Consequences of an upgraded UI
Prijono Tjiptoherijanto, School of Economics University of Indonesia, Jakarta
Following Government Regulation No. 61/1999 on higher learning institutions as statutory bodies, four universities are set to test the implementation of this regulation. The University of Indonesia (UI) in Jakarta, Yogyakarta-based Gadjah Mada University (UGM), the Institute of Agriculture of Bogor (IPB) and the Bandung Institute of Technology (ITB) are now all set to make themselves non-profit state-owned statutory bodies.
As state-owned statutory bodies, these universities no longer operate on the same basis as they did when they were still state universities. One reason why UI has earned its new status is that it is considered to have sufficient management capabilities to shoulder greater levels of autonomy and responsibility.
The management of an organization striving toward independence must be related to financial resources, human resources and an organization fit to achieve the set goals. UI will clearly rely more on funds from the public, and an urgent issue is how to do this without further burdening students, parents and the wider community.
As UI's teaching staff are highly qualified, personnel management requires greater attention. The management must avoid sacrificing academic integrity in the face of its need for funds.
Given the sluggish economy, UI must make maximum use of existing resources. The location of the campus in Depok could be attractive to tourists if well managed, given the man-made lake and vast, open space. And if "Jazz Goes to UI", which has become a regular event that many students find interesting, can also attract the general public, similar events might be attempted.
The Center for Japanese Studies, which has proper accommodation facilities, could be better used than it is today.
A good employment system should comprise selection and recruitment of personnel, placement, training and mobility without collusion, corruption and nepotism. To this end, a selection system which has been successfully developed in other institutes abroad must be applied. A fairly good recruitment system does not guarantee an increase in productivity if candidates are poorly placed. Suitable placements and opportunities offering career development will help ensure regeneration and staff development.
All this must be supported by a proper and competitive reward system that will prevent UI staffers from abandoning their main duties. In addition, tight but flexible supervision must continue to be exercised. Therefore, a professional personnel manager should be recruited to manage UI personnel in future.
And just like any other modern organization, UI's organization must be slim; its manager no more than a conductor guiding professional musicians in line with the agreed policy. What is needed are professionals who are not excessively bureaucratic. The academic senate of UI (SAUI) must really serve its function as a management partner and comply with guidance from the UI Council of Trustees (MWA-UI). UI's management, which should be collective, must prove its professionalism through periodic and systematic performance appraisals.
The aim to make UI one of the best universities and a model for other universities in the region is not just a dream if systematic and earnest efforts are made.