Book

Description

Public Administration, Leadership, Organizational Culture, and Employee Performance brings together selected empirical studies examining public policy implementation, leadership, organizational culture, employee performance, and human resource management in Indonesian public organizations. Drawing on empirical evidence from local government and village-level settings, the book explores how public policies and organizational factors influence employment opportunities, entrepreneurship, institutional capacity, employee performance, and public-sector effectiveness. The book presents four empirical studies covering village policy evaluation, leadership, competence and motivation, leadership behavior, organizational culture, and employee performance. Together, these studies provide an integrated perspective on the challenges faced by Indonesian public organizations in translating policies, leadership practices, and organizational values into measurable outcomes. In addition to the empirical studies, the book introduces two emerging theoretical perspectives proposed by Muh. Arifai (2026): NP Evaluation Theory and Intergenerational Asset Protection (IAP) Theory. NP Evaluation Theory emphasizes empirical reality as the starting point of policy evaluation, with regulations serving as normative benchmarks, theory as an interpretive instrument, previous research as scientific validation, and policy recommendations as the ultimate output. IAP Theory focuses on the protection of essential family assets across generations as a public-policy concern related to household resilience, intergenerational poverty, inequality, and sustainable and inclusive development. By combining empirical research with emerging theoretical perspectives, this book offers a useful reference for researchers, lecturers, students, public administrators, policymakers, and practitioners interested in public administration and organizational performance in Indonesia.