Publisher

LANLAN

Journal jurnal borneo administratorjurnal borneo administrator Abstract

The Directorate General of Customs and Excise (DGCE) is undergoing a transformative process aligned with bureaucratic reform objectives to achieve world-class status. This transition involves a shift from structural to functional roles, focusing on prioritizing expertise and skills. In this evolving environment, functional officers are increasingly recognized as akin to knowledge workers, highlighting the need for strategic HR approaches to maximize their knowledge as a core asset. This study examines the impact of approaches that enhance knowledge worker productivity (KWP) on functional officers by promoting personal knowledge management (PKM) through idiosyncratic job design reflected in dimensions, such as job definition, job autonomy, innovation as a job requirement, and lifelong learning orientation. Data was gathered from 249 functional officers at the DGCE through Google Forms. The Structural Equation Modeling method, employing a Partial Least Square, was utilized for data analysis. The findings reveal several vital insights: job definition and lifelong learning orientation emerge as significant positive drivers of PKM. While job autonomy exhibits a positive effect, it is not statistically significant. Interestingly, innovation as a job requirement demonstrates a non-significant negative impact. Moreover, the study underscores the significant and positive influence of PKM on KWP. Based on these findings, the study recommends an organizational redefinition of functional officer productivity, providing organizational support to foster an environment conducive to PKM. Additionally, it recommends clarifying the scope of functional officer responsibilities and authorities, alongside optimizing the role of direct supervisors as facilitators, bridging the gap between the organization and functional officers.

Conclusion

The study reveals that job definition and lifelong learning orientation significantly drive personal knowledge management (PKM) among functional officers.While job autonomy shows a positive but statistically insignificant effect, innovation as a job requirement demonstrates a non-significant negative impact.Ultimately, PKM significantly and positively influences knowledge worker productivity (KWP).These findings suggest a need for organizational redefinition of functional officer productivity, fostering a supportive environment for PKM, and clarifying roles and responsibilities.

Future Research

Further research should investigate the specific mechanisms through which job definition and lifelong learning orientation enhance PKM, potentially exploring the role of training programs and mentorship initiatives. Additionally, studies could examine the reasons behind the non-significant negative impact of innovation as a job requirement, considering factors like organizational culture and resource availability. Finally, future research could explore the long-term effects of PKM on organizational performance and the development of a knowledge-based culture within the DGCE, potentially utilizing longitudinal studies to track changes over time. These investigations should aim to provide actionable insights for policymakers and practitioners seeking to optimize knowledge worker productivity and drive bureaucratic reform in public service organizations, ultimately contributing to a more efficient and effective government.

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