International Journal of Multidisciplinary Research and Growth Evaluation  |  ISSN (Online): 2582-7138  |  Double-Blind Peer Review  |  Open Access  |  CC BY 4.0

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International Journal of Multidisciplinary Research and Growth Evaluation

ISSN (Online): 2582-7138 | Open Access

Organizational Management in Improving Employee Performance in the Protocol and Communications Section of the Regional Secretariat, Tojo Una-Una Regency

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Volume: 6 | Issue: 2 | Pages: 1573-1582

Subject: Public Administration

Country: Indonesia

DOI: https://doi.org/10.54660/IJMRGE.2025.6.2.1573-1582

License: CC BY 4.0

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Abstract

This research is to examine organizational management in the Protocol and Communication Section of the Regional Secretariat of Tojo Una-Una Regency in improving employee performance. This research uses a descriptive qualitative approach that aims to examine a phenomenon that occurs in real life experienced by the research subject and describe in a systematic, factual, and accurate manner something that is the object of research. The theoretical basis used, namely G.R.Terry, has four aspects of management functions, namely the planning function, the organizing function, the actuating function, and the controlling function. From the results of the research, the performance of the Protocol and Communication Section of the Leadership in supporting the smooth running of the tasks of regional leaders has not run optimally, so there is a need for improvements in several sectors such as improving the planning system, carrying out good organizational functions, and ensuring effective government communication between superiors and subordinates. For this reason, good organizational management is indispensable so that tasks and functions can run effectively and efficiently.

How to Cite This Article

Arlinda, Daswati, Nuraisyah (2025). Organizational Management in Improving Employee Performance in the Protocol and Communications Section of the Regional Secretariat, Tojo Una-Una Regency . International Journal of Multidisciplinary Research and Growth Evaluation (IJMRGE), 6(2), 1573-1582. DOI: https://doi.org/10.54660/IJMRGE.2025.6.2.1573-1582

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  1. 2. Aspectsoforganizing/organizingorganizationalmanagementinimprovingemployeeperformanceintheprotocolandcommunicationsectionoftheregionalsecretariatoftojouna-unaregency. Organizing(organization\: Itisaprocessthatconcernshowthestrategiesandtacticsthathavebeenformulatedinplanningaredesignedinanappropriateandresilientorganizationalstructure, conduciveorganizationalsystemsandenvironment, andcanensurethatallpartiesintheorganizationcanworkeffectivelyandefficientlytoachieveorganizationalgoals. Organizingistheprocessofpreparingan'organizationalstructure'thatisinaccordancewiththeorganization'sgoals, itsresources, andtheenvironmentthatsurroundsit. Activities Organizing Theseare: Allocateresources, formulateandassigntasks, andestablishnecessaryprocedures. Establishanorganizationalstructurethatshowstheexistenceofalineofauthorityandresponsibility. Cleaningactivities. Completion, training, anddevelopmentofhumanresources/workforce. Activitiestoplacehumanresourcesinthemostappropriateposition. Oraganizinginvolvesthedivisionoftasks(divisionoflabor\amongtheunitsordepartmentsboundtoachievecertainobjectivesortoimplementthemoneystrategyhasbeendeterminedatthepreviousstage. Soinorganizing, identifyingandgroupingactivities/activities, delegatingauthorityandresponsibility. Basically, theorganizationthathasbeenexplainedbymanagementexpertsistoshowthefollowingthings: Themanagementmethoddesignsaformalstructureforthemosteffectiveuseoftheresourcesithas. Howtheorganizationgroupsitsactivities, whereeachgroupingisfollowedbytheassignmentofaleader/managerwhoisgiventheauthoritytosupervisethegroupmembers, bothcommunicationandreporting. Relationshipsbetweenfunctions, positions, tasksandemployeestoensureeffectivecoordination. Thewayinwhichleadersfurtherdividethetasksthatmustbeperformedwithinthedepartmentsubtractanddelegatetheauthoritynecessarytoperformthosetasks. Organizingisaprocesstodesignaformalstructure, groupingandorganizinganddividingtasksorworkamongthemembersoftheorganization, sothatorganizationalgoalscanbeachievedeffectivelyandefficiently. Thefunctionofanorganizingprocesscanbedescribedasfollows, namely: Appropriateness: Theorganizationmustbeabletosimplifytheprocessofachievingthesevengoals Adequancy: Organizationsmustbeabletofacilitateproblem-solving. Effectiveness: Theorganizationmustbeabletoaccommodatetheussahaprocessandthemanagementprocessfortheachievementofsuccess Efficiency: Theorganizationmustgetmaximumresultswithminimalsacrifices. Thepurposeoforganizingisforeachunittobeawareofitsposition, functions, authoritiesandresponsibilities. Theyareunitedinacommonforumtoworktogether, inordertoachievethegoalsthathavebeenset. Inorderfortheorganizationtotakeplacewellandachievecommongoalsingoodworkingprocedures, severalprinciplesareneeded, namely: Eachunithasahighawarenesstobeabletoacceptthegoalsthathavebeenset, sothatallactivitiesofeachunitaredirectedtoitforthesakeofacommongoal. Thedivisionoftheorganizationintofieldsorunitsmustbearrangedinsuchaway(completely\, sothatnooneunithasthesametask. Theformationofanorganizationalstructuremustreflecttheexistenceofasinglecommand, andabalanceofdutiesbetweenunits, aswellasasimplicityofauthorityandresponsibilityinordertoreducethe"spanofcontrol". Theorganizationalstructureshouldbesimple, sothattheworkpathandtherelationshippathareclear, andtherearenottoomanypeopleinvolvedintheresponsibility. Toomuchinvolvementofpeoplewillhinderworkandbeawaste. As Organizing(organizing\organizationalmanagementinimprovingtheperformanceof Employeesinthe Protocoland Communication Sectionofthe Regional Secretariatof Tojo Una-Una Regencyinvolvesthedivisionofdutiesasstatedintheorganizationalstructure. Theorganizationalstructureinthe Protocoland Communication Sectionofthe Regional Secretariat Leadershipisaformalstructureinthe Tojo Una-Unadistrictgovernmentsystemasaformofeffectiveuseofexistingresources. Thedivisionoftasksinthe Protocoland Communication Sectionofthe Regional Secretariat Leadershipispartofthemanagementoftheorganizationthatsothattheworkpathandtherelationshippathareclear, andtherearenottoomanypeopleinvolvedintheresponsibility, thedivisionoftasksisdividedbasedonresourceswhicharethenstrengthenedbythedecree. Asreferredtointheper-bup Tojo Una-Una Number23of2019concerningthe Duties, Functionsand Work Proceduresofthe Regional Secretariat. Organizationalstructure The Secretariatofthe Regional Secretariatof Tojo Una-Una Regencyasastaffelementthatcarriesoutthetaskofassistingthe Regentintheformulationofpoliciesandadministrativecoordinationoftheimplementationofregionalapparatusdutiesandadministrativeservices. Fromtheresultsofinterviewswiththefourinformantsabove, theauthorconcludesthatorganizationalmanagementinimprovingemployeeperformanceinthe Protocoland Communication Sectionofthe Regional Secretariatofthe Tojo Una-Una Regencyisassessedfromtheorganizationalaspectthathasnotbeencarriedoutproperly, becausesomeoftherarefeaturescontainedintheorganization, namelythegroupingoftasksandthedivisionoftasksareclear, aswellasthedesignofaformalorganizationalstructure Inordertoutilizeresourceseffectively, ithasbeencarriedoutbydirectlyinvolvingtheemployeesofthe Protocoland Communication Sectionofthe Regional Secretariatof Tojo International Journalof Multidisciplinary Researchand Growth Evaluationwww. allmultidisciplinaryjournal. com1580|Page Una-Una Regencyincarryingoutotherfunctionsgivenbythe Regentrelatedtotheirdutiesandfunctions. However, thefactinthefieldfromtheinformant'sstatementstatesthattherearestillemployeeswhoarenotawareofthetasksgiven, andtherearestillemployeeswhoarelessresponsibleforthetasksthathavebeengiven, sothatorganizationalmanagementinimprovingemployeeperformanceinthe Protocoland Communication Sectionofthe Regional Secretariatofthe Tojo Una-Una Regencyisconsideredfromtheorganizingaspecttobeineffective.
  2. 3. Aspectsofdirecting(actuating\organizationalmanagementinimprovingemployeeperformanceintheprotocolandcommunicationsectionoftheregionalsecretariatoftojounaunaregency George RTerry(1986\statedthatactuantingisanefforttomovethegroupmembersinsuchawaythattheywantandstrivetoachievethegoalsofthe Companyandthegoalsofthemembersofthe Company, becausethemembersalsohaveacertaindesirethattheywanttoachieveaswell. Understanding Actuatingitcanbeinterpretedastheexercisetorun, ormovethemembers, andencourage, whichisnot Anotherisanefforttorealizethe'plan'intorealizationthroughvariousbriefingsandmotivationssothatthemembers/employeescancarryouttheiractivities/workoptimallyaccordingtotheirrespectiveroles, dutiesandresponsibilities. Implementation(Actuating\canbesaidtobethemostimportantmanagementfunctioninanorganizationorbusinessactivity, becauseofitsemphasisonactivitiesthataredirectlyrelatedtothepeopleintheorganization(organizing\whichofcoursesothattheyworkaccordingtotheplan(planning\thathasbeencreatedbefore. Theplanningthatismadenomatterhowgreatitis, thentheorganizationhasalsobeendesignedaswellaspossible, withoutanyimplementation(Actuating\, theorganizationthatwebuild/thebusinessenterprise(company\thatwedesign, meansnothing, whatifthereisnoimplementation(actuating\. Actuating Itisaprocessofactionthatmovesallmembersofthegrouptostrivetoachievethegoalsthathavebeenplannedbythemanagerial/organization, bothworkingwiththeirownawarenessandthecommonawarenessof Sevaraeffectivelyandefficiently. Actuatingimportantbecauseitcanfunction;1\influencepeople, tobewillingtodowhatiscold, orwhatisnotdesirable(follower\.2\toexertaperson'srepellent, iftherearemembers/employeeswhoarereluctanttodotheirduties, throughthefunctionof Actuating Thisisthesolution.3\makepeopleabletodotheirjobwell. Through Actuating Thiscanalsomakepeopledowell. Inordertofunction Actuating Theabovecanrunwell, sotheleaderoftheorganization/companyneedstoprovidestimulationintheformofmotivation, becausewithoutstimulationintheformofmotivation, Actuating Whatwaspreviouslyanefforttorealizethe'plan'intorealization, willbedifficulttorealizeoptimally. Theorganizationalmanagementinthe Protocoland Communication Sectionofthe Regional Secretariatof Tojo Una Una Regencyimplementsthe Actuating Thisisdonetoachievethegoalofimprovingemployeeperformance. Fromthestatementsoftheinformantsstatedthat Actuating/mobilizationhasbeenwellimplementedinorganizationalmanagementinthe Protocoland Communication Sectionofthe Regional Secretariatof Tojo Una-Una Regency, thiscanbeclearlyseenfromtheresultsoftheinterviewwiththeinformantaboveprovidinginformationonhowtheleaderoftheorganization, eitherfromtheregentortheheadofthefieldtodirectsubordinates(employees\sothatallpotentialresourcesownedbyhim, canbecontinuouslyusedincarryingoutdutiesandresponsibilitiessothattheyareencouragedtocontinuetowanttowork, inordertorealizethegoalsthatwillbeachievedinaccordancewiththeplanthathasbeenset. Inaddition, theleadershipinthiscasethe Acting Regional Secretaryof Tojo Una Una Regency, Mr. Dr. Alimudin Mohamad, SE, M. Siandalsotheheadofthefieldhavealsomotivatedemployeestodotheirjobswellaccordingtothedirections, butastatementfromthestaffstatedthattheystilllackdirectionandmotivationsothatithasanimpactonemployeeperformance. Inaddition, buildinggoodcommunicationbetweenleadersandstaffisthemainkeyinimprovingemployeeperformance. Sothatinthe Actuating/Themobilizationoforganizationalmanagementinimprovingemployeeperformancecanbesaidtohavebeencarriedoutwell. However, eventhoughithasbeencarriedoutwell, itdoesnotmeanthattherearenoshortcomingsasconveyedbytheinformant, thatthereisstillaneedforimprovementintermsofcommunicationandcoordinationbetweenstaffandsectionheadsatthe Protocoland Communication Officeofthe Regional Secretariatof Tojo Una-Una Regency.
  3. 4. Aspectsofsupervision/controllingorganizationalmanagementinimprovingemployeeperformanceintheprotocolandcommunicationsectionoftheregionalsecretariatoftojouna-unaregency Thefunctionofcontrollingsupervisionandcontrolisthelastfunctioninmanagementactivities(POAC\whichcanbesaidtobeavitalmanagementfunctioninanorganization, becausebasicallycontrol(controlling\Thisservestoensurethattheimplementedemployeeperformanceimprovementplanrunsasitshouldandachievesthegoalsthathavebeensetbytheorganizationinaccordancewithitsplanning, throughvariousactivitiesthathavebeencarriedoutbytheorganization'smanagement. Inadditiontoensuring, itisnecessarytoknowwhatisthecauseofwhyitdoesnotgoasplanned, ifaplanturnsoutnottogoasitshould, andthenwhatcorrectiveactionscanbetakenbytheleadership. Amanagementfunctionthatisdirectedtodowhathasbeenplannedandhowtocorrectit, iscalledthecontrolfunction, whichin Englishterminologythisfunctioniscalledthefunctioncontrolling. Althoughsupervisionandcontrolhavefundamentaldifferences, thefundamentaldifferencebetweensupervisionandcontrolisthatsupervisioniscarriedoutperiodically, whilecontroliscarriedoutatalltimes. However, becausethemanagementfunctionrequiredisnotonlysupervision, butalsoincludesthedeterminationofcompanyperformancestandards, themeasurementoftheperformanceachievedbytheorganization, andthetakingofcorrectiveactionsiftheperformancestandardsdeviate, thenamingofthefunctioncontrollingmorewidelyused. Meanwhile, thesupervisoryfunctionisneededtoensurethatwhathasbeenplannedandorganizedand Actuating Itworksasitshouldornot. Basically, thepurposeofthecontrolorsupervisionfunctionistopreventirregularitiesorerrorsduringtheimplementationofemployeeperformanceinthe Protocoland Communicationofthe Leadershipofthe Regional Secretariatof Tojo Una Una Regencyissummarizedincarryingoutits International Journalof Multidisciplinary Researchand Growth Evaluationwww. allmultidisciplinaryjournal. com1581|Pagedutiesandfunctions. Byroutinelyconductinginspections/controls, thedissertationhasfirmnessinsupervision, suchasprovidingreasonablesanctionsforirregularitiesthatoccur, thenitcanpreventerrors/irregularitiesthatoccurinthefield. Inaddition, withcontrol, itishopedthatdeviationscanbepreventedasearlyaspossible, sothatorganizationalunitsarealwaysdynamic, workeffectivelyandefficiently. Andthelastoneis Thickenthesenseofresponsibility. Withthecontrolfromtheorganization'smanagement, employeeshaveasenseofresponsibilityfortheworkcarriedouttothem. Supervision/controlling Organizational Managementin Improving Employee Performanceinthe Protocoland Communication Sectionofthe Regional Secretariatof Tojo Una Una Regency Theaimistoseeandmeasuretheimplementationofemployeeperformanceactivitiesinimprovingperformanceandcomparetheperformancestandardsachievedwiththeobjectivestandards. Fromtheresultsoftheinterviewwiththeinformantofthe Protocoland Communication Sectionoftheleadershipoftheregionalsecretariatof Tojo Una-Una Regency, itwasstatedthatsupervisionhadnotgonewell, becausethetargetoforganizationalmanagementinimprovingemployeeperformancehadnotbeenachievedwithseveralfactorsorreasonsthathadbeenoutlinedintheinterviewexcerptabove. Itisstillverydifficulttomeasuretheachievementoftargetsbasedontheaspectofsupervision. Inaddition, astatementfromtheinformantrepresentingthestaffstatedthatinorderforsupervisiontobemoreeffectiveandefficient, itisnecessarytoprovidesupportingfacilitiesintheworkandanadequatebudget. Theleadersorheadsoftheirrespectivesectionsalsonotonlyprovidemotivationindoingtheirdutiesbutalsoneedtosuperviseandalsocontroltheperformanceofemployees. Accordingtoseveralinformantswhoaretheheadsoftheagency, thereisalackofcoordinationandcommunicationwiththestaffwhenprovidingassistancewiththeregent. Sothatmanysectionheadsdonotknowtheperformanceoftheiremployees. Therefore, theauthordrawstheconclusionthatorganizationalmanagementinimprovingemployeeperformancewillnotbecarriedouteffectivelybecausetherearestillmanyemployees/staffwhoknowwhodonotunderstandtheirduties. Robert J. Mockler,(in Stoner, Freeman,&Gilbert,2000\Controllingisasystematicefforttosetperformancestandardswithplanningobjectives, todesigninformationfeedbacksystems, tocompareactualperformancewiththesepredetermmedstandards, todetermmewhetherthereareanydeviationsandtomeasuretheirsignificance, andtotakeanyactionrequiredtoassurethatallcorporateresourcesarebeingusedinthemosteffectivesandefficientwaypossibleinachievingcorporateobjectives Supervisionisasystematicefforttoestablishperformancestandardsandplannedobjectives, designafeedbackinformationsystem, comparetheperformanceachievedwiththepre-establishedstandards, determinewhetherthereareanydeviationsandthedegreeofsignificanceofanydeviations, andtakethenecessaryactionstoensurethatallofthecompany'sresourcesareusedeffectivelyandefficientlyinachievingtheobjectivescompany\. Ifreferringtothedeterminationofperformancestandardsandactionsthatmustbetakeninordertoachievetheperformancethathasbeenset, itcanbesaidthatorganizationalmanagementinimprovingemployeeperformanceismeasuredandassessedbasedonaspectsofsupervision(controlling\thentheauthordrawstheconclusionthatorganizationalmanagementinimprovingemployeeperformanceinthe Protocoland Communicationsectionofthe Regional Secretariatof Tojo Una Una Regencyhasnotbeencarriedoutproperly. Thisisbecausetherehasbeennodeterminationofperformancestandardsineachrespectivedivision, andwhenviewedfromtheplannedtargets, ithasnotreachedtheorganization'smanagementtargets. Conclusion Fromtheresultsoftheresearch, theauthordancesconclusionsbasedonfouraspectsof George RTerry'stheory(Sukarna,2011\yanki Planning Function(Planning\, Organizing Functions(Organizing\, Direction Function(Actuating\, Controlling Function(Controlling\. Measuredfromthesefouraspects, organizationalmanagementinimprovingemployeeperformanceintheprotocolandcommunicationsectionoftheleadershipofthe Tojo Una Una Regency Regional Secretariathasnotbeenoptimallyimplementedinthesensethattheorganizationalmanagementfunctioninimprovingemployeeperformancehasnotbeeneffective. Thisisbecauseofallaspectsoftheorganizationalmanagementfunctioninimprovingtheperformanceofthe Protocoland Leadership Communication Sectioninsupportingthesmoothrunningofregionalleaders'taskshasnotbeenrunningoptimally. References
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Journal: International Journal of Multidisciplinary Research and Growth Evaluation (IJMRGE)

Publisher: Anfo Publication House

ISSN: 2582-7138 (Online)

Frequency: Bimonthly

Language: English

Open Access: Yes - This article is distributed under the terms of the Creative Commons Attribution 4.0 International License

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