Update Artikelilmiah: 32161

SAYEKTI ANJAR ANI

NIM

Judul Artikel

Abstrak (Bhs. Indonesia)

Latar Belakang: Kabupaten Pemalang dengan jumlah SDMK 4.095 di tahun 2019, rasio 
tenaga kesehatannya masih jauh dari target Kepmenkokesra RI No. 54 Tahun 2013. Hal 
tersebut disebabkan oleh kekurangan tenaga kesehatan di 10 Puskesmas dan perencanaan 
SDMK belum maksimal. Sedangkan langkah awal untuk menjamin ketersediaan SDMK 
yaitu melalui perencanaan SDMK dengan memperhatikan ada atau tidaknya tim 
perencana, anggaran, metode peramalan kebutuhan, kebijakan pemerintah dan hubungan 
terintegrasi antar pengelola SDMK. Oleh sebab itu penelitian ini ditujukan untuk 
mengetahui Mekanisme Perencanaan Sumber Daya Manusia Kesehatan (SDMK) di 
Kabupaten Pemalang dalam Pencapaian Rasio Tenaga Kesehatan sesuai Kepmenkokesra 
RI. 
Metodologi: Desain penelitian ini yaitu deskriptif kualitatif dengan pendekatan 
fenomenologi untuk menggambarkan mekanisme perencanaan kebutuhan tenaga 
kesehatan di Kabupaten Pemalang. Penelitian dilaksanakan di Dinas Kesehatan 
Kabupaten Pemalang terhadap 4 informan kunci dan 2 informan pendukung dengan 
menggunakan teori HRH Action Framework. Analisis datanya menggunakan analisis 
konten dengan pendekatan thematic network.
Hasil Penelitian: Hasil penelitian menunjukkan perencanaan SDMK di Kabupaten 
Pemalang menggunakan kebijakan pusat dan Perda agar usulan kebutuhan sesuai dengan 
SOTK dan tipe instansi maupun Fasyankes serta hasil ABK yang melebihi standar 
minimal tetap dijadikan usulan kebutuhan. Akan tetapi terdapat beberapa permasalahan 
yang sebaiknya dibenahi seperti adanya perbedaan persepsi antara Puskesmas, DKK, dan 
BKD mengenai kebutuhan SDMK, pembaharuan data dan informasi SDMK belum tepat 
waktu, tugas perencanaan menjadi tanggung jawab seorang petugas, serta serapan 
anggaran untuk perencanaan serta pengadaan SKPD hanya 0,08% dari dana kesehatan. 
Kesimpulan: The HRH planning mechanism in Pemalang Regency can improve the 
coordination of work partners so that there are no differences in perceptions in 
determining HRH needs, forming a planning team and optimizing the absorption of the 
health budget. So that the HRH planning process is more perfect.

Abtrak (Bhs. Inggris)

ratio of health workers had not been fulfilled the target of the Kepmenkokesra RI No. 54 
of 2013. This was caused by a shortage of health workers in 10 
public health center and HRH planning was not optimal. Meanwhile, the first step to 
ensure the availability of HRH is through HRH planning by taking into account the 
presence or absence of a planning team, budget, needs forecasting methods, government 
policies and integrated relationships between HRH managers. Therefore, this study aims 
to determine the Human Resource for Health (HRH) Planning Mechanism in Pemalang 
Regency on achieving the Ratio of Health Workers in accordance with Kepmenkokesra
RI.
Methods: The design of this research is descriptive qualitative with a phenomenological 
approach to describe the planning mechanism for the needs of health workersin Pemalang 
Regency. The research was conducted at the Pemalang District Health Office with 4 key 
informants and 2 supporting informants using the HRH Action Framework theory. Data 
analysis used content analysis with thematic network approach.
Results: The results showed that HRH planning in Pemalang District used central policies 
and local regulations so that the proposed needs were in accordance with the SOTK and 
type of institution and health facilities furthermore the result of ABK that exceeded the 
minimum standard were still used as a recommendation for needs. However, there are 
several problems that should be addressed, such as differences in perceptions between 
public health center, public health office, and BKD regarding HRH needs, updating of 
HRH data and information is not timely, planning tasks are the responsibility of an officer, 
and budget absorption for planning and procurement of SKPD is only 0, 08% of the health 
fund.
Conclusion: The HRH planning mechanism in Pemalang Regency can improve the 
coordination of work partners so that there are no differences in perceptions on
determining HRH needs, forming a planning team and optimizing the absorption of the 
health budget. So that the HRH planning process is more perfect.

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