Implementasi Core Values ASN BerAKHLAK dan Employer Branding Bangga Melayani Bangsa dalam Peningkatan Pelayanan Publik
DOI:
https://doi.org/10.37481/jko.v5i1.265Keywords:
BerAKHLAK Core Values, Bangga Melayani Bangsa, Public Service Quality, Civil Servants (ASN), Systematic Literature Review (SLR)Abstract
The implementation of Core Values of Indonesian Civil Servants (ASN) BerAKHLAK and the employer branding initiative Bangga Melayani Bangsa represents a strategic effort by the Indonesian government to strengthen organizational culture and improve the quality of public services. This study aims to examine the role and contribution of these values in enhancing public service delivery through a qualitative approach using the Systematic Literature Review (SLR) method. The review was conducted by systematically identifying, selecting, evaluating, and synthesizing relevant scholarly publications, policy documents, and official government reports related to the implementation of BerAKHLAK values, employer branding, and public service performance. The selected literature was analyzed using thematic analysis to identify recurring patterns, key dimensions, and relationships between organizational values and service outcomes. The findings indicate that the implementation of BerAKHLAK values comprising service orientation, accountability, competence, harmony, loyalty, adaptability, and collaboration contributes significantly to the development of a professional work culture and improved employee performance. Furthermore, the employer branding concept of Bangga Melayani Bangsa reinforces employees’ commitment, organizational identity, and motivation to provide citizen-centered services. The synthesis of the reviewed literature suggests that the integration of these two initiatives has a positive impact on service effectiveness, responsiveness, transparency, and public satisfaction. Therefore, strengthening their implementation is essential for achieving sustainable improvements in public sector governance and service quality.
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