Page 56 - CONFERENCE BOOK OF INTERNATIONAL CONFERENCE ON GENDER, CULTURE AND SOCIETY (ICGCS) 2021

CONFERENCE PROGRAM AND ICGCS 2021

ABSTRACT BOOK

Gender and Public Policy

CAREER PATTERNS OF FEMALE CIVIL

SERVANTS IN GOVERNMENT OF REPUBLIC

INDONESIA

Marthalina

Universitas Padjajaran

This research aims to expand our knowledge about career planning for women who work in

the public sector in a culture of adapting organizational agility that requires women to work

professionally, full of motivation and have competence skills in types of functional positions

amidst the preparation of the Indonesian government to face the demographic bonus in 2020.
– 2035. Based on data on the number of civil servants as of December 31, 2020, there were

4,189,121 people consisting of 2,031,294 male civil servants or 47.78% and 2,157,827 female civil

servants or 52.22%. This means that there is a difference in the ratio of the number of male civil

servants and female civil servants of 0.03%. The low ratio of the number of male and female

civil servants is not proportional to the dominance of the number of male civil servants who
become officials at echelon I and echelon II levels of more than 80% compared to female civil

servants who are less than 20%. This fact confirms Morisson's theory that "women's careers

often stop at the general manager level". This fact is a big question mark, why do female civil

servants in the career process experience a decline in the percentage who occupy top

management? There are many allegations as to why female civil servants are in this condition.
One of them is the issue of gender which is still busy even in public sector organizations or

government. Female civil servants are considered to have many difficulties and obstacles in

their work. Office and family affairs still cannot be balanced in the management pattern, so

that when a promotion will be carried out at the top management level, the position of female

civil servants as a wife, as a mother, as single or as a single parent is sometimes a particular
consideration. Gender differences are rumored to have caused various injustices for both men

and women in various forms of marginalization, processes of economic impoverishment,

subordination of decision making, stereotyping and discrimination, negative labeling, violence,

working for longer hours and carrying double burdens. This should not happen if the

organization really implements a good merit system. A total of 219 female civil servants were

involved in filling out the self-reported questionnaire which we will use as research interview
informants. The results show that work motivation, work competence and organizational

agility have a very strong influence in encouraging female civil servants to create career

patterns according to the needs and demands of functional competence in the organization.

Organizational agility has an important role in creating a culture that supports career planning

for female civil servants. They are motivated when the career pattern of civil servants with this

functional design structure provides gaps and space for female civil servants to improve their
competencies and become a managerial career pattern for themselves in accordance with the

needs of life and work demands. Furthermore, public sector organizations must be examples

of how gender responsive policies are responsive to the needs, difficulties, aspirations of men

and women. Access, benefits must be obtained, accessed, used by men and women equitably.

Gender justice is a 'fair' treatment or approach, so it does not have to be exactly the same,
because men and women are indeed different, but the results must be equal or gender

equivalent. Therefore, public sector organizations must also focus more on empowering

women in developing policies, regulations, activity programs, regulations, criteria,

implementation, monitoring and evaluation that are responsive to the needs and experiences

of women. The public sector must also begin to take into account the impact of policies,
regulations, programs and so on on women and men which is referred to as gender analysis.

The results of the gender analysis can formulate goals and agendas as well as indicators of

services and development that are responsive to gender.

Keywords: career pattern, gender, organizational agility

Short Biography:

Mathalina, works Works as a lecturer at the Institute of home affairs (IPDN) which is

located at Jl. Ampera Raya, South Jakarta. Currently a doctoral student at the Faculty

of Economics and Business at Padjadjaran University, concentrating on Human

Resource Management. Field of interest in human resource management in the

public sector, home affairs and government
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