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Background: In the competitive healthcare landscape, where human resources are pivotal to organizational success, affective commitment defined as emotional attachment to the workplace is essential for nurse retention and service quality. Satya Negara Hospital in North Jakarta exemplifies the challenges faced by Indonesian healthcare institutions, with a notably high nurse turnover intention of 30% in 2024, signaling low affective commitment and underscoring the urgency to identify its drivers. While person-job fit and career development are established antecedents of commitment, their combined influence within Indonesia’s nursing context, along with the potential moderating role of meritocracy, remains underexplored.. Methods:  Using a quantitative, cross sectional design, data were collected via a validated questionnaire from all 108 nurses at the hospital and analyzed using multiple regression.. Results: The results revealed that person-job fit, career development, and meritocracy collectively explain 96.6% of the variance in affective commitment. Furthermore, when meritocracy was tested as a moderating variable, the explanatory power of the model increased significantly, with the adjusted R² value rising from 96.6% to 98.5%. This indicates that the presence of a meritocratic system substantially amplifies the positive effects of both person-job fit and career development on commitment.. Conclusion: The study concludes that a synergistic combination of job fit, growth opportunities, and a merit-based system is fundamental to fostering nurses’ emotional attachment. These findings contribute to organizational and psychological theory integration and offer practical human resource strategies for enhancing nurse commitment and reducing turnover in healthcare settings.

This article examines how meritocracy is institutionalized within the public administration systems of Indonesia and Singapore and how it affects public service quality. Using a descriptive–comparative library research design, the analysis focuses on four dimensions: bureaucratic structure, governing system and political influence, administrative reform and merit mechanisms, and implications for service delivery. The findings indicate that Indonesia’s bureaucracy remains highly hierarchical and decentralized, creating uneven institutional capacity and allowing electoral–political dynamics to influence appointments and rotations, which weakens consistent merit implementation. In contrast, Singapore operates a streamlined and centrally coordinated bureaucracy supported by high political stability, rigorous competency-based recruitment and promotion, transparent performance management, and competitive remuneration, enabling merit principles to be applied more consistently. These differences translate into more uniform and efficient public services in Singapore, while Indonesia continues to experience variability across regions and sectors. Strengthening merit enforcement, oversight, and professional culture is therefore crucial to improve the effectiveness and equity of public services in Indonesia.

Organizational commitment is essential for maintaining hospital performance, service quality, and healthcare continuity. Preliminary data from Brebes Regional General Hospital shows that 35% of medical doctors face issues with low organizational commitment, which may negatively impact the institution's effectiveness. This study examines how meritocracy strengthens the effects of transformational leadership and work motivation on medical personnel's organizational commitment. A quantitative approach with causal research design was used to analyze the relationships among these variables. The sample included 72 doctors, selected through purposive sampling. Data were collected via structured questionnaires and analyzed using Moderated Regression Analysis (MRA) to assess both direct and moderating effects. The findings show that transformational leadership, work motivation, and meritocracy together significantly influence organizational commitment. Transformational leadership and work motivation each have a positive impact on organizational commitment. Additionally, meritocracy serves as a moderating factor, enhancing the connection between leadership and commitment, as well as work motivation and commitment. These results suggest that meritocratic systems based on competence, performance, and achievement improve leadership effectiveness and motivation, fostering greater commitment among medical staff. The study suggests that hospital management should implement meritocratic principles consistently in leadership and human resource practices, alongside developing transformational leadership and motivation strategies, to maintain high levels of organizational commitment among medical personnel.

This study aims to analyze students' perceptions of the concept of meritocracy in education management as an effort to prevent nepotism in the recruitment process for elementary school teachers. Meritocracy is seen as an approach that emphasizes individual competence, qualifications, and achievements in the selection process for educators, while nepotism is often an obstacle in creating a professional and ethical educational environment. This study uses a quantitative descriptive method with data collection through questionnaires distributed to students in education study programs who have acquired a basic understanding of educational management and teacher recruitment systems. The data were analyzed to describe the students' level of understanding, attitudes, and views on the application of meritocracy principles and their awareness of the negative impacts of nepotism in the world of education. The results show that the majority of students have a positive perception of meritocracy as a fair and effective system for improving the quality of educators. However, some students acknowledge that nepotism is still common in the education sector and is considered to undermine professionalism and public trust. These findings emphasize the importance of instilling meritocratic values from the university level and strengthening competency-based recruitment policies to support the creation of a transparent and high-quality education system.

Currently, public trust in the Indonesian National Army (TNI) is decreasing, especially due to issues of accountability, integrity, and meritocracy. In this uncertain situation, the socialization of the TNI Law is a strategic step to improve the image of the TNI in the eyes of the public. Changes to the TNI Law are expected to bring great benefits, especially in increasing transparency, accountability, and the implementation of a meritocratic system in the TNI structure. However, the public wants to ensure that these changes are truly far from the practice of injustice and personal interests within the TNI. This study aims to see how effective the socialization of the TNI Law is in overcoming the crisis of public trust. In addition, this study also produces various views on the implementation of the TNI Law and assesses how the socialization of the Law can affect public perceptions of professionalism and trust in the TNI. The results of a simple linear regression test show that the socialization of the TNI Law has a significant effect on the level of public trust, with a sig value (0.001). The R Square value of 0.301 indicates that the socialization of the TNI Bill is able to explain 30.1% of the variability in public trust, while the rest is influenced by other factors outside the model. Thus, socialization that is carried out openly, participatively, and accountably is an important step in bridging the current crisis of trust. The findings of this study provide critical insights and are expected to be implemented effectively to improve public trust in the TNI institution in the future.    

"Insider" practices and "privileges" are often overlooked in human resource management (HRM) discourse, despite their significant impact on organizational justice, employee motivation, and overall performance. This article explores how informal connections and preferential treatment undermine meritocratic systems, distort perceptions of fairness, and reduce job satisfaction and employee commitment. Using a qualitative case study approach, the findings reveal that perceptions of injustice caused by informal practices—such as promotions based on personal ties, biased performance evaluations, and exclusive access to opportunities—can significantly weaken both intrinsic and extrinsic employee motivation. The study highlights the urgency of implementing transparent, accountable, and performance-based reward systems as strategic efforts to foster a fair and healthy organizational culture. Practically, organizations must develop HRM policies that are not only procedurally fair but also perceived as equitable to sustain long-term employee productivity and retention.

Theimplementation of the merit system in civil servant management has shown its effectiveness in supporting the principles of justice and equality. However, to achieve more optimal results, efforts are needed to increase the capacity of human resources, strengthen supervision mechanisms, and enforce sanctions for violations. In addition, the government needs to encourage changes in organizational culture to better support the principle of meritocracy. Further studies are needed to evaluate the long-term impact of implementing the merit system at different levels of government. The merit system is a reflection of professional personnel management where the placement of employees and officials uses performance competencies and track records as a measure of appointment. The main purpose of the implementation of the merit system is to improve professionalism, fairness, and equality in the management of Civil Servants (PNS). The purpose of this research is to find out the Effectiveness of the Implementation of the Merid System on the Principles of Justice and Equality in Translating Civil Servants. This paper was carried out with the aim of finding out how the Implementation of the Effectiveness of the Implementation of the Merid System on the Principles of Justice and Equality in Translating Civil Servants by using a qualitative analysis method. so that it is expected to contribute thoughts to the government in the assessment and implementation of Merid Sytem towards a better direction.

The practice of nepotism in the employee selection process at Regional Owned Enterprises (BUMD) in North Sumatra, which has an impact on transparency, fairness and organizational effectiveness. BUMDs have an important role in regional economic development, but nepotism practices often damage the integrity of the recruitment process. Through a qualitative approach and case studies, this research reveals that nepotism creates inequality in employee selection, reduces the quality of human resources, and reduces public trust in BUMD. This article also identifies the factors that cause nepotism and offers solutions in the form of selection transparency, anti-nepotism policies, independent supervision, and outreach to build a culture of meritocracy in BUMD. By overcoming nepotism, BUMD is expected to be able to create a fair and professional recruitment system, thereby supporting the achievement of optimal performance.

The debate on the age limit for presidential and vice-presidential candidates is an important issue in the context of Indonesian democracy. Democracy emphasizes the principles of equality and participation, while meritocracy emphasizes competence and experience. Currently, the minimum age limit for presidential candidates in Indonesia is 35 years old. Debates have arisen over the relevance of this age in the current political context, with arguments in favor of the role of younger generations bringing innovation versus the need for experience and wisdom. This study aims to re-evaluate the age limit for presidential candidates in Indonesia from historical, constitutional and international comparative perspectives, and examine its impact on political dynamics and leadership quality. The research methodology involves literature analysis and recent case studies. The results are expected to contribute significantly to the discussion on the age limit for presidential candidates and its implications for democracy and meritocracy in Indonesia.

There are various government agencies around us; perhaps this raises the question of why some agencies seem more efficient and effective than others. One of the main factors that influences the performance of an agency is the implementation of a meritocracy system, where civil society is promoted and given responsibility based on their abilities and achievements, not connections or seniority alone. In this article, we will discuss in depth the importance of implementing a meritocracy system in government agencies to increase work accountability, supervision, and bureaucratic reform. We will also provide examples of agencies that have successfully implemented a meritocracy system.

This article examines the dynamics, challenges, and opportunities in implementing the merit system policy within the context of Indonesia’s bureaucratic reform, employing a narrative literature review approach using a triangulation of scholarly sources. Thematic analysis identifies five critical themes that hinder the implementation of the merit system: structural tensions between political patronage and meritocracy that create a hybrid spoils–merit system; significant institutional capacity gaps between central and local governments; digital transformation through platforms such as CAT, SmartASN, and SIPINTER as catalysts for transparency and objectivity; organizational cultural resistance rooted in patrimonial and seniority values; and the weakening of independent oversight exacerbated by the dissolution of KASN’s mandate. Although a progressive regulatory framework has been established through Law No. 5 of 2014, the implementation of the merit system remains constrained by persistent clientelism, limited institutional capacity, and cultural resistance. This study contributes to the theoretical discourse on Weberian bureaucracy, New Public Management, and good governance by confirming that the implementation of the merit system in developing countries constitutes a political–cultural transformation that requires fundamental changes in political incentive structures, institutional capacity, and organisational values. Managerial implications include strengthening independent oversight, making substantial investments in institutional capacity, accelerating inclusive digital transformation, and implementing systematic change management programs to expedite the transition toward a performance-based bureaucracy that is professional and integrity-driven in support of Indonesia’s Golden Vision 2045

This study aims to 1) describe and analyze the professionalism of the apparatus of the District of North Luwu Regency in carrying out the duties and functions of the organization professionally, especially from the aspect of responsiveness and innovation, 2) analyze what factors are faced and affect the Masamba District of North Luwu Regency in developing the apparatus. professional in terms of responsiveness and innovation in carrying out the duties and functions of the organization. This study uses a qualitative descriptive method. With data analysis techniques, namely: data reduction, data organization, and interpretation. The results of the study indicate that 1) The responsiveness and innovation of the Masamba District apparatus both in the context of serving the community and in carrying out other tasks are considered lacking, so that the noble goals of the organization and providing the best services for the community have not been achieved; 2) The vision and mission of the organization is limited to being a decoration of the cabinets and walls of the Masamba District Office; 3) The authorities and responsibilities of each Masamba District apparatus have been well understood and implemented from the top leadership (Camat), middle officials (Sekcam and Section Heads) to the implementing staff although they still use a hierarchical system in carrying out tasks and making decisions; 4) The leadership of the Masamba Camat in managing the administration and managing the running of the organization can be said to have gone quite well where in addition to using a formal approach, the Camat also uses an informal approach so that there is an emotional closeness with his subordinates; 5) The awards received, especially financial awards based on seniority of service period and meritocracy, are still considered inadequate and do not reflect justice by several Masamba District employees; 6) Another factor that has a considerable influence on the professionalism of the apparatus is seen from the responsiveness and innovation of the government apparatus in Masamba District, namely the organizational culture that grows and continues to develop.