Main Article Content
Abstract
This study analyzes the effects of competence, leadership style, and remuneration on the implementation of bureaucratic reform within the Planning and Organization Bureau of the Administrative Affairs Agency of the Supreme Court of the Republic of Indonesia. The study employed a quantitative approach with a cross-sectional survey design. The analysis was based on 60 complete questionnaires that measured competence using five items, leadership style using five items, remuneration using four items, and bureaucratic reform implementation using five items, all rated on a five-point Likert scale. Instrument quality was assessed through item-total correlations and Cronbach's alpha, while the hypotheses were tested using multiple linear regression. To ensure that the inferences were robust to potential heteroskedasticity, the coefficient tests were supplemented with HC3 robust standard errors. The results show that the model explained 86.9% of the variance in bureaucratic reform implementation and was jointly significant (F = 123.757; p < 0.001). Partially, competence had a positive but statistically nonsignificant effect (B = 0.156; p = 0.295), and leadership style also had a positive but nonsignificant effect (B = 0.234; p = 0.121). Remuneration had a positive and significant effect (B = 0.625; p < 0.001) and was the strongest relative predictor. These findings indicate that bureaucratic reform requires integrated human resource management, with an emphasis on a fair, transparent, predictable, and performance-linked remuneration system, without neglecting competence development and change-oriented leadership. The findings should be generalized cautiously because the study focused on a single organizational unit and used perceptual data collected during one observation period.
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References
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References
Armstrong, M., & Taylor, S. (2023). Armstrong’s handbook of human resource management practice (16th ed.). Kogan Page.
Bellé, N. (2014). Leading to make a difference: A field experiment on the performance effects of transformational leadership, perceived social impact, and public service motivation. Journal of Public Administration Research and Theory, 24(1), 109-136. https://doi.org/10.1093/jopart/mut033
Creswell, J. W., & Creswell, J. D. (2023). Research design: Qualitative, quantitative, and mixed methods approaches (6th ed.). Sage.
Ghozali, I. (2021). Application of multivariate analysis using IBM SPSS 26 (10th ed.). Diponegoro University Press.
Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). Sage.
OECD. (2021). Public employment and management 2021: The future of the public service. OECD Publishing. https://doi.org/10.1787/938f0d65-en
OECD/SIGMA. (2024). Salary systems in public administration and their reforms (SIGMA Papers No. 71). OECD Publishing.
Regulation of the Minister of Administrative and Bureaucratic Reform of the Republic of Indonesia No. 25 of 2020 concerning the 2020-2024 Bureaucratic Reform Road Map.
Regulation of the Minister of Administrative and Bureaucratic Reform of the Republic of Indonesia No. 3 of 2023 concerning the Amendment to Ministerial Regulation No. 25 of 2020.
Presidential Regulation of the Republic of Indonesia No. 8 of 2020 concerning Performance Allowances for Employees of the Supreme Court and the Courts Under Its Authority.
Presidential Regulation of the Republic of Indonesia No. 12 of 2025 concerning the 2025-2029 National Medium-Term Development Plan.
Pollitt, C., & Bouckaert, G. (2017). Public management reform: A comparative analysis—Into the age of austerity (4th ed.). Oxford University Press.
Sekaran, U., & Bougie, R. (2020). Research methods for business: A skill-building approach (8th ed.). Wiley.
Circular Letter of the Minister of Administrative and Bureaucratic Reform No. 6 of 2025 concerning the Implementation of Bureaucratic Reform During the 2025 Transition Period.
van der Voet, J. (2014). The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure. European Management Journal, 32(3), 373-382. https://doi.org/10.1016/j.emj.2013.10.001
van der Voet, J. (2016). Change leadership and public sector organizational change: Examining the interactions of transformational leadership style and red tape. The American Review of Public Administration, 46(6), 660-682. https://doi.org/10.1177/0275074015574769
Weibel, A., Rost, K., & Osterloh, M. (2010). Pay for performance in the public sector—Benefits and (hidden) costs. Journal of Public Administration Research and Theory, 20(2), 387-412. https://doi.org/10.1093/jopart/mup009