performance in achieving organizational goals, the Directorate General of
Teachers and Education Personnel of the Ministry of Education, Culture,
Research and Technology is trying to improve the quality of human resources and
employee performance in addition to development programs as well as education
and training. For this reason, the method must be appropriate to the type of
training carried out. The suitability of the method to the training program
will influence the material presented.
5. Training participants
Training participants are people who come to an
education and training program (Diklat) with the aim of gaining added value in
the form of increasing knowledge and skills or competence. Each training
participant has different intentions, interests, motivations, hopes and needs
when they come to the training room. All of these differences can certainly
influence the behavior of training participants while attending training. There
are those who
are serious about gaining new knowledge and skills, there are those who are
angry because they are assigned to take part in training, there are those who
are relaxed and don't care because they consider training as a recreation from
their routine activities or participants who are bored because the training
material is below the knowledge they already have.
The effectiveness of
education and training for employees of the Directorate General of Teachers and
Education Personnel of the Ministry of Education, Culture, Research and
Technology regularly carries out training for all employees and this is
effective in increasing knowledge and skills as measured by goals and
objectives, trainers, training materials, training methods and The training
participants have considered this aspect, the implementation is returned to
their respective fields so that they raise themes that are very useful in
increasing employee competence in carrying out their duties. The speakers also
come from academies, as well as technical experts who are truly competent in
their fields. The education and training carried out also maximizes participants,
so that all employees get the same opportunities.
There are several obstacles
faced by the Directorate General of Teachers and Education Personnel of the Ministry
of Education, Culture, Research and Technology that must be resolved, namely:
1. The training carried out is not evenly
distributed to all employees, and their backgrounds are also unequal or
heterogeneous, such as basic education, work experience and age.
2. Lack of motivation. When a superior is asked
whether they were successful as a coach, their answer is generally ‘yes, I
think so’. This difficulty arises because the selected motivational suggestions
do not match the intended individual needs at the same time.
3. Discipline. The discipline of the State Civil
Service must be the reference for their life. Increasing demands for service
require officers who are clean, authoritative and highly disciplined in
carrying out their duties. The attitudes and behavior of an ASN can be used as
a role model or role model for ASN in their environment and society in general.
4. Not Confident. Lack of self-confidence in one's
abilities or potential is something that makes a person hesitate to take steps
or make decisions. In fact, it can only make it remain at zero or even go
backwards.
5. Waiting. Waiting is one of the things that can
hinder achieving goals.
Apart from these inhibiting
factors, there are several factors supporting the effectiveness of education
and training in improving performance at the Directorate General of Teachers
and Education Personnel of the Ministry of Education, Culture, Research and
Technology:
a. Implement training and development programs in a
focused and directed manner. The Directorate General of Teachers and Education
Personnel of the Ministry of Education, Culture, Research and Technology can
carry out thematic development programs so that they can achieve targets.
b. Facilities. Facilities are very important to
support the implementation of education and training. With these facilities,
the implementation of training will be able to proceed according to previous
plans.
c. Instructor. Instructor abilities and skills are
very necessary in managing learning, including mastery of material, teaching
methods, use of media and teaching aids. Training instructors must have the
ability to carry out evaluations, the ability to create a conducive,
interactive and communicative atmosphere during the learning process.
d. Student participants. In the learning process,
participating students are the main actors, while the instructor acts as a
guide in studying the training material. Apart from that, participating
students realize that being left behind will have an unfavorable impact on the
participating students themselves, because in the future competition in
entering the job market will be even tighter.
e.
Study materials. Study
materials are one of the most important things in training. Having teaching
materials that have been prepared by the program organizers will also help
instructors in delivering material during the teaching and learning process.
To overcome these obstacles,
employee education and training strategies are needed to improve employee
performance which can be divided into several things, namely:
a. Educational planning. Planning is the first step
that can determine the success or failure of a program. Programs or activities
definitely have goals and targets, so to achieve these goals and targets so
that they run effectively and efficiently, a thorough educational program
planning must be carried out first.
b. Educational methods. The educational method used
by the Directorate General of Teachers and Education Personnel of the Ministry
of Education, Culture, Research and Technology is by providing education within
the institution and sending or recommending employees to attend education
outside the institution.
c. Career development process. The career
development process is influenced by the quality and quantity of employees.
Quality is an employee's achievement which is measured by the work results
achieved by the employee. Meanwhile, the quantity factor can be seen from how
long employees work. These factors become a reference for career development.
Employee career development is a promotion in position and an increase in the
responsibilities carried out by an employee. Career development aims to
increase employee work motivation and also improve the quality of employee
work.
d. Evaluation of
education. Evaluation of educational programs is carried out by providing an
understanding test regarding the discussion of educational themes before and
after training. The pre-education understanding test aims to see the extent of
employee knowledge before attending training. The comprehension test carried
out after employees have attended the training aims to see the extent to which
the employee's understanding has increased.
Conclusion
a.
An overview of the effectiveness of education and training for employees of
the Directorate General of Teachers and Education Personnel of the Ministry of
Education, Culture, Research and Technology is that training is routinely
carried out for all employees and this is effective in increasing knowledge and
skills as measured through goals and objectives, trainers, training materials,
methods training and training participants have considered this aspect, the
implementation has been returned to their respective fields so that they raise
themes which are very useful in increasing employee competence in carrying out
their duties. The speakers also come from academies, as well as technical
experts who are truly competent in their fields. The education and training
carried out also maximizes participants, so that all employees get the same
opportunities.
b.
Inhibiting factors include limited budget, pandemic, limited training
facility infrastructure so that participants feel uncomfortable with the
limited facilities available, apart from inappropriate time management.
Meanwhile, supporting factors: employee motivation in participating in
education and training, desire to develop knowledge, skills and expertise.
c.
The strategy for improving employee performance at the Directorate General
of Teachers and Education Personnel of the Ministry of Education, Culture,
Research and Technology through the effectiveness of education and training is
by choosing training themes that are appropriate to the employee's field and
duties, prioritizing employees whose performance is less than optimal or below
standard, based training competency, as well as conducting re-learning with all
employees after implementing education and training in order to improve skills
and foster a good sense of enthusiasm for employees.
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