Transformation of the Government Employee's Culture of Working Performance

An Interpretive Strategy of Organization Communication

Abstract

Transformation refers to a change of form and characteristic of an organization. One example could be a change from being accustomed to working under instructions to working with initiatives and quality or corporate-based orientation. Transformation has something to do with a possibility and deals with a generating process of becoming aware of the existence of influence creative soul brings to the working environment. It leads to working by way of what mind expects. The present transformation of the Government employee's culture of working performance still gives some impression of being bureaucratic-formalistic, obsolete and slow in terms of giving services. This phenomenon certainly leads to customer dissatisfaction. Although attempts of changing the culture of working performance has been initiated since 1985 followed with the incidence of reformation in 1998, the expected results have yet been achieved. The present study reports on gaining an interpretive description of Strategy of organization communication which brings with it some possibility of enhancing the Government employee's culture of working performance. Two theoretical frames of reference are applied in this writing, namely the cultural theory of organization and the theory of organizing, complemented with the writer's experience being a participant observer during the years of 2005 and2006 in one of the offices of education in West Java, Indonesia. Through observation, document study, interview and focus group discussion, the findings reveal that the employee's culture of working performance remains transitional and leaves with it Jess conducive working environment. Nevertheless, various strategies of organization communication involving actively employee in the varietal self-organizing level of the lower, middle and dignitary layers has urged a change of betterment in terms of working performance from bureaucratic-hierarchic to quality-based working performance.