%0 Thesis
%9 Skripsi
%A Sacharina Diah Perdani, NIM.: 22102040030
%B FAKULTAS DAKWAH DAN KOMUNIKASI
%D 2026
%F digilib:77745
%I UIN SUNAN KALIJAGA YOGYAKARTA
%K Manajemen Kinerja, Kantor Wilayah Kementerian Agama DIY, Sistem Merit, Aparatur Sipil Negara (ASN)
%P 132
%T ANALISIS PENERAPAN SISTEM MERIT DALAM MANAJEMEN KINERJA APARATUR SIPIL NEGARA (ASN) DI KANTOR WILAYAH KEMENTERIAN AGAMA DAERAH ISTIMEWA YOGYAKARTA
%U https://digilib.uin-suka.ac.id/id/eprint/77745/
%X This study was motivated by the importance of bureaucratic reform through professional administrative restructuring, as well as the gap between the normative legal framework of the merit system and the reality of ASN performance management practices at the agency level. The objective of this study was to examine the implementation of the merit system in ASN performance management at the Regional Office of the Ministry of Religious Affairs in the Special Region of Yogyakarta. The research employed a qualitative method with a descriptive approach, utilizing data collection techniques such as interviews, observations, and documentation. The results indicate that the implementation of the merit system in ASN performance management has been carried out in practice and adheres to the principles of merit-based ASN management aligned with the performance management cycle. First, during the planning stage, Employee Performance Targets (SKP) are formulated through performance dialogues and a Role-Outcome Matrix (MPH) to ensure that individual targets align with the organization’s strategic objectives. Second, during the implementation and monitoring stages, the use of the CAKAP and e-Kinerja applications supports measurable, transparent, and evidence-based monthly performance monitoring. Third, during the performance evaluation stage, the assessment integrates quantitative SKP achievements with aspects of work behavior based on the ASN BerAKHLAK core values. Fourth, during the performance feedback stage, supervisors provide mandatory and constructive periodic evaluations as a tool for employee guidance and oversight. Fifth, follow-up on evaluation results is optimized as the basis for structural promotions, employee development, and as a reference for participating in various competency development programs. However, the effectiveness of this system still faces several obstacles, such as the uneven understanding among ASN in formulating outcome-oriented indicators, as well as differences in interpretation among evaluating officials.
%Z Dr. Dra. Hj. Mikhriani, MM.