Impelementation of Human Resource Management in Improving Personnel Performance at the Central Java Regional Police Yanma

Abstract

The Grand Strategy Program of the Indonesian National Police (Polri) is a national strategic agenda that started from 2005-2025 aimed at improving professionalism, accountability, and the quality of public services. The success of reform in the Indonesian National Police organization, especially the Yanma Polda Jateng, is not only determined by structural and regulatory changes, but also by internal organizational factors such as recruitment and placement, education and training, a conventional DP3-based performance appraisal system, dissatisfaction with existing career development, rampant discipline and violations, and a lack of transparency in the distribution of performance allowances. This study aims to analyze the contribution of these six factors to the implementation of human resources (HRM) in the Yanma Polda Jateng work unit using a qualitative approach method that produces descriptive data in the form of written or spoken words from people and observable behavior. The results of the study indicate that the implementation of human resource management in the Yanma Polda Jateng work unit plays a strategic role in building an objective, transparent, and competency-based development system. Member integrity is a moral element that determines the direction of professional behavior and prevents abuse of authority. Meanwhile, the quality of training relevant to task requirements can improve the technical skills, discipline, and adaptive abilities of Polri members amidst the complexity of modern security challenges. The perception of organizational fairness through career development and the open distribution of performance allowances creates a sense of satisfaction for members in carrying out daily duties, this has a significant impact on motivation, job satisfaction, and member commitment to changes in the implementation of HRD in Polri institutions, especially the Yanma Polda Jateng work unit. Overall, these six factors influence and contribute to each other. This study confirms that the success of HRD implementation in Polri, especially Yanma Polda Jateng, cannot be achieved through structural changes alone, but requires a deep transformation in the aspect of HR management as the main foundation of institutional renewal.