The leader strategy in improving performance of navy human resources
1 Indonesia Defense University, UNHAN Jakarta Indonesia.
2 Indonesia Naval Technology College, STTAL Surabaya Indonesia.
Review Article
Global Journal of Engineering and Technology Advances, 2021, 09(03), 023–030.
Article DOI: 10.30574/gjeta.2021.9.3.0157
Publication history:
Received on 26 October 2021; revised on 02 December 2021; accepted on 04 December 2021
Abstract:
Nowadays the Indonesian Navy is considered to have succeeded in strengthening its role in carrying out the development of a world-class marine defense force and has also received recognition from various countries in the world. However, there are still many problems regarding improving the performance of human resources in the Navy organization. This study aims to determine the strategy of the Navy Leaders in improving the quality of competent human resources in their fields. Furthermore, the research objectives can be detailed again and are more operational in nature, namely a). Formulating a strategy for the leader of the Navy to solve the problem of inequality in the number of personnel with existing positions, especially in the lieutenant colonel and colonel strata until 2024 and b). Determining the strategy of the leader of the Navy in solving problems has not created a synergy between the functions of education, use, and maintenance so that it hinders the development of personnel. The method used in this study is a qualitative approach based on direct observation analysis, expert interviews, and literature study. The qualitative approach assumes that human resources are active resources, therefore the qualitative approach aims to understand the object and make explorations. The strategy results obtained are the implementation of competency-based personnel development policies, empowerment of the Navy Personnel Assessment center, carrying out "Superior Job Performer" activities, conducting Competency Based Interview (CBI) training and developing "Integrated Personnel Information System", and implementing the second policy careers for personnel who are not elected to certain positions. Furthermore, synergize between the functions of education, use, and maintenance of personnel for continuous personnel development.
Keywords:
Leader Strategy; Human Resources Performance; Indonesia Navy
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