Competency Gap Analysis at The Echelon Level and Implications in The Implementation of The Principle of Right Person on The Right place at The MAPPI District Health Office

Abstract

This study aims to map the types and levels of competency gaps, identify competency gaps, and analyze the implications of implementing the right person in the right place principle at the Mappi Regency Health Office. The background of this study is a mismatch between the competencies of echelon III and IV officials and the demands of their positions, resulting in a high prevalence of malnutrition among toddlers. This study used a qualitative approach with a case study method. Eleven informants were selected through purposive and snowball sampling techniques. Data were obtained through in-depth interviews, document studies, and indirect observations. Data were analyzed interactively and continuously using an interactive analysis model. The results indicate that competency gaps are mapped into three main types: knowledge gaps, skill gaps, and attitude gaps. Of these three aspects, the skill gap was identified as the highest and most critical area. The competency gap at the Mappi Regency Health Office is the accumulation of policy and regulatory factors, management process factors, and human resource development factors. The identified competency gap has implications for systemic violations of the principle of meritocracy, resulting in declining individual and organizational performance. These findings emphasize that the implementation of the Right Person on the Right Place principle in the Mappi Regency Health Office must prioritize meritocracy without eliminating affirmative action policies. Therefore, it is crucial to develop a theoretical model that integrates Person-Job Fit theory, Strategic Human Resource Management, and affirmative action policies within the context of public organizations in underdeveloped regions.