2015 International Conference on Information Technology System and Innovation (ICITSI)

Bandung Bali, November 16 19, 2015

ISBN: 978-1-4673-6664-9

Defining Knowledge of Government Human Capital

Management: A Qualitative Study
Elin Cahyaningsih
Faculty of Computer Science
University of Indonesia
Depok, West Java, 16424, Indonesia
elin.cahyaningsih@ui.ac.id
Dana Indra Sensuse
Faculty of Computer Science
University of Indonesia
Depok, West Java, 16424, Indonesia
dana@cs.ui.ac.id
Wina Permana Sari
Faculty of Computer Science
University of Indonesia
Depok, West Java, 16424 Indonesia
winapermana@gmail.com

Abstract Knowledge is organizational value, it represent
organizational core business. Knowledge embodies in human
capital as organizational intangible asset. Acquiring
organizational knowledge and the types of knowledge is
important to identify existing core knowledge and requirement of
knowledge. Human capital management concept began to be
famous in Indonesian government since a new legislation of civil
servant was released. UU ASN No. 5 Year 2014 transform civil
servant management activities into human capital management
based. Its affect to the three government institution duties and
functions as human capital managers they are KEMENPAN &
RB, BKN and LAN. Identifying organizational knowledge is
important to create an effective collaboration and managing
knowledge to enhanced organizational performance. Qualitative
analysis is used to process the expert interview data. Content
analysis used to codify the knowledge. Result show that 18 core
knowledge were identify, which is classify into organizational
core knowledge in each government human capital managers
and some of them are intersect with others.
Keywords knowledge; organizational knowledge; tacit
knowledge; explicit knowledge; knowledge mapping; human
capital; human capital management; qualitative study; content
analysis
I. INTRODUCTION
Knowledge is organizational intangible asset which should
be managed to achieve the organizational competitive value.
Knowledge can be found embodied in individual as
organizational member or well known as tacit knowledge.
While, organizational explicit knowledge can be found in
organizational artefact. Determining organizational
knowledge as core competence of organization to conduct
their business process is important. It can represent
organizational existing knowledge, requirement knowledge,
types of knowledge and resource of knowledge.
Knowledge management used to manage organizational
knowledge, it also consist of knowledge mechanism and
technologies to improve the knowledge. Therefore, knowledge
management can be used to reach the organizational
objectives and competitive values. Since constitution of
Indonesian Republic No. 5 Year 2014 About Goverment
Human Capital (UU No. 5 Tahun 2014) were legally declare
National civil servant management concept are changed. The
management of civil servant are transform to competency and
performance based. It made government human capital
management knowledge also changed. We should determine
what knowledge should be used to perform the management
process.
According to the new constitutions, three government
institution were legally appointed to conduct the management
process. They have their own duities and function to create a
government human capital. Both of them can increase
organizational knowledge which is based on people to
improve the organizational competitive advantage. This
process will enhance organizational objectives and national
development. BKN as agencies which is nationally
responsible to organize and develop government capital
management hold all management activities in human capital
management besides two others ministries/agencies. LAN
duties are hold in government capital research and
development programmes, otherwise KEMENPAN&RB
responsible at government capital management supervision
and formalized the legislation of the management process[1].
In carrying out their duties those government institutions
should collaborate, coordinate and cooperate both directly or
indirect relation. Each government institution has their own
core knowledge and expertise which is based on their duties,
therefore managing knowledge is important.
This research conduct to identify the government human
capital knowledge as general, organizational knowledge
related to the human capital management process and type of
knowledge exist in organization.

978-1-4673-6664-9/15/$31.002015 IEEE
 II. LITERATURE REVIEW
A. Human Capital and Human Capital Management
Human Capital (HC) is individual nature which consist of
their skills, knowledge and experiences[2]. Human capital
represents individual knowledge and skills which promote to
enhance organization innovation [3]. Human capital contains
of individual element (technical knowledge, experiences,
KM), management capabilities (spirit and organization
culture) and human resource practice (communication
description and employee competence) [4]. In management
theory, human capital is organizational intangible asset and
market value. Hence, [5] claimed human capital is
organizational intellectual capital which contains of individual
knowledge, skills, ability, and capability to develop and
innovate.
Human capital management process is planning, employee
seeking, placement, employee satisfaction, maintaining trough
reward, and retirement. This process consist of some activities
such as leadership, management practice, learning capacity,
workforce optimization, knowledge accessibility and talent
management [3]. While, human resource activities such as
recruitment, selection, training and development, information
system, collaboration were align with creating human capital
activities [6].
Human capital management activity intended to attract,
develop, motivate, and retain employees. It include
organizational function of performance appraisal, career
management, training, reward and recruitment [7]. Human
capital management also associate with employee
commitment, retention, talent management, learning and
personal development, organizational learning, capability,
transformation, leadership, employee engagement,
performance management for creating human capital to
achieve organizational competitive advantages [8].
B. Knowledge and Knowledge Mapping
Knowledge reflects truth, belief, perspective, concept,
opinion and expectation. Knowledge also can be used to
define particular problem and how to solve it [9]. Knowledge
also one of human capital element which is the basis of
individual experience and skill [3][5]. Hence, [10] claim that
knowledge embodied in the understanding of a pattern.
While, organizational knowledge is core competency that
reflects organizational competitive values. It consists of all
organizational member ability. Usually, organizational
knowledge is routines activities which imitated by all
organizational member. Creating organizational knowledge
can be conducted by transforming individual tacit knowledge
and groups into explicit knowledge, so this knowledge can be
shared and embedded in organizational routines[11].
Organizational knowledge can be classifying into two type,
tacit knowledge and explicit knowledge.
Tacit knowledge represents individual experiences,
reflection, internalization and talent [12]. While, [13] stated
that tacit knowledge is individual knowledge, difficult to be
express, it also articulate individual skill, working knowledge
and high level of expertise. Tacit knowledge is personal
therefore it hard to be extract from individual[14].
Hence, explicit knowledge are knowledge that can be save
using technologies or mechanism [12]. According to [9],
explicit knowledge is written knowledge in words and
numbers or can be represent in manual, procedure and others
form. Explicit knowledge also can be formed by document,
SOP, manual and best practice [14].
Knowledge mapping is a process to identify set of
knowledge which can make greater differences, how it can be
accessed and exploited by team, organization and communal
benefit[15]. Knowledge mapping is an approach to identify
knowledge. It used to define specification of job analysis in
organization. While, [16] claimed that knowledge mapping is
technique aims to identify knowledge in organization.
Whereas [17] consider that knowledge mapping comprises a
process which provides specific organization knowledge
picture in a map to support business process, it also visualize
knowledge gap for internal and external knowledge.
According to [15], knowledge mapping can be guidance to
improve information capture tools and techniques in order to
enhanced information quality.
C. Qualitative Research
According to [18] qualitative methods used to explore
respondent experience, understanding from data. It usually
conducted with interviews, fieldwork, document and video.
This result analysis can be form as a theory, story and
ethnography. While, [19] claimed that qualitative research
aims to determine interpretation and understanding of each
participant based they own meaning. Generally, it conducts
cross case comparison and analysis with limited number/case
or complex phenomena. Some methods in qualitative research
are case study, ethnography, phenomenological, grounded
theory and content analysis [20]. Characteristics of qualitative
research are context based, the data have superiority,
researcher focus on emic perspective, condensed description
and closed relation to the research object[21].
Data analysis in qualitative research consists of several
steps as follow [22]:
1) Data collection : process of collecting data
2) Data reduction : process of selecting, focusing,
simplifying, abstracting and transforming/coding
3) Data Display : process of organized, compressed
information into matrix
4) Conclusion : process of verified, decision
D. Content Analysis
Content analysis is process to identify specific
characteristic from content by exploring verbal, visual,
behavior, pattern and themes from such of information [23].
Hence, [24] stated that content analysis is a systematic
approach of coding and classification to determine trends,
relation, pattern structure and frequency of the word from a
text. [25]was claimed that content analysis is textual analysis
which interpretive in nature, simple, unstructured, unclear, and Those criteria of knowledge are used to codify the
able to encounter large data. qualitative data from expert interview about government
According to [21] content analysis methods have several human capital management knowledge in three government
advantages such as direct access to criteria that have choose institution based on interview transcribes data.
based on the qualitative data, it represent user perspective
align with their opinion in data collection, systematic process III. METHODOLOGY
when identifying the criteria of each data, flexible and easy to Research begins with a literature review to gain conceptual
integrate and control decision of analysis result by researcher foundation of the research study. Data collection was
and expert. Content analysis can be used to analyze large conducted using interview methods to the expert of three
amount of data from several sources. It also can analyze the government institution KEMENPAN&RB, BKN and LAN as
phenomenon of particular topic[26]. While, some benefit of government human capital managers.
content analysis method are simple, unstructured, unassuming, Qualitative method used to analyze the data which used
and context sensitive related to the topics [25]. content analysis to determine the code of organization
Content analysis stages are as follow [27]: knowledge from expert transcribes data. First steps of content
x Formulating research question analysis is formulating research question like What are the
x Specify sample to analyze core of organizational knowledge to manage government
x Define categories to applied human capital? Then, sample of expert to be analyze are
x Outline the coding process defined. There is 68 expert respondents were interviewed, 48
experts from BKN, 12 experts from LAN and 8 experts from
x Implement coding
KEMENPAN&RB.
x Analyze coding process Categories of organizational core knowledge were
identified from literature review, previous study and findings
D. Previous Study from analysis process which represent requirement knowledge
Some researcher and document analysis from some of to conduct human capital management activities. Hence,
regulation have discussed and declare about human capital coding process done with analysing each text of transcribe.
management knowledge in government institution. Content of the answers transformed into categories code. This
Government human capital management knowledge was categories code is used to analyze the transcribe data.
identified in table I as follow: Data reduction process is done using content analysis. It
coded each word text in transcribes data which related to the
TABLE I. GOVERNMENT HUMAN CAPITAL MANAGEMENT organizational core knowledge compatible with the literature
KNWOLEDGEFROM PREVIOUS STUDY
review and previous study. Findings result shows each
No
Human Capital Management
References organizational core knowledge frequency. This result was
Knowledge visualized in graph to represent percentage of frequency in
[1], [3], [6], [7], [28],
1 human capital acquisition
[29]
each institution.
human capital acquisition and
2
development administration
[1], [28], [29] IV. RESULT AND ANALYSIS
[1], [3], [7], [8], [28], Interview conducted to collect the qualitative data. Hence,
3 human capital retention
[29]
expert respondent are selected based on their expertise in
4 human capital management [1], [3], [28], [30][33]
performing human capital management process in each
[1], [3], [6][8], [28], government institution. All respondent were managerial level
5 human capital development
[29], [32], [33]
and functional staff which have their specific job description
6 human capital planning [1], [3]
in their department unit. Result analysis which represents
7 information technology [1], [6], [28], [29] percentage of knowledge in KEMENPAN&RB, BKN and
8 supervision [1], [8], [28][31] LAN were show in Table II.
9 research study [28], [29] [1], [32], [33]
TABLE II. ORGANIZATIONAL KNOWLEDGE OF GOVERNMENT HUMAN
10 legal aid [28], [29], CAPITAL MANAGEMENT
11 implementation of higher education [1], [32], [33] Organizational Core
No Category Freq. Percentage
12 specialist development [1], [32], [33], Knowledge
13 public services [30][33] Archive and Document
1 BKN 4 3.01
Management
14 innovation [32], [33] 2 BKN Human Capital Acquisition 14 10.53
15 legislation and policy formulation [1], [28][31] Human Capital Acquisition
16 organization and institution [30][33] 3 BKN and Development 21 15.79
Administration
17 bureaucratic reform [1], [30], [31]
4 BKN HC Retention 18 13.53
18 implementation of sate administration [32], [33].
5 BKN Human Capital Management 30 22.56
6 BKN Human Capital Development 15 11.28
 7 BKN Human Capital Planning 12 9.02
8 BKN Information Technology 6 4.51
9 BKN Human Capital Legislation 10 7.52
10 BKN Legislation Formulation 1 0.75
Implementation of Higher
11 LAN 2 12.50
Education
Human Capital Capacity
12 LAN 5 31.25
Building and Training
13 LAN Research Study 3 18.75
14 LAN Specialist Development 2 12.50
15 LAN Public Services 2 12.50
16 LAN Innovation 2 12.50
Legislation and Policy
17 MENPAN 6 26.09
Formulation
18 MENPAN Public Service 5 21.74
19 MENPAN Organization and Institution 3 13.04
20 MENPAN Human Capital Apparatus 5 21.74
21 MENPAN Supervision 3 13.04 Fig. 1. Government Human Capital Management Knowledge Map
22 MENPAN Bureaucratic Reform 1 4.35
External Requirement Figure 1 show all core knowledge in managing government
No Category Freq. Percentage
Knowledge
human capital management, which describes each of
1 BKN Communication 2 28.57
organizational knowledge, related knowledge among
2 BKN Public Service 4 57.14 government institution and external knowledge requires for
3 BKN Leadership Management 1 14.29 HCM process. We merged the knowledge from 22
4 LAN Institutional Architecture 1 100 organizational knowledge into 18 organizational knowledge.
No Category Type of Knowledge Freq. Percentage This knowledge is important to promote government human
1 ALL Tacit Knowledge 49 53.85 capital management process. Disjoint knowledge is shown in
intersect of diagram, it verify that three government
2 ALL Explicit knowledge 42 46.15
institutions have a collaboration work and duties in managing
government human capital. While, the external requirement
Table 1 shows 22 organizational knowledge was found that of knowledge can be obtained and learn from other
represent three government institutions process business to government institutions and for other knowledge required can
perform government human capital management. Hence, four be discover from any references and best practices.
external requirements knowledge are discovered. This BKN organizational knowledge is HC planning, HC
knowledge is important to support their function and duties. acquisition and development administration, HC legislation,
While, generally knowledge can be divided into two type HC retention and IT. This knowledge related to technical
explicit and tacit knowledge. Research finding represent that duties of BKN based on legislation required in their job
tacit knowledge in government human capital manager is function. HC planning is knowledge that represents process to
more than explicit knowledge. It means that managing tacit formalize employee formation based on job position. It
knowledge is important to be defined. Although the explicit ensures the organizational staff can support organizational
knowledge also important to be managed, but managing tacit vision and mission [34]. HC acquisition are activities to
knowledge is need more attention and effort. It embed in promote employee promotion, placement and replacement
human capital and hard to be articulate, need a lot of human based on their assessment result [35][36]. HC acquisition and
participation and goodwill to share their knowledge development administrative are technical process of employee
Based on result analysis we can conclude that some recruitment, selection, placement, promotion, mutation and
organizational knowledge related to the management process career development. While, HC legislation is knowledge that
in three government institution was disjoint with another represent human ability to understand deeply about ever HC
government institution. Moreover, there is knowledge that legislation. HC retention consist of knowledge how to retain
important for all of them. Other external requirement people through career development, organizational support,
knowledge was pictured outside the government areas. It rewards and working environment[37] .
indicates that the knowledge should be discovery from other Hence, HC development related to the LAN, it means that
references or best practices. both BKN and LAN can do collaboration program in
Figure 1 will describe three organizational knowledge maps developing HC. HC development consists of employee
in government human capital management process. capacity, skill and competency building activities. It can be
conducted by training and educational program to enhanced
employee innovation [38].
 LAN organizational knowledge is innovation, research
study, implementation of higher education and specialist
development. Employee innovation is result of employee idea,
creativity and motivation to generate new invention in their
working environment [39]. Research study knowledge
determines analytical knowledge in some particular problems.
Implementation of higher education knowledge consists of
activities to develop curriculum, teaching materials, plan,
mechanism and tools. Specialist development or known as
expertise development represent development program to
enhance their expertise competency.
Public service knowledge became the only knowledge
required in three government human capital managers align
with their objectives to conduct excellent public services.
Public service improvement can be done by improving
services delivery and customer satisfaction by managing the
service continuously[40]. They can collaborate and make
standard and general public service knowledge which is can be
implemented in some mechanism and technologies.
KEMENPAN & RB organizational knowledge are
bureaucratic reform and Supervision. Bureaucratic reform
conducts process of organizational structuring, structuring
management, restructuring the human resource, strengthening
control, accountability performance and public services.
Otherwise, change management, consultation, monitoring and
evaluation, knowledge management and structuring
legislation rules also part of bureaucratic reform knowledge
[41]. The legislation formulation and HCM knowledge are
disjoint with BKN. HCM knowledge aligned with all HCM
process from acquisition, development and retention which
based on the applicable legislation. While the organizational
and institutional knowledge are related to LAN required
knowledge, it seems that KEMENPAN & RB can be a
reference and best practices in transfer this knowledge.
Whereas, communication and leadership management
knowledge should be discover and learned from another
sources to enhance organizational objectives. Communication
ability supports public services activity and proper
communication skills can improve user satisfaction. Then,
leadership management is used to encourage organizational
change management.
V. CONCLUSION
Organizational core knowledge is important to conduct
organization duties and function. This knowledge is their asset
to achieve the organizational objectives. Sometimes, some
critical knowledge required to improve organizational
competitive values. This knowledge can be discovers from any
sources, references and best practice. Identifying existing
organizational knowledge and requirement knowledge is
necessary to do as well as their types and source. It can be
used to make a knowledge improvement program among these
government institutions.
Research concludes that organizational knowledge from
three government human capital managers align with their
organizational function and duties. Formulated knowledge
map can give obvious description of knowledge, which are
they related, where the source of knowledge and how to get it
and used it. This identification can be a recommendation for
government human capital managers to manage, improve and
disseminate their organizational knowledge to achieve their
organizational objectives. This finding also can be a basic
guidance to gathering their capacity and ability to perform
their duties because it needs a collaboration work. Conducting
knowledge management program for collaborate the
knowledge between organizational institution can be a
recommendation for these government institutions. This
program used to formalized knowledge management process,
mechanism and technologies from such as different
knowledge and types of knowledge.
Limitation of this study is specific to the Indonesian
government human capital management knowledge where
executive duties are KEMENPAN & RB, BKN and LAN in
bureaucracy culture. Future research could be enriched by
creating general model knowledge of government HCM or
taxonomy of HCM knowledge.
ACKNOWLEDGMENT
The Authors thank to State Ministry for State Apparatus
Reform (KEMENPAN & RB), National Civil Service
Agencies (BKN) and National Institute of Public
Administration (LAN) for facilitate data research.
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