PENGARUH MARGA DAN NEPOTISME TERHADAP REKRUTMEN PNS DAN TENDER PROYEK DI PEMERINTAH KABUPATEN HUMBANG HASUNDUTAN

Human resources management, such as: recruitment, training, transfer, and retirement provide opportunities for local governments to improve the quality of human resources and motivation of civil servants. In fact, Human resources management is done with nepotism rather than competence. This phenomenon can be seen from the dominance of unit leader (SKPD) derived from the original clan Humbang Hasundutan Regency (62.3 %) and the outside clan of regency (37.7 %) . This research used qualitative-ethnographic approach. Data was collected through interviews, observation, and study documentation. This study aims to explore the phenomenon of nepotism in structural official position and explain the implications for regional policy. Autonomy gives an opportunity for local goverment to vent the conditions of being alienated, revenge which leads to rejection for everything that comes from outside of local values. While on the other hand, the strengthening of local identity \"putra daerah\", ethnic solidarity �Paguyuban� and abuse of power by local government in civil service management that based on region of origin and nepotism. Research shows there is a tendency that authorized local officials to fill structural position based on clan and nepotisms. Data of Local Civil Service Agency (BKD) shows 213 of 358 (59.5 %) structural position in the Humbang Hasundutan Regency filled by employees from the original clan. While the mutation data in the period 2010-2012 showed structural officials from both of Regent and Vice Regent clan always obtain vertical and horizontal mutation . To improve the performance of the management of civil servants in government to do is : First, Civil servants procurement and placement in local government should be managed by National Civil Service Agencies. Second, Improved responsiveness and responsibility of the National Civil Service Agencies (BKN) to response the issue of irregularities in the management of civil servants