Strategy For Implementing Rewards And Punishments To Improve The Performance Of Civil Servants At The Deputy Office For Human Resources And Institutional Affairs Of The Ministry Of Tourism

Abstrak

The government is currently striving to shed the long-standing stigma associated with Civil Servants (ASN) by boosting employee performance and prioritizing clearly measurable results. This study aims to analyze the implementation strategy of rewards and punishments in improving ASN performance at the Deputy for Human Resources and Institutional Affairs of the Ministry of Tourism. The research addresses three main questions: (1) How are rewards implemented? (2) How are punishments implemented? and (3) How does the implementation of rewards and punishments affect performance improvement?This research employs a qualitative descriptive approach with purposive sampling involving three key informants representing different position levels: a Junior Expert Human Resources Analyst, a Human Resources Administrator, and a Senior Legal Analyst. Data collection techniques included in-depth interviews, observation, and documentation. Data analysis used the Miles and Huberman model through data reduction, data presentation, and conclusion drawing, with source and method triangulation for data validation. The findings reveal that reward implementation based on Government Regulation No. 11 of 2017 encompasses honorary awards, special promotions, competency development priorities, and opportunities to attend state events. Punishment implementation refers to Government Regulation No. 94 of 2021, consisting of mild, moderate, and severe disciplinary sanctions. Integrated reward and punishment implementation has proven to improve ASN performance across four dimensions: quantity, quality, time, and cost. However, both systems still encounter obstacles in unstandardized procedural systems and inconsistent application due to subjectivity factors. This finding implies the formation of a fair work culture where every employee contribution is valued and every violation is accounted for. The practical contribution provides recommendations for improving structured reward and punishment procedural systems. The theoretical contribution enriches public sector human resource management studies by integrating motivation theory (Herzberg) and reinforcement theory (Skinner) within the Indonesian bureaucratic context. The research concludes that implementing rewards and punishments enables ASN performance to be organized and mapped in a structured and equitable manner, thereby boosting overall performance.