QUESTIONNAIRE REPORT

EMPLOYEE SATISFACTION AND MOTIVATION

IN ORDER FORMULATION OF STRATEGY AND
COMMUNICATION MANAGEMENT OF CHANGE
BUREAUCRATIC REFORM
2011
2
SUMMARY

One of the activities to be performed by the Change Management Team of empowerment Women
and Child Protection Ministry (KPPPA) in the framework of the implementation of the reform of the
bureaucracy is to formulate strategies Change Management and Communication. In connection with
the implementation of these activities are done filling out the questionnaire by 215 people including
employees KPPPA the aim to assess the readiness of the organization to make changes at the same
time to manage if there is resistance to the plan changes will be made.

In brief answers of respondents on the whole question of the questionnaire showed the following
results:

1. Tabulation of data to answer 20 questions of perception employee satisfaction (IPP) obtained a
weighted average of 3.11. The results of the conversion of a weighted average (multiplied by
20) obtained a score of 62.28 index. It can be concluded that the value of employee satisfaction
scores in Table Perception is C which means Employee Satisfaction Index (IPP) is KPPPA Quite
Satisfied.

2. The results of a detailed analysis of the respondents' answers to the question IPP showed
conclusion following:
a. In general, respondents are quite satisfied on the question "Employee Satisfaction on Job"
who also indicated that the system of promotion / transfer that had been prevailing in
KPPPA already well underway. However, it also implies that the answer is still the need for
corrective measures in a system of promotion / associated mutations as well as in the
formulation and implementation of job descriptions of each employee in KPPPA.
b. In the majority of KPPPAs employees are quite satisfied on environmental conditions and
use of the facilities as well as a sense of family at work, but still worth noting that in the
formulation of strategy and change management communication in order to reform the
bureaucracy, there is still a group of employees who are less and not satisfied with it.
c. In general, the respondents' answers in the question 'Internal Working Relations' was pretty
satisfied. Although it remains to note that in the formulation of strategy and change
management communication, there is still a group of KPPPAs employees less and
dissatisfied in the internal aspect of employment, for example in the case: the response to
a complaint subordinate leadership, guidance by the leader, and the results of direction
and instruction.
d. Related to the above categories of respondents 'level of satisfaction on Salaries, Allowances
and Other Compensation' can be concluded that in general KPPPA officials found they were
quite satisfied. However, it should also be noted that of the respondents and the number
of employees who are less dissatisfied also did little to suggest that necessary prudence in
3
the formulation of strategy and change management communication in the framework of
bureaucratic reforms in the KPPPA.

3. Tabulation of data to answer 20 questions motivation perception obtained a weighted average
of 3.44. Furthermore, the conversion of the value weighted average (multiplied by 20) earned a
score of 68.75 index. Thus, the levels of motivation in Table Perception score is B that means
KPPPAs Employee Motivation Index (IMP) is High.
4. Although the results of Employee Motivation Index (IMP) KPPPA is High, but still keep in mind
the factors lowering motivation, namely: (1) Facilities such as health insurance and pension
benefits, (2) Salaries and benefits, and (3) conditions in the workplace creating favorable
working.
5. The results of the tabulation from data to answer 10 questions of perception employee
participation in the implementation of reforms in the bureaucracy KPPPA obtained a weighted
average of 4.37. Furthermore, the conversion of the weighted average (16.67 times) obtained a
score of 72.82 index. Satisfaction scores in Table Perception score is B that means KPPPAs
Employee Satisfaction Index is High. This is important in the management of change in the
KPPPAs environment.
6. The results of the data processing means or medium of communication in the implementation
of bureaucratic reform in KPPPA showed that there are 3 types of change management
communication medium most widely chosen by the KPPPAs employee, ie: email, website and
intranet.
7. A survey of employees as one of the major stakeholders should be carried out periodically (eg.
once a year) and continuous. In addition, a survey of this kind should also be done by KPPPA
towards other stakeholders, especially women and children.



4
TABLE OF CONTENTS







SUMMARY. ................................................................................................................................ 1




TABLE OF CONTENTS.................................................................................................................. 2




I. Preliminary.. ...................................................................................................................... 3

II.

Questionnaire Data Processing .........................................................................................

5

III.

Data Analysis ......................................................................................................................

9

IV.

Index Calculation and Conclusion ...................................................................................

25


Attachment............................................................................................................................


27
5
CHAPTER I
PRELIMINARY

Bureaucratic reform is a transition or a change to the better conditions, in this case leads to the
optimal performance of the bureaucracy. In accordance with the Presidential Decree No. 81 Year 2010
on the Grand Design Reforms Road Map 2010-2025 and 2010-2014 National Reforms area there are 8
further changes should be implemented through 9 program. One of bureaucratic reform program is
Change Management.

Change Management is a systematic process by applying the knowledge, tools and resources that the
organization needs to move from the present into the desired shape, which is heading toward better
performance and to manage the individuals who will be affected by the changes. In accordance with
this understanding, it is within the framework of reform of the bureaucracy, understanding change
management can be described as follows:






Change Management Framework
In Bureaucratic Reform

Furthermore, referring to the policy and framework above, then for each ministry / agency implement
bureaucratic reforms, including of course the Ministry of Women's Empowerment and Child Protection
(KPPPA), need to perform the following steps: (1) Establish a Change Management Team, (2 )
Formulate Strategy Change Management and Communication, and (3) socialization and internalization.

Along with the establishment of the KPPPAs Change Management Team, then the next step is to
formulate a communication strategy and change management. In accordance with the Regulation of
the Minister of State Apparatus Empowerment and Bureaucratic Reform No. 10 Year 2011 on
Guidelines Implementation Change Management, then one of the important steps that need to be
done in the formulation of this strategy is to map the stakeholders in order to identify and manage
resistance.
Current
conditions
Bureaucratic
reform
Desired
condition
Change management
6

One of the major stakeholders are KPPPAs employees. Employee perceptions of the organization are
an important element for building organizational performance. All policies, programs and activities can
work well if the employee's perception of the organization as well cared for and managed thoughtfully
and well. To find out how these perceptions need to do a survey of the results can inform you about:

1. Employee satisfaction levels of the organization;
2. The level of employee motivation;
3. Level of employee participation in the implementation of Reforms in KPPPA, and
4. Means or medium of communication most desired by KPPPAs employees in the
implementation of Reforms.

As mentioned earlier that the results of this survey will be one of the main reference in the formulation
of change management and communication strategies that bureaucratic reform process through the
management of change in KPPPA environment organizations can last as expected. Therefore, the
objectives of each survey have been compiled over a number of questions. A complete list of the
questions from the questionnaire can be found in the appendix of this report.






7
CHAPTER II
DATA PROCESSING


Data processing techniques to all respondents will be tabulated using the data processing software
(spreadsheet) and statistics. Furthermore, analysis of the data on the respondents' answers through 2
ways:
1. In-depth analysis of the total answer each question in each group;
2. Calculation of the index value for each group of questions, except to answer questionnaires
means or other of communication are the most desirable in the implementation of
bureaucratic reform

Technically, in order to determine the level of employee participation, analysis of data processing by
using the calculation of the index, either to determine the level of satisfaction and motivation, as well
as to determine the level of employee participation in the implementation of bureaucratic reform. The
calculation of the value of the index is done by using the "weighted average" of each statement, as
follows.

1. Customer Satisfaction Index

Corresponding customer satisfaction index questionnaire, the employee satisfaction index
calculation there are 20 statements were reviewed. Each statement has the same weights with the
following formula:




To obtain the value of Employee Satisfaction Index (ESI) approach is used the average value weighted
by the following formula:






The weight value weighted = sum of weights 1 = 0,05
average number of statements 20

ESI weighing = Total Per Statement of value perception X Value
Number of statements
8
Furthermore, to facilitate the interpretation of the judgment ESI is between 20-100, the results of the
above assessment is converted to the value of the base 20, with the following formula:



Finally, a score or value perceptions of employee satisfaction were divided into 5 groups (categories) as
shown in the following table:

No ESI Interval Value Interval Conversion
Value
Satisfaction
Scores
Perception
1 1,00 1,80 20,00 36,00 E Dissatisfied
2 1,81 2,60 36,01 52,00 D Less satisfied
3 2,61 3,40 52,01 -68,00 C Quite Satisfied
4 3,41 4,20 68,01 84,00 B Satisfied
5 4,21 5,00 84,01 100,00 A Very Satisfied

2. Employee Motivation Index

Similar to the calculation of Employee Satisfaction Index, then the calculation of Employee
Motivation Index (EMI) in Ministry of Women Empowerment and Child Protection also there are 20
statements were reviewed. Each statement has a weighing factor equal to the following formula:




The calculation of a score or value of Employee Motivation Index (EMI) approach the average value
weighted by the following formula:




ESI X 20

The weight value weighted = sum of weights 1 = 0,05
average number of statements 20

EMI weighing = Total Per Statement of value perception X Value
Number of statements
9
To facilitate interpretation of the assessment of the EMI is between 20-100, the result of the above
assessment is converted to the value of the base 20, with the following formula:



Furthermore, to determine the level of perception of employee motivation does categorization or
grouping, as shown in the following table:

No ESI Interval Value Interval Conversion
Value
Satisfaction
Scores
Perception
1 1,00 1,80 20,00 36,00 E Very Poor
2 1,81 2,60 36,01 52,00 D Poor
3 2,61 3,40 52,01 -68,00 C Fair
4 3,41 4,20 68,01 84,00 B Better
5 4,21 5,00 84,01 100,00 A Best


3. Employee Participation Index

Similar to the previous calculation, the calculation of Employee Participation Index (EPI) of the
Implementing Reforms in the Ministry of Women Empowerment and Child Protection also contained
10 statements that were examined. Each statement has the same weights with the following formula:






To obtain the value of Employee Participation Index (EPI) approach is used the average value weighted
by the formula, as follows:


EMI X 20

The weight value weighted = sum of weights 1 = 0,10
average number of statements 10
10




To facilitate interpretation of the assessment of the EPI which is between 16.67 to 100; the results of
the above assessment is converted to the base value of 16.67, with the following formula:




Finally, to measure the perceptions of the EPI as a grouping done in the following table:

No ESI Interval Value Interval Conversion
Value
Satisfaction
Scores
Perception
1 1,00 1,80 20,00 36,00 E Very Poor
2 1,81 2,60 36,01 52,00 D Poor
3 2,61 3,40 52,01 -68,00 C Fair
4 3,41 4,20 68,01 84,00 B Better
5 4,21 5,00 84,01 100,00 A Best


4. How to Change Management Communications or Media

To the determination of the manner or means of communication most desired by employees Ministry
of Women Empowerment and Child Protection in bureaucratic reforms carried out by a simple
calculation, ie by the average value of the choice responses. In other words, the calculation done by
summing response scores divided by the number of respondents who returned a questionnaire.




EMI weighing = Total Per Statement of value perception X Value
Number of statements

EPI X 16,67
11














CHAPTER III

RESULTS DATA ANALYSIS QUESTIONNAIRE




A. Identity of Respondents


The data collection questionnaire carried out
simultaneously on December 18, 2011 at the
Ministry of Women's Empowerment and
Child Protection (KPPPA), Merdeka Barat
Street, Central Jakarta. . Overall the number
of respondents who return the questionnaire


Respondents Position



2%
Structural Echelon I
were 215 people, consisting of officials of
structural, functional and staff. As can be seen
from the graph, the majority of respondents
were staff (36%) and structural echelon IV
(28%), while the smallest is structural echelon
(2% or 3 people). Overall the number of
respondents is 80% of the total population of
employees of the Ministry of Women's
Empowerment and Child Protection
numbering 324 people (data as of December
31, 2011).


B. Employee Satisfaction


36%






2%
11%








28%




21%

Structural Echelon II
Struktural Eselon III
Struktural Eselon
IV
Fungsional

Staf

Against the level satisfaction of employees submitted 20 questions covering various aspects,
start from position, jobdesk, untill the opportunity to attend training. All the questions are
grouped into 5 groups, namely: (1) the level of employee job satisfaction, (2) Level of satisfaction
on Environment and Facilities Office, (3) Level of Satisfaction on Communication, (4)

The results of data processing from 5 groups questions above are as follows:

1. Employee Satisfaction on Job

Satisfaction employee on the job is determined by various aspects. Therefore, the employee
satisfaction level of the Ministry of Women Empowerment and Child Protection on
employment is reflected through the following 5 questions, namely: (1) the satisfaction on
recent position; (2) replacement of structural position; (3) Satisfaction on job assignment (4)
satisfaction on job suitable talent and interest; and (5) satisfaction on results and type of
work.

Completely, the respondents answers of all questions were:
12



















Satisfaction with the current position
Associated satisfaction with the current




40%
5% 3%

13%





39%

Unsatisfty
Less Satisfy
Quite satisfy
Satisfy
Very Satisfy
position shows generally employee of
the
Ministry of Women's Empowerment and
Child Protection quite satisfy (39%), satisfy
(40%) and very satisfy (5%), on the contrary
unsatisfy and less satisfy on current position
if combined covered 16% or 34 people from
summary sample 215 employees.






Along with the satisfaction of position, then
asked the employee satisfaction
replacement of structural positions.
Questionnaire result
showed that generally

Satisfaction with the replacement of
structural position

0% 4%

employee quite satisfy (55%), satisfy (18%).
Besides, questionnaires data also showed
still unsatisfy (23%) andnot satisfy (4%) by
structural position changes.

18%



55%

23%
Unsatisfiy

Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy



Satisfaction with the division of labor


3%
4%

How about the division of labor among
KPPPAs employees? Respondents
answer showed that generally employees are

20%


49%

24%
Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy
quite satisfy (49%), satisfy (20%), and very
satisfy (3%). But not least the number of
employees who less satisfy (24%) and
unsatisfy (4%) totally 28%.



In the aspects of the job satisfaction
according to their talents and interest,
generally KPPPAs employees answered that
they were quite satisfy (40%),
s a t i s f y (36%), a n d v e r y s a t i s f y
(1%). Instead there are KPPPAs employees

Satisfaction of Talent Based Task &
Interest

5%
1%
Unsatisfy
18%
Less Satisfy

that less satisfy (18%) and unsatisfy (5%)
with the suitability of a job with their talents
and interests.
36%

40%
Quite Satisfy

Satisfy

Very Satisfy
13








Satisfaction with the result and
the type of work
Generally can be assumed that if someone
satisfied with the position, job sharing and
job compability with their talents and
Interests, then the employee will give good




35%

6% 1%

14%






44%


Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy
job result. By the result and the type of job,
the answer from KPPPA employees showed
that generally they quite satisfy (44%),
satisfy (35%), and very satisfy (1%). Instead
there KPPPA employees are less satisfy
(14%) and unsati sf y (6%) by the
achievement of results and the type of
work.

Although generally respondents are quite satisfy on grouped question Employee
Satisfaction level on job which also indicated that the system of promotion / transfer that
had been apply in KPPPA run very well. However, it also implies that the answer is still need
for corrective measures in a system of promotion / mutation associated with the
formulation and implementation of job description of each employee in KPPPA.

2. Level of Satisfaction on Environmental Conditions and Use of Facilities

The achievement of satisfactory performance can not be separated from a variety of factors,
including the satisfaction of employee on environmental and office facilities. Related to this
case asked 2 following question : (1) satisfaction for the use of office facilities, (2) satisfaction
over the work environment and atmosphere, and (3) the sense of family satisfaction in the
office environment. Shortly answers of respondents to this question are:










41%



Satisfaction the use of
office facilities
1% 8%

11%

39%






Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy
Related with the satisfaction of the
environment and atmosphere of work,
generally KPPPAs employees stated quite
satisfy (42%) and satisfy (20%). Instead
there are 30% who are less satisfied and
5% were not satisfied. What about the
satisfaction level of KPPPA employees


Satisfaction with environment
and work atmosphere
with use office facilities? The results of the
questionnaire indicated that they were
generally quite satisfied (39%), satisfied (41%),
and very satisfied (1%). However, it should
also consider the percentage of employees
who are dissatisfied (11%) and less satisfied
(8%). Overall the employees who are less and
not satisfied are 41 people of 215 employees
who return the questionnaire answer.

3% 5%

20%



42%



30%


Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy
14








Associated with respondents position level in KPP-PA organization, so most of employees
proportion in less satisfy category are staff level. Similarly, from 3 empolyees of echelon 1,
there are 2 people who said quite satisfied with the use of office facilities. Complete answer
by respondent position level can be seen in the chart below.




25 Satisfaction Using Office Facilities

20
15
10
5
0 Unsatisfy

Structural
Echelon I Structural
Echelon II Structural
Echelon III Structural
Echelon IV Functional

Respondents Position




Staff
Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy




Kepuasan atas rasa kekeluargaan di
lingkungan kantor
Formal atmosphere cant be separated from
the work environment, however, its
inevitable that informal setting also required



28%
13% 2% 14%



43%

Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy

to dilute the formal relationship. One form
that fits the characteristic in Indonesia is the
emergence of a sense of family (kinship)
among fellow employees.


How satisfaction level of KPP-PA employees of the sense of kinship in office environement?

Majority of respondents were quite
satisfy (43%), satisfy (28%), and very
satisfy (13%). Percentage who are
unsatisfy (2%) and less satisfy (14%)
30
Satisfaction of

Sense of Kinship
25

20

15
relatively small. Furthermore, when its
10
observed, apparaently distribution of 5
quite satisfy, satisfy and very satisfy
0
are prevalent in each level of KPP-PA
employeess position.
Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy



Majority of KPP-PA employees are quire satisfy with environment condition and the use of
facilities and kinship in office, but still need to note that in formulating strategy and
communication management of change in order of bureaucratic reform, theres still a group of
employees who are less and unsatisfy with the condition.
15








3. Satisfaction Level on Labor Internal Relations

Internal working relations can take place both vertically (between superior and subordinate)
and horizontal (equal in the same hierarchy). To determine the level of KPPPA employee
satisfaction the internal labor relation was filed 7 questions, namely: (1) the satisfaction of
communication between staff and management; (2) satisfaction over the cooperation
between staff / employees; (3) satisfaction on record yield / quality of work of leadership;
(4) satisfaction for the leadership of the complaint; (5) satisfaction on leadership
development; (6) satisfaction over the results of the direction and instruction; and (7) the
satisfaction track record in DP3. Responses to the questionnaire of the question is as follows:


Satisfaction in the communication
between staff and management
In summary it can be said that the majority (86%) or
185 of 215 people KPPPA employee quite satisfied,



37%
4% 2% 12%


45%

Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy
satisfied and very satisfied in vertical communication
between staff and management. This data also
indicates that there are 30 KPPPA employees less
and dissatisfied in communication between staff and
leadership.

Positive results above are also supported by data
on satisfaction in the cooperation between the
staff / employees (horizontal relationships) which

Satisfaction in the cooperation
between the staff / employees

Unsatisfy
shows that the majority of KPPPA employees fairly
satisfied (51%), satisfied (29%) and very satisfied
(5%) in this horizontal relationship. Numbers less
and dissatisfied comprise 15% of the respondents.
5%
2% 13%

29%

51%

Less Satisfy
Quite Satisfy
Satisfy Very
Satisfy


Satisfaction of record yields / quality
of work from leaders
2%
What level of satisfaction KPPPA employee in
the record yield / quality of the work of the
leadership? Of respondents who received it


40%

11%




47%
Unsatisfy

Quite
Satisfy

Satisfy
Very
Satisfy
can be concluded that the majority of KPPPA
employees said they were quite satisfied
(47%), satisfied (40%), and very satisfied (2%).
Instead dissatisfied only 11% of the total
sample.

Due to the level of satisfaction with the
record yield / quality of work of the leader,
the majority of KPPPA employees also stated


Satisfaction on the leadership of
the complaint
that they were quite satisfied (51%),
satisfied (27%), and very satisfied (1%) for
the leadership of the complaint
subordinates. However, the numbers of less
and dissatisfied to 21% or 45 people out of
215 employees were being sampled.


27%
1% 4%

17%


51%

Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy
16








S
t
r
u
c
t
u
r
a
l

E
c
h
e
l
o
n

I

S
t
r
u
k
t
u
r
a
l

E
s
e
l
o
n

I
I

S
t
r
u
c
t
u
r
a
l

E
c
h
e
l
o
n

I
I
I

S
t
r
u
c
t
u
r
a
l

E
c
h
e
l
o
n

I
V

F
u
n
c
t
i
o
n
a
l

S
t
a
f
f

25
15
0

Satisfaction on leaders coaching
The next question in the category internal
workings relatioship satisfaction is the level of
satisfaction of employees for coaching by the


17%


42%
4% 3%

34%

Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy
Leadership. Generally KPPPA employees
stated that they were quite satisfied (42%),
satisfied (17%) and very satisfied (4%). Needs
attention is the number that are less and
dissatisfied as high as 37% of the total sample
or 80 of 215 people.


Further study on respondents
30

answers related satisfaction on
20

10
leadership coaching shows that
5

generally echelon III, IV, and the staff
are quite satisfied. But instead
echelon I, II and functional generally
stated that they were less satisfied
with the leadership coaching.












Respondent Positon
Satisfaction on
leadership
coaching



Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy



Satisfaction on the results of direction and
instruction
Due to satisfaction of coaching leadership,
generally KPPPA employees stated that they



25%
6% 3%


13%



53%


Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy
Were quite satisfied (53%), satisfied(25%),
and very satisfied (6%) on the results of
direction and leadership instruction. Less
and Unsatisfy employees only reached 16%
of the total sample.





In accordance with employment laws
apply, then periodically carried out an
assessment of the employee
performance by the immediate
supervisor. Questionnaire answers

Satisfaction track record in DP3


0% 4%

5%
to these questions indicate that the
majority of KPPPA employees feel quite
satisfied (52%), satisfied (39%), and very
satisfied (5%). The number of employees
who are not happy just cover (4%) of the
total sample, even there were no KPPPA
employeesare not satisfied with the
judgment record of achievement in DP3.

39%


52%
Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy
17






Generally the respondents answers in question category Internal Working Relations was
quite satisfied. Although it remains to note that the formulation of strategy and change
management communication, there is still a group of KPPPA employees less and dissatisfied
in the internal aspect of labor relations, for example in the case: the response to a complaint
subordinate leadership, guidance by the leader, and the results of direction and instructions.

4. Level of Satisfaction on Salaries, Allowances and Other Compensation


Another aspect is no less important to obtain the look KPPPA employee readiness to change
is how the level of satisfaction of employees on salary, benefits and other compensation. It is
important to see if the employees feel safe (secure) and obtain a refund (return) they
deserve for all their time and energy contribution to the organization. On the respondents
answers to this question are:

What level satisfaction of KPPPA
employees between renumeration paid
to the responsibility given to them? The
results of grouping the respondents
indicated that there are employees who
are quite satisfied (39%), satsfied (18%)

Satisfaction of compliance with the
salary and benefits given
responsibility


1%
4%

and very satisfied (1%). Instead
significantly less satisfied (38%) and
dissatisfied (4%) as a whole amounted to
42% or 90 of the 215 people sampled
showed showed a significant amount.






39%

18%


38%
Unsatisfy

Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy




Satisfaction of compliance salary and
benefits with the given responsibility

30

25

20

Unsatisfy
15

Less Satisfy
10

Quite Satisfy
5

Satisfy
0

Very Satsfy

Further studies on the
respondents answers showed
that 1% who are very satisfied on
employee salaries and benefits of
compliance with the
responsibilities given only in the
staff level employees only.
Likewise for answers dissatisfied
(4%) were found in almost all
levels of office employees, except
for functional employees did not
reveal any disgruntled employee
salaries and benefits of
compliance with the
responsibilities given.
18










majority were quite satisfied (49%),
satisfied (18%), and very satisfied (6%).

18%
6%

25%
Unsatisfy

Less Satisfy
Overall this figure reached 73%, which


Quite Satisfy
also indicates that there are 27% less and
dissatisfied.

49%

Satisfy

Very Satisfy


In addition to salaries and benefits, other
compensation received by civil servants is
health insurance. Respondents answers to


Satisfaction with the health insurance

2%
this question show that most KPPPA
employees quite satisfied (38%), satisfied
(16%), and very satisfied (2%). Consistent
with the level of satisfaction with salary and
benefits with responsibility given, the
number of employees less satisfied (35%)
and dissatisfied (9%) are also significant in




38%

16%
9%



35%
Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy

Satisfaction with the health insurance
25

20
15
Unsatisfy
Less Satisfy
10
Quite Satisfy
5
Satisfy
0
Very Satisfy









Satisfaction over security


1%
Unsatisfy


terms of health insurance. Further
research shows that the
respondents are not satisfied and
the answers are less satisfied at all
levels of office, unless the echelon
leves I and II. It is also proved that
the system of health insurance for
civil servants outside the echelon I
and II have not been better.






How respond KPPPA employees in
satisfaction over security? Answers
from the questionnaire showed that

27%
5%
19%




48%

Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy
the majority of employees are quite
satisfied (48%), satisfied (27%) and
very satisfied (5%). Numbers less
satisfied and dissatisfied reach 20% or
43 people out of a total of 215 people
were being sampled.




Answers or response KPPPA employees
to the satisfaction level of career
development guarantee shows that the
Satisfaction guaranteed
career development

2%
19






Satisfaction with the
opportunity to attend training

2%
The last question in this category is the level
of employee satisfaction for the
opportunity to attend training. From the
answers we can assume that KPPPA
employees generally quite satisfied (44%),

21%
5%




44%

28%
Unsatisfy
Less Satisfy
Quite Satisfy
Satisfy
Very Satisfy
satisfied (21%), and very satisfied (5%).
Instead employees are less and dissatisfied
reached 30% or 64 people out of a total
from 215 employees were being sampled.
This significant amount need attention,
especially in terms of setting an opportunity
for employees to attend training.


Related to the respondents answer on level of satisfaction on Salaries, Allowances and Other
Compensations category, can be concluded that generally KPPPA employees were quite
satisfied. However, it should also be noted that the respondents answer numbers less
satisfied and dissatisfied employees also not little give sign that needs prudence in the
formulation of strategy and communication management change in the framework of
bureaucratic reforms in the KPPPA.



C. Employee Work Motivation

Due to the level of employee satisfaction, it is also important to look at what are the factors that
motivate employees and how KPPPA perceptions against these factors. Related to this 20
questions proposed include: salaries and benefits, working facilities, conditions and office
environments, cooperation and attitude of friends work together.
A complete answer to the respondents is as follows:



Salaries and benefits
have motivated



Untrue and
Not Exactly
Are salaries and benefits that have been
obtained have motivated KPPPA employees?
Processed on the respondents answers
showed only a few employees to justify the
salaries and benefits have motivated. It is
indicated from the correct answer (12%) and



28%
12% 6%

14%



40%

Slightly True


Mostly True


Generally
True

True
is generally correct (28%) were smaller when
compared with the most correct answers
(40%), slightly right (14%), incorrect and
inaccurate (6%).
To test the consistency of the respondents
were asked questions questions related to the
adequacy of salaries and allowances. The
answer to this question also indicate that
there are only a few employees to justify or
generally considered the adequacy salaries
and benefits received. Instead the majority assume that partially true (42%), slightly true (31%)
20








and untrue and incorrect (10%) the
adequacy of salaries and allowances.



Salaries and benefits are sufficient




The next thing asked is how motivation
associated with the adequacy of the facility
as civil servants, such as health insurance
and retirement benefits in terms of meeting
the needs of life?


14%



42%
3%

10%




31%
Untrue and Not
Exactly
Slightly True

Mostly True

Generally True

True
Consistent with the response to the previous statements, the majority of these respondents also
gave correct answers that slightly true (36%),
Facility as a civil servant
has been fulfil needs


2%



Untrue and Not
Exactly

Slightly True
mostly true (34%), and untrue and not exactly
(14%) if the facility meets the needs of the civil
servants.



34%
14% 14%


36%


Mostly True


Generally True


True
Respondents answer to the 3 questions above
signaled that in the formulation of change
management and communication strategies in
order to reform the bureaucracy in the KPPPA to
consider aspects of salary and benefits as well as
improved civil servants facilities.


What is the status as a civil servant? Is this a
factor in motivating KPPPA employees?
Respondents answers to the statement
shows that the majority (89%) agreed that if


Being a civil servant has motivated


1%
the status of a civil servant becomes the
motivating factors. This is demonstrated by
the most correct answers (45%) and
generally correct (44%).

44%
10%




45%
Untrue and Not
Exactly

Slightly True

Mostly True

Generally True



Workplace conditions make quiet

Majority of respondents recognized that
conditions in the workplace that is quite a factor


30%
5%

6%
20%
Untrue and Not
Exactly

Sedikit Benar

lightly True

influencing employee motivation. Generally, or
75% of the respondents said that the mostly
true (39%), it is generally true (30%), True (6%)
39%


Mostly True


True
if the conditions in the workplace can make
them feel at ease in working.
21








Other factors that influence employee
motivation is convenience office environment.
Almost the same as the answer to the statement
The surroundings make
comfortable office
of conditions in the workplace, generally KPPPA
employees stated are true (7%), generally true
(33%) and mostly true (41%), the environment
arround the office to make them feel
comfortable to work.



33%
7% 5%


14%


41%
Untrue and Not
Exactly
Slightly True

Mostly True

Generally True

True


The coworker make
comfortable

Untrue and Not


Did the work frieds make KPPPA employees
comfortable to work? From the answers
received, the majority (90%) agrees that work




37%
2%

11% 8%





42%
Exactly
Slightly True

Mostly True

Generally True

True
friends to make them feel comfortable at
office. These are showed by the mostly true
(42%), generally true (37%), and true (11%).




The next question is a partnership
between work friends can make Mr. / Mrs.
feel comfortable at office all this time?

Cooperation with coworker make
comfortable
Answers of respondents also indicated that
the majority (90%) agree with the
question. Similar to the previous question
are only 10% of employees stated that
little true an untrue.






44%
3%

9% 7%




37%
Untrue and Not
Exactly
Slightly True

Mostly True

Generally True

True



Coworker attitude motivate


Untrue and Not

Is the attitude of colleagues were able to
make KPPPA employees are motivated to
work? Respondents answers show that most




45%
4%

6%
9%





36%
Exactly

Slightly True

Mostly True


Generally True


True
or 87% employees agree, that attitude
motivate coworkers. This is showed by the
true answer (6%), generally true (45%) and
mostly true (36%). Employees who do not
feel affected by the attitudes of coworkers
only reached 13% only with slightly true
answer (9%) and untrue (4%).

22




Specific questions related to coworkers
attitudes is coworkers sympathetic and
friendly to Mr. / Mrs.? Consistent with the
answer to the previous question, the


Sympathetic and friendly coworkers

Untrue and Not
answer KPPPA employees true (7%),
generally true (49%) and slightly true
(39%). Employees were not affected by the
sympathetic attitude coworkers only 5% of
the total sample.







49%
1%
4%


7%




39%
Exactly
Slightly True


Mostly True


Generally
True

True



Teamwork motivates

Tidak Benar dan


Is teamwork in preparing the work of the






47%


13%

0% 4%




36%
Untrue


Slightly True


Mostly True


Generally True


True
office can make Mr. / Mrs. motivated to
work? Respondents answers to this
question are true (13%), generally true
(47%), and mostly true (36%). Instead the
answer is slightly true up to 4% of the total
sample.



Apart from the above set of questions are also posed a number of questions related to KPPPA
employees motivation (total 20 question in the questionnaire). Detailed analysis of the overall
answer to this question can be seen in the next section (Chapter III) of this report. However,
the answers from many above questionscan be concluded that the overall KPPPA employees
motivation is High in works, but there are various factors that must be considered in the
formulationand implementationof change management and communication strategies, such as
salaries and benefits, as well as civil sevants perceived facility inadequate.



D. Employee Participation In the Bureaucracy Reform Implementation

Change Management is the management of resources in order to achieve organizational goals
with better performance. Organizational change is a shift from the current situation towards
the desired state. In organizations, these changes include the structure, process, people,
mindset and work culture. Change as desired bureaucratic reform is not a simple process. In
addition, the changes likely to raise resistance to the individual in the organization.
Transparency of the process, communication and involvement of all stakeholders in the change
process will reduce the resistance.
23






In other words, reform in principle is a change that requires the participation or employee
involvement. Employee participation can be done from now on the formulation,
implementation and evaluation of the implementation of the area changes through the
program / activity Bureaucratic Reform. To determine the extent of KPPPA employees
participation in Bureaucratic Reform proposed various questions, the answer is as follows:



8 Change Area RB have been
implemented and running well
Bureaucratic Reforms i n accor dance
with the Grand Design and Road Map
includes 8 areas of change. How employee




33%
1% 4%

9%




31%



22%

Strongly
Disagree
Disagree
Less Agree
Quite Agree
Agree
Strongly
Agree
perceptions of the implementation of the 8
area this change within the KPPPA
organization? The answers showed that 33%
agreed, 31% quite agree, and 9% strongly
agreed. However keep in mind that the
numbers do not agree (22%), disagree (4%)
and strongly disagree (1%) was also
significant.




leadership factor is one of the important
factors in the BR success. Respondents answer
indicated majority KPPPA employees strongly
agree (13%) agree (40%), and quite agree
Consistent leadership and enco-
urages the BR implementation


1% 2%




Strongly
Disagree
DIsagree
(28%), that the leadership of the organization
are consistent and encouraging the BR
implementation. Numbers do not agree,
disagree, strongly disagree are 19% or included
41 people of 215 employees were sampled.




40%
13%
16%




28%


Less Agree

Quite Agree

Agree

Strongly Agree





Employees actively participate in
BR implementation


1%
3%

Are KPPPA employees actively participate in
the BR implementation? From 6 alternative
answers are available, the majority agreed
that KPPPA employees actively participate in



40%

7%
18%



31%
Strongly Disagree

Disagree
Less Agree
Quite Agree
Agree
Strongly Agree
RB implementation. This is showed by the
answers strongly agree (7%), agree (40%),
and quite agree (31%). However, please
note that the reverse answers also
significant that include: less agree (18%),
disagree (3%) and strongly disagree (1%).
24








Related with the BR implementation, the next
thing asked is whether the employees has
participated actively in the implementation
bureaucratic reform? Respondents answers

Employees basis in order to construct
the direction and BR policies


3% 7%

to this question are strongly agree (16%) agree
(47%), and quite agree (27%). The answer is
fairly consistent if compared with the response
to the participation of employees in the
previous question.




47%
16%


27%
Disagree

Less Agree
Quite Agree
Agree
Strongly Agree






All employees had been participating
actively in the advocacy of bureaucratic
reforms

0% 4%
Strongly Disagree
Simiarly, to test the consistency of the
respondents answer, asked if all
employees had been participating actively
in advocating the BR implementation?
Answers of repondents indicated that the



42%
7%
17%


30%

Disagree
Less Agree
Quite Agree
Agree
Strongly
Agree
majority or 79% said strongly agree (7%),
agree (42%), and quite agree (30%).
Nevertheless still also need to consider
the number who disagree (17%) or 36
people out of total 215 employees were
being sampled.


Work culture (culture set) empl oyees
i s another i mportant f actor i n the
successful BR implementation. On this
Employee work culture have supported
of bureaucratic reforms

3% 5%
question, most respondents strongly
agree (7%), agree (35%), qiute agree
(30%). Instead there are 28% less agree
employees, and are strongly disagree if
work culture employee has support the
BR implementation in KPPPA.



35%
7%




30%

20%
Strongly Disagree

Disagree
Less Agree
Quite Agree
Agree
Strongly Agree

Employees have been involve in
providing input during the
preparation of the direction and
policy of bureaucratic reform

Strongly


How is employee participation in providing input
during the preparation of BR direction and
policies in KPPPA? Consistent with an answer
similar question, the majority or 84% of the




42%
2% 3%

9%
11%





33%
Disagree

Disagree


Less Agree
Quite Agree
Agree
Strongly Agree
sample stated strongly agree (9%), agree (42%),
and quite agree (33%). The number of samples
that stated less, disagree and strongly disagree
only reached 16% of total sample. Although it
looks small, but still need special attention.
25






Are criticsms and suggestions employees
can determine strategies and priorities in
the implementation of internal
bureaucratic reform KPPPA? Most or 88%

Criticsm and suggestions employee
can determine strategies and
priorities in the implementation of
internal BR
of all respondents strongly agree (15%),
agree (43%) and quite agree (30%). But in
contrast only 12% said less, disagree and
strongly disagree that criticsm and
suggestions employees can determine
strategies and priorities in the
implementation of KPPPA internal
bureaucratic reform.






43%



15%

1%
1%

10%





30%
Strongly
Disagree
Disagree

Less Agree

Quite Agree

Agree

Strongly Agree



Employee suggestion and criticsm are
taken into consideration in the BR
implementation


2% 4%
In order to test the consistency of
respondents answer to the question
above, then the next question asked
whether an employee suggestion
and criticsm are taken into


33%
7%
17%



37%
Strongly Disagree

Disagree
Less Agree
Quite Agree
Agree
Strongly Agree
consideration in the BR
implementation? Overall or 77% of
respondents answered strongly
agree (7%), agree (3%), qiute agree
(37%). Apparently the number of
respondents who said less, disagree
and strongly disagree greater when
compared to the previous question
become 23% or almost 2 times greater than the previous question.



How does an employee wishes to
change on an ongoing basis in BR
implementation? Answer the
questionnaire showed that the

In the BR implementation all employees
have strong desire to change in a
sustainable

2%
majority or 90% of KPPPA employees
stated want to change on an ongoing
basis there is no strongly disagree
with this question, but there are 10%
less, and disagree with the change
sutainable.

20%
8%





45%


25%
Disagree

Less Agree
Quite Agree
Agree
Strongly Agree



Generally overall can be concluded response of the KPPPA employees participation in the BR
implementation is high. However, for the succesful of BR implementation, the BR policy must
be able to manage change well, especially in terms of considering the various comments and
suggestions from employees.
26






E. The Most Effective Communication Media Towards Process Of Change

The succes of Change Management Strategies in BR implementation can not be separated from
chosen communication strategy. Empirical experience of successful organizations to reform,
including the government sector, proving that the role of a communication strategy is vital.
Related to this proposed choice questions about how or medium of communication what if
considered most appropriate to communicate any program / BR activity.


In summary the results of the tabulation of data respondents over 10 options or ways of
communication media chosen were as follows:


BR Media Communication


5,40
5,25
5,19
5,17

5,20
5,00
4,80
4,60
4,40
4,20
4,00






4,43


5,03





4,67


4,98





4,56

5,09





4,63









The answers above show that 3 types of communication media management changes most
widely chosen by KPPPA employees is email, website and intranet. It also proves that the media
or the use of Information Technology (IT) is more desirable when compared to conventional
methods such as: memos, banners, and press releases. Starting from the above results, it is
important for the BR Implementation Team to harness the use of IT in the BR implementation.
This is due to with one of the activities in the Governance Strengthening Program is through the
implementation of e-government.
27
CHAPTER IV INDEX
CALCULATION
AND SUMMARY




A. Index Calculation

As mentioned in Chapter II Data Processing, the calculation of the value index is done by using a
formula based on the weighted average value of the tabulation of the answer choices 215
KPPPAs employees who were respondents. The complete results of the calculation of the index
is as follows:

1. Employee Satisfaction Index

Tabulation of data to answer 20 questions of perception employee satisfaction gained a
weighted average of 3,11. The results of the conversion of a weighted average (multiplied by
20) obtained a score of 62,28 index. Thus, the value of employee satisfaction scores in Tabe
Perception is C which means the KPPPAs Employee Satisfaction Index (ESI) is Quite Satisfied.

Further analyzes of the total answer any question showed that 3 of the questions with the
highest and lowest satisfaction scores in employee satisfaction is the question:

Average Value perception Low Satisfaction:
1. Health Insurance (2,67)
2. Suitability huge salaries and benefits with responsibility (2,74)
3. Leadership Coaching to staff who arent able to show the work performance (2,83)

Average Value Perception Top Satisfaction
1. The use of office facilities (3,52)
2. Track record in DP3 (3,43)
3. Sense of Kinship in office environment (3,35)



2. Employee Motivation Index

Tabulation of data to answer 20 question motivation perception obtained a weighted average
of 3,44. Furthermore, the conversion of the value weighted average (multiplied by 20) earned
a score of 68,75 index. Thus, the value of the motivation in Table Perception score is B which
means KPPPAs Employee Motivation Index is High.

Further analyzes of the total answer any questions showed that 3 of the questions with the
lowest and highest value of motivation in the motivation question is:
28
Raising Employee Motivation Factors:
1. Civil Service jobs are increasingly challenged to think and do (4.34)
2. The work of Civil Servants is a vocation and devoted (4,09)
3. Good Communication with colleagues (3,87)

Lowering Employee Motivation Factors:
1. Facilities such as health insurance and retirement benefits (2,53)
2. Salaries and allowances (2,69)
3. Office condition in creating a conducive working (3,13)



3. Employee Participation Index

Tabulation of data to answer 10 questions of perception employee participation in the BR
implementation in KPPPA obtained a weighted average of 4,37. Furthermore, the conversion
of the weighted average (multiplied by 16,67) obtained a score of 78,82 index. Satisfaction
scores in Table Perception score is B which means KPPPAs Employee Participation in BR
implementation is High.

Further analyzes of the total answer any question showed that the 10 questions asked,
earned, Top Indicator Participation in strong desire to bureaucracy reform with a weighted
score of 4,73. While Low Indicators Participation KPPPA employees is the question employee
advice and criticsm as consideration in the implementation of bureaucratic reforms to the
value weighted average 4,09.




B. Conclusion

Based on the data analysis of data and calculation of the index can be concluded as follows:

1. Generaly respondents are quite satisfied on the question Employee Satisfaction on Job
which also indicated that the system of promotion / transfer that had been apply in KPPPA
already well underway. However, it also implies that the answer still needs for corrective
measures in a system of promotion / mutations associated in the formulation and
implementation of job description of each employee in KPPPA.
2. The majority of employees are quite satisfied on KPPPAs environmental conditions and use
of the facilities as well as sense of family at work, but still need attention in the formulation
of strategy and change management communication in order to reform bureaucracy, there is
still a group of employees who are less and not satisfied with it.
3. Generally the respondents answers in Internal Working Relations question was quite
satisfied. Although it still to be noted that in the formulation of strategy and change
management communication, there is still a group of KPPPA employees less and dissatisfied
in the internal aspect of labor relations, for example in case: the response to a complaint
subordinate leadership, guidance by the leader, and the results of direction and instruction.
29
4. Related to respondents answers on level of satisfaction on Salaries, Allowances and Other
Compensation category, can be concluded that generally KPPPA officials found they were
quite satisfied. However, it should also be noted that the respondents of the number of
employees who are less and dissatified not least, indicated that necessary prudence in the
formulation of strategy and change management communication in the framework of
bureaucratic reforms in the KPPPA.
5. Although the calculation of KPPPAs Employee Motivation Index (EMI) is High, but still keep
in mind the factors lowering employee motivation, namely: (1) Facilities such as health
insurance and retirement benefits, (2) Salaries and benefits, and (3) workplace conditions in
creating peace in the workplace.
6. Index Employee Participation in the implementation of BR KPPPA High a capital base that is
valuable in the formulation and implementation of change. This is important in the
management of change in the change in the KPPPA environment.
7. The results of the data processing means or medium of communication in the implementation
of BR in KPPPA showed that there are 3 types of change management communication
medium most widely chosen by the KPPPA employee, namely: email, website and intranet.
8. A survey of employees as one of the major stakeholder should be carried out periodically
(eg once a year) and continuous. In addition, a survey of this kind should also be made to
other stakeholders, particularly women and children.