The Effectiveness Of Internal Communication In Improving Performance At The Bureau Of Human Resources, Organization, And Legal Affairs Of The Secretariat General Of The People's Consultative Assembly Of The Republic Of Indonesia

Dyah Srie Utami; Ika Sartika; Dyah P. Ernawati

doi:10.31004/koloni.v5i3.1328

Authors

Dyah Srie Utami Institut Pemerintahan Dalam Negeri
Ika Sartika Institut Pemerintahan Dalam Negeri
Dyah P. Ernawati Institut Pemerintahan Dalam Negeri

DOI:

https://doi.org/10.31004/koloni.v5i3.1328

Keywords:

Internal Communication Effectiveness, Employee Performance, Hybrid Communication Pattern, Public Bureaucracy, Setjen MPR RI

Abstract

This study analyzes the effectiveness of internal communication and its contribution to employee performance at the Bureau of Human Resources, Organization, and Legal Affairs (Biro SDMOH) of the Secretariat General of the People's Consultative Assembly of the Republic of Indonesia (Setjen MPR RI). Using Goldhaber's organizational communication framework, which comprises information accessibility, information adequacy, communication satisfaction, relationship quality, and feedback [1], the study applies a descriptive qualitative design. Data were collected through semi-structured interviews with six informants, direct observation, and analysis of official documents, then processed following the Miles and Huberman interactive model with source and technique triangulation. The findings show that internal communication in the Bureau follows a hybrid pattern that combines formal-bureaucratic channels with informal digital media, particularly WhatsApp groups, alongside the SRIKANDI electronic correspondence system and paper-based disposition sheets. Digital media accelerates daily coordination, but the process is not yet fully integrated, causing delays whenever leaders are away from the office. Four supporting factors and four inhibiting factors were identified, and the Bureau has undertaken several corrective measures, including optimizing coordination meetings, encouraging leadership openness, and cultivating a more participatory work culture. The study recommends full digitalization of the disposition workflow, standard operating procedures for inter-subdivision communication, and structured two-way feedback mechanisms.

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