INNOVATION DEVELOPMENT STRATEGY OF HUMAN CAPITAL IN DIRECTORATE GENERAL OF IMMIGRATION AS PUBLIC SERVICE ORGANIZATION

• Main Author: Herlinawati, Ririn
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/42458
• Institution: Institut Teknologi Bandung

Directorate General of Immigration (DGI), as one of public service organization, realizes the importance of innovation during the rapid development of technology. Innovation in DGI is also important as it will affect the ease of doing business in Indonesia which also has impact to the increase of foreign investment. The concern to innovation is proven in institution’s value of work: innovative. Yet, the institution is still left behind to other government agencies in terms of innovation development. The institution has never been listed as Top 99 Public Service Innovation since 2014 and the rate of Immigration Service is also lacked behind other countries every year. This research aimed to create a strategy to develop innovation through human capital by seeking the inhibiting factors of innovation and key factors in building innovation capacity. Semi-structured interview with 21 employees of the institutions, observation, questionnaire, and study literature are used as method to gather data in this qualitative study. The study is begun by auditing the innovativeness’ rate. According to Global Innovation Index, innovation in Indonesia is left behind other foreigner countries. Using Innovation Diamond, it is known that one of the hinder of innovation is the organization itself. Meanwhile, based on Innovation Value Chain, the institution is not giving full effort in idea generating process of innovation. Using the data from interview, it is found out that there are 11 obstacles in doing innovation: (1) no experience in related field, (2) limited skill in current job, (3) unmatched skill and background with current job, (4) no team in workplace, (5) no support from leaders, (6) no benefit for successful innovation, (7) no funding, (8) no autonomy in doing ideas, (9) no resources, (10) tight regulation, and (11) organization culture. The obstacles could be explained using TOE Framework as the inhibiting factors in doing innovation. In Technological context, DGI does not have compatibility and complexity in creating innovation. In Organizational context, the institution is lacked in linking structure, communication process, slack, and organization culture. In Environmental context, there is an absence in regulation of innovation. Using Public Service Innovation Framework, it is found out that the organization does not have capacity to innovate as it is lacked in ability, motivation, and opportunity. The workers are lacked in skill (hard and soft skill) and knowledge (tacit and explicit knowledge); motivation (intrinsic and extrinsic) which is affected by organization culture, leadership, and regulation; and opportunity to innovate which is related to the autonomy in doing ideas. The solution to improve the innovation development is by implementing the innovation strategy model on human capital. It is started with talent acquisition, which planning the number of people needed, analysis of work, recruitment and selection, and placing the right people in right position. As for the existing employee, the third step shall be passed. Once the talent acquisition is completed, the leadership support and employee development shall be conducted during the time of work. Leadership support consists of giving benefit for the successful innovation, rewarding the innovator, and removing barriers to innovate. Meanwhile, employee development consists of network building with other agencies and institution to gain knowledge, training and education related to the work, and knowledge management to share the knowledge between colleagues.