Resource Development as Workload Reduction Efforts

RESOURCE DEVELOPMENT AS WORKLOAD REDUCTION EFFORTS An organization is a forum that can be used by individuals and consists of two or more people to achieve goals and objectives that they want to achieve together. There are many components that show the characteristics of an organization, namely that there are many people, there are working relationships and work specialists, each member of the organization has its own role, there are policies that underlie every activity in it, and there are the same goals. Human Resources (HR) is one of the main components in an institution because all the work that must be completed by the institution depends on or will be carried out by existing human resources. In this case, HR plays a role in supporting the goals that have been set and want to be achieved by the institution. Institutions also have the responsibility to improve the performance of each existing human resource for the continued achievement of goals by paying attention to the existing workload so that the quality of human resources does not decrease. Employee performance is very important in achieving organizational goals because organizational goals can be achieved if the employee's performance is good and of good quality. In an institution, human resources have a role in producing performance after being given a workload by their superiors. Mangkunegara (2017, p. 9) states that performance is the result of work in terms of quality and quantity that can be achieved by an employee in carrying out tasks in accordance with the responsibilities given to him. From this expert opinion, it can be understood that employees have demands to complete the tasks or responsibilities that have been given to them by showing good performance in the process of achieving them so that what they are responsible for can be produced satisfactorily. Employees are required to have good performance because performance is one of the main factors supporting the achievement of organizational goals. In the process, employee performance will determine the results of the goals set by the institution or organization. According to Hasibuan, (2017, p. 94), employee performance is a work result achieved by a person in carrying out the tasks assigned to him which is based on skill, experience and seriousness as well as time. Therefore, with the burden received by the employee, the employee's performance must be able to emerge. According to Davis in Mangkunegara (2017, p. 67) there are factors that influence performance, namely ability factors and motivation factors. The ability factor is related to employee placement because employees must be placed in jobs that match their skills. Because if an employee is deemed capable of carrying out the existing workload then the work will be completed easily and vice versa, so leaders must consider the workload. Meanwhile, motivation factors relate to conditions that encourage employees to strive to achieve maximum work performance which is formed from the employee's attitude in facing a situation. Not always a light workload will be resolved quickly because it comes back to the ability and motivation of the employees. There are even times when a light workload can lead to laziness where employees waste time carrying out their responsibilities. The National Population and Family Planning Agency, hereinafter referred to as BKKBN, is a Non-Ministerial State Institution (LPNK) which has the task of seeking population control and realizing family planning programs. This is in line with Presidential Regulation Number 62 of 2010 which explains the duties of the National Population and Family Planning Agency (BKKBN), namely carrying out government duties in the field of population control and implementing Family Planning. In this institution, there are several fields that support the implementation of its authority and main tasks and functions, namely the Population Control Sector (DALDUK), the Family Planning and Reproductive Health Sector (KB-KS), the Prosperous Family and Family Empowerment Sector (KS-PK), the Advocacy Sector , Mobilization and Information (ADPIN), and the Training and Development Sector (Latbang) as a training center. The fields in BKKBN in carrying out their duties and training require qualified human resources who have good performance so that in the process of carrying out their responsibilities they can be carried out optimally. Based on a preliminary study conducted through direct observation, several problematic phenomena were found that occurred in one of the fields, namely the BKKBN Training and Development Sector, West Java Province, including: 1) There was an accumulation of workload at the end of the year or employees were unable to complete their work on time. . This can be seen from the work on making training certificates by the Implementation and Evaluation Division which is still being carried out even though the training was completed 2-3 months ago. Even the training certificates carried out last year were still not made, so the work was hampered and neglected when they got a new job. Not only that, while they are still busy with making certificates, other activities have been carried out again so that the employee's focus is branched out or moved to other activities first and the workload will pile up even more. Then 2) The division of work is uneven so that the working time exceeds the normal or expected time. This can be seen from several employees who seem to have a lot of work so they have to work overtime and there are those who are more relaxed when working so they can go home on time. Meanwhile, employee working hours regulations are regulated in Law no. 13 of 2003 concerning Employment and Government Regulation no. 35 of 2021 which is part of the Job Creation Law. These two basic policies both stipulate two types of rules regarding employee working hours according to the Ministry of Manpower that can be used by companies, namely: a) 7 hours a day or 40 hours a week if the number of working days is 6 days with 1 rest day in between. one week; b) 8 hours a day or 40 hours a week if the employee works 5 working days with 2 rest days in one week. In this case, the two problem phenomena above are related to the quality (how well he does his job) and quantity (how long the employee works each day) of employee performance. Based on Table 1.1 above, it can be seen that the Workload Analysis carried out at the West Java Province BKKBN is still not balanced or not as it should be. Until September 2022, there is still a shortage of 40 employees to meet the overall employee requirement standards. This can be linked and related to existing problems regarding workloads that are too piled up, which has an impact on employee performance and occurs due to a shortage of employees. The Training and Development sector, which is the place to conduct preliminary studies, still requires 13 additional people, which is almost half of the existing employees, so that their performance can be maximized. There are several factors that influence performance itself, such as according to Febriyanti and Faslah (2013, p. 105) who say that educational background is not appropriate to the job, low employee commitment, low employee motivation, lack of employee discipline, and high workload. provided by the company influences employee performance. It can be seen from this that one of the factors that causes employee performance to be good or not is the workload received by the employee concerned. Problems related to workload are supported by previous research conducted by Arif (2022, p. 72) showing that there is an influence between workload and employee performance. However, in this case the effect is very small and has a positive effect. This is also supported by previous research conducted by Jeky, Sofia, and Wehelmina (2018, p. 26) showing that there is an influence between workload on employee performance. However, in this case the effect is very small and has a negative effect. This negative influence means that the decreasing an employee's workload will have an effect on increasing the employee's performance. Employee performance and workload are related to each other because in an institution, when you want to assign the right position to an employee, you can look at the workload first. This is done so that employee performance can increase and be comfortable with the work they have and achieve effective and efficient institutional goals. The workload imposed on employees can be categorized into three conditions, namely workload that meets standards, workload that is too high (over capacity) and workload that is too low (under capacity). Employee performance is greatly influenced by workload because this workload will affect the work efficiency of employees when carrying out their responsibilities. Institutions must consider the workload given to their employees so that it is balanced with their abilities so that there will be no workload that is too high or too low. However, the employee's workload will ultimately influence whether the employee's performance is good or not. Therefore, based on the problems that exist in this institution which are related to employee performance, workload is something that must be researched to test and solve problems related to employee performance. According to Siswanto in Nova Ellyzar (2017, p. 38) states that workload is a number of activities that must be completed by an organizational unit or position holder systematically using job analysis techniques, workload analysis techniques, or other management techniques within a certain period of time. to obtain information about the efficiency and effectiveness of an organization's work. According to Sunarso in Jeky, Sofia and Wehelmina (2018, p. 21), workload is a group or number of activities that must be completed by an organizational unit or position holder within a certain period of time. Meanwhile, according to Minister of Home Affairs Regulation No. 12 of 2008, it is stated that workload is the amount of work that must be carried out by a position/organizational unit and is the product of work volume and time norms. If an employee's abilities are higher than job demands, feelings of boredom will arise. However, on the other hand, if the employee's abilities are lower than the demands of the job, then more fatigue will appear.