Temporary and Permanent Administrative Staff in the Higher Educational Institution in Indonesian Cultural Contexts
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
i
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
PR OC E E DINGS
International C onference on
E ducational Management and A dministration
& the 4th C ongress of ISMA PI
“T he C hallenges of E ducational Management A nd
A dministration in C ompetitive E nvironment”
E ditor:
Dr. E d. F aridah, ST . M. Sc
Burhanuddin, M.E d, Ph.D
Dr. Hadiyanto, M.E d
Prof. Dr. Ibrahim Bafadal, M.Pd
Prof. Dr. Ismail T olla, M.Pd
Prof. Dr. Syamsu A K amaruddin M.Si
Dr. R atwamati, M.Pd
Dr. A . C udai Nur, M.Si
Dr. A . Nurrochmah, M.Pd
Dr. A nsar, M.Si
Dr. W ahira, M.Pd.
Badan Penerbit UNM
i
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
International Conference on Educational Management and A dministration
& the 4th Congress of ISMA PI
Copy Right @ 2016 by Faridah
Copy right is protected by law
First Edition, 2016
Published by Penerbit Universitas Negeri Makassar
Hotel L a Macca L t. 1 K ampus UNM Gunungsari Baru
J l. A . P. Pettarani Makassar 90222
Tlp.CFax. (0411) 855 199
Member of IK A PI No. 011CSSL C2010
Member of A PPTI No. 010CA PPT ICTA C2011
R eproduction of this book is prohibited without written
permission from the Publisher
Faridah
International Conference on Educational Management and A dministrational & the 4th Congress
of ISMA PICFaridah-cet.1
Makassar: Badan Penerbit Universitas Negeri Makassar
Makassar, 2016
758 hlm; 29,7 cm
ISBN: 978-602-6883-13-1
ii
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
C ontents
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ix
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
2016
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2100
219
x
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
2016
T E MPOR A R Y A ND PE R MA NE NT A DMINIST R A T IV E
ST A F F IN T HE HIGHE R E DUC A T IONA L INST IT UT ION IN
INDONE SIA N C UL T UR A L C ONT E X T S
Suryanto
English Education Department
Universitas Muhammadiyah Y ogyakarta
J l. L ingkar Selatan, Y ogyakarta, Indonesia
Corresponding e-mail: suryanto@umy.ac.id
A bstract:
Higher educational institutions in Indonesia currently employ both temporary and permanent
administrative staffs to assist to run educational programs. In Indonesian cultural context,
administrative staffs comprise important educational factors that can ensure the success of
the program. Y et, which temporary or permanent administrative staffs that contribute better
support to the program need to be studied. This paper aims to reveal the different roles of
temporary and permanent administrative staffs in the educational processes in the context of
Indonesian culture. A dopting qualitative approach, the researcher gathered the data by
conducting in-depth interview to 10 leaders in the middle management level at Universitas
Muhammadiyah Y ogyakarta to dig information related to roles of temporary and permanent
staffs in providing supports in the process of undertaking academic program. Employing
thematic analysis, the study finds various factors that influence of the working performance
of temporary and permanent staff including working motivation, working experience, and
age, openness toward change, and communicative skills. Comparing overall working
performance of the temporary and permanent administrative staffs indicate that temporary
staff show better indicators.
K eywords:
temporary staff, permanent staff, working experience
141
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
1
INT R ODUC T ION
Educational Institution currently needs
temporary staff in addition to the existing
permanent staff in order to fulfil the need of
academic works. The demand of both
temporary and permanent staff is due to the
requirement of achieving academic goal
successfully. Temporary staffs are required in
educational institutions since usually the
institutions need employees who can work
under a contract in a certain period of time
while permanent staffs are needed because
such staff can administer specific jobs in an
institution for a long period of time (Rigott,
Cuyper, Witte, K ore, & Mohr, 2009).
Currents studies indicates that temporary
workers suffer from job insecurities, limited
career prospects, having low well-beings,
weak psychological binding with the
employers, and possessing a shorter period of
working contract (Rigott, Cuyper, Witte,
K ore, & Mohr, 2009; Galarneau, 2005;
Wilkin, 2013). A nother important thing when
discussing a temporary staff is about earning.
Temporary staff is relatively paid lower
(Galarneau, 2005). In Canada, the numbers of
temporary staff are one fifth of the whole total
employees in which the number of young age
workers in this type of workers are
significantly high. Statistics shows that in
Canada 70 % percents of temporary staffs are
in the age 15 -17 (Galarneau, 2005).
Researchers also reports on job
satisfaction among temporary workers.
Temporary workers are reported to have
lower job satisfaction (Wilkin, 2013). The
lower job satisfaction may increase turnover
of the labour force in an organisation or an
institution. T he higher turnover can give
impact on the working productivity
(Cappellari, Dell'A ringa, & L eonardi, 2012;
Wilkin, 2013). A ny organisations to some
extent then need to avoid high workers’ turn
over if they intend to keep better
organisational working productivity.
Universitas Muhammadiyah Y ogyakarta
(University of Muhammadiyah Y ogykarta)
which is also popular with a name of UMY
currently issues a policy to employ a
temporary staff. In the recent years, the labour
recruitment focuses in recruiting temporary
staff instead of permanent ones. A s a new
policy, it seems that it is interesting to see the
facts on how the differences between the
permanent and temporary staff in working
field in which context is UMY as an
institution that is bound with Indonesian
culture.
2. ME T HODOL OGY
This study is qualitative in nature. The
data was collected by making in-depth
interview of 10 middle management staff
consisting of 1 dean, 4 vice deans, 2 heads of
study programs, and 3 heads of institutional
bureau. A ll of these participants are currently
working with temporary and permanent staff
in their units. The data was analysed using
thematic analysis to report the findings that
are confined under specific themes.
3. F inding and discussion
The results of the interviews indicate
several points that are presented in the
findings and discussion sections by making
comparison and contrast of the strength and
weaknesses of temporary staff and permanent
staff.
3.1 Permanent Staff
3.1.1 Strength of Permanent Staff
The data analyses on the interview results
show several point on the stenght of
employing permanent staff in the
educationational institution covering having
longer working period of working, possessing
more working experiences, retaining better
working security, holding better prospects of
post working period.
3.1.1.1 Having longer working
duration
The participants mostly mentioned
the benefit of permanent staff is having longer
working duration. T hey can work in the
longer period of time that in accordance with
the existing governmental regulation or
institutional regulation. UMY regulates that
permanent administrative staffs can work up
to their age is 56 years old. Their services can
prolong under certain conditions. Most
respondents mention that permanent staffs
142
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
hold unlimited working duration as stated by
one of the respondent below.
… ..yes,
no
doubt,
permanent
administrative staffs gain benefit better,
particularly, in terms of thinking of finding
next jobs, as suffered by temporary staffs
whose working duration end in shorter
period of time. For instance in UMY , the
temporary staffs should join re-test after 1
year of their contract ends.
(Interview respondent 3, March 2016)
Collins and K rippner (1999) mentioned
that permanent workers were needed when an
institution demands more sustainable work
from experience worker. It denotes that the
needs of permanent staff are needed.
Similarly, an educational institution must
possess more jobs that should be finished in a
longer time so that such an institution needs
to hire permanent staffs.
3.1.1.2 Possessing more working
experiences
Most respondents agree that
temporary administrative staffs at UMY own
better working experiences. A lthough many
of them disagree that the working experience
the permanent staff have closely related to
their better working performances. This
condition can be described from the following
excerpt:
… … mostly, almost two third, of
permanent staffs at UMY have longer
working experiences, but the experiences
are not immediately related to the better
working performance they do. Let us say
front officer. T he front officer has more
experiences of her work. If she is asked to
carried out another task other than her own
fields, she may not be as capable of other
temporary staffs… .
(Interview respondent 2, March 2016)
T he idea that the permanent staff is most
likely to have better working experience is
supported by Genda (2011) who mentions
that temporary staffs were commonly waiting
to be permanent ones and experiences are
primarily used by the institution to approve
the staffs’proposal in order to be permanent.
It is then logic that permanent staffs possess
better working experiences. Strength of
permanent staff is that they can preserve
better career path.
3.1.1.3 Preserve better career path
Permanent staffs preserve better
career path. This is acknowledged by most
participants of this study. T here are 7
participants mentioning that permanent are
most likely to hold organizational structural
positions. T hey argue that permanent staffs
are bound by law. In this respect, permanent
staffs cannot terminate their service easily
from perspectives of both employer and
employee. The permanent staffs also work in
unlimited time with which they stay longer in
the organization. T his condition makes
unproblematic for the employer to ask for
their responsibility upon underperformance
tasks. The participants also argue that
permanent staffs control their better working
experiences in the institution they work.
A ccordingly, they may undertake better
assignments that are assigned to them.
However, one participant can show some
exceptions regarding the career path of
temporary staff at UMY . He provided some
example of those temporary staffs that can
hold some structural positions.
… … I agree that career path of permanent
administrative staffs are more opened than
temporary ones to take a position in
organizational structure. A lthough not
many, during my work here, I have met
one temporary staff who was assigned a
very strategic position. He is Mr. Endrew
(not real name). He was appointed to the
dean of … Faculty. A nother example is
Miss J ane (not real name). Currently, she
is appointed to be the head of division of
…… .
(Interview with Participant 8, March 2016)
The above condition ensures that there
will be mostly particularities. Despite the
majority agreements on the career path of
permanent staff are better, there are some
facts that the outstanding achievements are in
143
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
general rewarded as in revealed the excerpt
above. The following strength of permanent
staff deals with financial securities.
3.1.1.4 F inancial securities
The interview results reveal that
permanent staffs in UMY have better
financial earnings compared to the temporary
ones. A ll participants of this study mentioned
that all temporary staffs are paid based on the
wage minimum standard which is very
similar to the permanent ones. However,
permanent staffs gain better salary as they
obtain other benefits such pension and other
additional salaries. Unfortunately, at present,
temporary staffs do not get such benefits. The
salary condition of temporary and permanent
staff difference in UMY is not alone since
studies mentioned that permanent staffs are
having better earnings than temporary staffs
(Cappellari, Dell'A ringa, & L eonardi, 2012;
Galarneau, 2005). In addition to the strengths
that permanent staffs have, the participants of
this study also mentioned some weakness of
hiring permanent staff.
3.1.2 W eakness of hiring permanent
staffs
The results of interviews from 10
participants in this study highlight several
weaknesses of permanent staff when they
work at UMY . The weaknesses comprises of
possessing low technological mastery,
finishing tasks they are assigned slowly, and
having low competency in international
communication.
3.1.2.1 Possessing low technological
mastery
Most participants of this study agree that
mostly permanent administrative staffs in
UMY master lower technological skills than
temporary staffs. The participants stated that
the low technological skills of permanent
staffs are because they are mostly older than
the temporary staffs. The participants argued
that low technological mastery of the
permanents staffs can be traced back through
their educational background. When the
permanent administrative staff underwent
their education, the development of
information technology was not like what has
happened recently. Consequently, they did
not learn technological skills sufficiently as
what has been accomplished by the temporary
staff.
Different arguments were presented by
Participant 9. He debated the technological
mastery of the permanent staffs. He argued as
follows:
… . I am not in disagreement toward the
technological literacy of the temporary
staffs in UMY . I admit that almost all of
the staffs are good. But, I cannot say as
well that all of the technological literacy
of permanent staffs is low. It depends on
the persons. Many permanent staffs are
open-minded and open toward change.
The kinds of staff are eager to learn new
things including technology. But
unfortunately this type of permanent
staffs, although the numbers are many,
yet they are far lower than the number of
temporary staffs who master technology.
(Interview Participant 9, March
2016)
Still, although there are many capable
permanent staffs in technology but temporary
staffs are better in this point.
3.1.2.2 F inishing tasks slower
The interview results show that 5
participants
stigmatize
permanent
administrative staffs working slower than
temporary ones. Below is the excerpt from
one of them.
… .. Frankly speaking, I prefer to employ
temporary staffs in my units. My reason
is that they are working slower. When I
assigned them to do a task and I asked for
the result the following morning, they
frequently did not yet accomplish the task
and proposed many excuses for it.
(Interview Participant 3, March 2016)
Participant 4 gave similar opinion on the
permanent working speed.
144
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
… .. If I ask them to something, they
make excuses. Of course, the work is not
immediately completed… .
(Interview Participant 2, March 2016)
3.1.2.3 L ow international
communicative competence
The demand of current world
development is international communicative
competence meaning that the administrative
staffs should be at least be capable of
speaking one international language. A t this
point, English language mastery is
unavoidable that the staff should be
proficient. Otherwise, the university may face
barrier to keep abreast with international
agreement like A sean Free Trade A rea.
One of the bureaus responds extremely
towards the inability of the permanent staffs
to communicate using English. The
participant is as the head of the unit
expressing as follow:
… . I do not employ permanent
administrative staff here as I know that all
of them are not good to communicate in
English. I do not say they cannot speak
English. They are able speak to some
degree, but all of them are below
standard. No wonder all staffs here are
temporary and all of them have a good
English proficiency. Y ou may check… .
(Interview Participant 10, March 2016)
A bove are the findings that depict the
illustration on the strength and weakness of
permanent staff. The data analyses can also
indicate the features of the temporary staffs
concerning with their strength and weakness
from the perspectives of their bosses.
3.3 T emporary Staffs
The employment of temporary staffs in
UMY is to fulfill the working demand to
achieve the goals of academic program in the
whole units in the university. They are mostly
fresh graduates as one of the intentions of the
policy is providing the fresh graduates’
working experiences for better future career
prospects. The participants of this study,
which are all leaders in the university,
contributed their perceptions that were
thematically analyzed. T he analyses portray
the strengths and weaknesses of temporary
administrative staffs
3.3.1 Strengths of temporary staffs
The analyses results indicated that
temporary staffs surpass permanent staff in
many points like having good working speed
and motivation, being more adaptable,
possessing good sense of innovation, and
having better international communicative
skills.
3.3.1.1 Having good working speed and
motivation
The data analyses have indicated that
mostly temporary administrative staffs are
young as they are almost all fresh graduates.
The age was perceived by the participants of
this study as the factor that influence their
working speed as indicated in the following
excerpt:
… . Not surprising if temporary staffs
work faster. They are all young and
selected. …
(Interview participant 6, March 2016)
A ll participants of this study possess
similar ideas on the temporary staffs’working
speed. Besides that, the temporary staffs are
also motivated in performing their jobs as
indicated by one of the participants in the
excerpt underneath:
… . I am really satisfied with all of my
temporary staffs. They are motivated and
they can fly whenever needed…
(Interview participant 5, March 2016)
This participant even used a term ‘fly’to
express her happiness and satisfaction on
their temporary staffs’ working speed and
motivation.
3.3.1.2 Being more adaptable
The interview results revealed that all
participants have the same view that
temporary staffs are more adaptable. The next
excerpt portrays the case.
145
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
… . I find temporary staffs easier to adapt
to the working demand. When they are
supposed to work overtime, they are
willing to do the job. When the work
requires formally behaving, they are
managed to do it excellently. I don’t
know the exact reason, maybe, because
they want to show their best working
performance in order to be appointed as
permanent ones. … .
(Interview Participant 7, March
2016)
3.3.1.3
Being Innovative
T emporary staffs are innovative in light
of working using technology. They can
present the work with new ideas. The
succeeding excerpt illustrates the idea.
… .. Repeatedly I was impressed by the
work of temporary staffs; they can create
better reports by providing beautiful
figures that help audience to understand
my reports. It is very innovative in my
view… … ..
(Interview Participant 1, March 2016)
create low working commitment. The
subsequent excerpt can picture this condition:
… . I have an experience working with
temporary staff. I asked him to do an
important job, but he quitted from the job
because he was accepted in a better
company. I was happy of the acceptance.
Y et, he left fast, and did not transfer the
data he kept to us. This put us on trouble
as they did not return back. It indicated
his low commitment towards the jobs.
(Interview Participant 4, March
2014)
The positive effect of shorter working
periods is for temporary staffs who expect to
be recruited as permanent ones. Some
participants argue that for such temporary
staffs, they are most motived to work to show
his best services.
Temporary staffs are insecure in several
cases including finance, career path, and other
benefits as previous mentioned in contrary
with the permanent staffs.
4. C ONC L USION
Most participants are in agreement in this
respect. T he temporary staffs in their
perception are managed to show the works
that most participant see the works as things
the first time they see in operating computer
program.
3.3.1.4 Having better international
communicative skills.
A s mentioned earlier, most of the
temporary staff in UMY are able to use
English as a means of communication. T his is
due to in the recruitment processes they pass
English interview.
3.3.2 W eaknesses of temporary staff
The weaknesses of temporary staffs
consist of some points such having a shorter
period of working contract, low paid worker,
and less sustainable. The shorter working
contract possesses multiple effects that can be
a negative and positive. The negative effect of
having a short period of contract is that these
This study lists the strengths and
weakness of employing both temporary and
permanent staffs in Educational institution in
Universitas Muhammadiyah Y ogyakarta.
Permanent staffs have advantages in several
points like unlimited working time, having
better working experiences, retaining better
working security, holding better prospects of
post working period. On the other hand,
permanent staffs at UMY also possesses some
shortages comprising of possessing low
technological mastery, finishing tasks they
are assigned slowly, and having low
competency in international communication
Similarly, temporary staffs own their own
strength and weakness as well that mostly are
in contradictory with the strength and
weakness of the permanent staffs.
146
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
5. SUGGE ST ION
This study was administered using
qualitative approach with 10 participants. The
participants are not temporary or permanent
administrative staff, yet they are all leaders.
This condition does not portray the condition
of temporary and permanent workers from
their own perspectives. Next research may be
carried by adding number of participants
using quantitative approach and may have
temporary and permanent staffs as the sample
of the research to reveal their real views.
6. R E F E R E NC E S
Cappellari, L., Dell'A ringa, C., & Leonardi,
M. (2012). T emporary employment, J ob
Flows, and Productivity: A Tale of T wo
Reforms. The Economic J ournal, 188-215.
Collins, J . L., & K rippner, G. R. (1999).
Permanent
L abor
Contracts
in
A griculture: Flexibility and Subordination
in a New E xport Crop. Society for
Comparative Study of Society and History,
510-534.
Galarneau, D. (2005). Earnings of temporary
versus
permanent
employees.
PERSPECTIVES, 5-18.
Genda, Y . (2011). Non-permanent employees
who have become permanent employees:
What awaits them after crossing status of
firm border to become "permanent".
J apan Labor Review, 8 (2), 18-55.
Rigott, T., Cuyper, N. D., Witte, H. D., K ore,
S., & Mohr, G. (2009). Employment
Prospects of Temporary and Permanent
Workers:A ssociations with Well-being
and Work Related A ttitudes. Psychology
of Everyday Activity, 22-35.
Wilkin, C. L. (2013). I can't get no job
satisfaction: Meta-A nalysis comparing
permanent and contigent workers. J ournal
of Organisational Behaviour, 34, 47-65.
147
Hotel Grand Clarion, Makasar, April 15 -16
i
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
PR OC E E DINGS
International C onference on
E ducational Management and A dministration
& the 4th C ongress of ISMA PI
“T he C hallenges of E ducational Management A nd
A dministration in C ompetitive E nvironment”
E ditor:
Dr. E d. F aridah, ST . M. Sc
Burhanuddin, M.E d, Ph.D
Dr. Hadiyanto, M.E d
Prof. Dr. Ibrahim Bafadal, M.Pd
Prof. Dr. Ismail T olla, M.Pd
Prof. Dr. Syamsu A K amaruddin M.Si
Dr. R atwamati, M.Pd
Dr. A . C udai Nur, M.Si
Dr. A . Nurrochmah, M.Pd
Dr. A nsar, M.Si
Dr. W ahira, M.Pd.
Badan Penerbit UNM
i
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
International Conference on Educational Management and A dministration
& the 4th Congress of ISMA PI
Copy Right @ 2016 by Faridah
Copy right is protected by law
First Edition, 2016
Published by Penerbit Universitas Negeri Makassar
Hotel L a Macca L t. 1 K ampus UNM Gunungsari Baru
J l. A . P. Pettarani Makassar 90222
Tlp.CFax. (0411) 855 199
Member of IK A PI No. 011CSSL C2010
Member of A PPTI No. 010CA PPT ICTA C2011
R eproduction of this book is prohibited without written
permission from the Publisher
Faridah
International Conference on Educational Management and A dministrational & the 4th Congress
of ISMA PICFaridah-cet.1
Makassar: Badan Penerbit Universitas Negeri Makassar
Makassar, 2016
758 hlm; 29,7 cm
ISBN: 978-602-6883-13-1
ii
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
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101
ix
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
2016
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2100
219
x
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
2016
T E MPOR A R Y A ND PE R MA NE NT A DMINIST R A T IV E
ST A F F IN T HE HIGHE R E DUC A T IONA L INST IT UT ION IN
INDONE SIA N C UL T UR A L C ONT E X T S
Suryanto
English Education Department
Universitas Muhammadiyah Y ogyakarta
J l. L ingkar Selatan, Y ogyakarta, Indonesia
Corresponding e-mail: suryanto@umy.ac.id
A bstract:
Higher educational institutions in Indonesia currently employ both temporary and permanent
administrative staffs to assist to run educational programs. In Indonesian cultural context,
administrative staffs comprise important educational factors that can ensure the success of
the program. Y et, which temporary or permanent administrative staffs that contribute better
support to the program need to be studied. This paper aims to reveal the different roles of
temporary and permanent administrative staffs in the educational processes in the context of
Indonesian culture. A dopting qualitative approach, the researcher gathered the data by
conducting in-depth interview to 10 leaders in the middle management level at Universitas
Muhammadiyah Y ogyakarta to dig information related to roles of temporary and permanent
staffs in providing supports in the process of undertaking academic program. Employing
thematic analysis, the study finds various factors that influence of the working performance
of temporary and permanent staff including working motivation, working experience, and
age, openness toward change, and communicative skills. Comparing overall working
performance of the temporary and permanent administrative staffs indicate that temporary
staff show better indicators.
K eywords:
temporary staff, permanent staff, working experience
141
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
1
INT R ODUC T ION
Educational Institution currently needs
temporary staff in addition to the existing
permanent staff in order to fulfil the need of
academic works. The demand of both
temporary and permanent staff is due to the
requirement of achieving academic goal
successfully. Temporary staffs are required in
educational institutions since usually the
institutions need employees who can work
under a contract in a certain period of time
while permanent staffs are needed because
such staff can administer specific jobs in an
institution for a long period of time (Rigott,
Cuyper, Witte, K ore, & Mohr, 2009).
Currents studies indicates that temporary
workers suffer from job insecurities, limited
career prospects, having low well-beings,
weak psychological binding with the
employers, and possessing a shorter period of
working contract (Rigott, Cuyper, Witte,
K ore, & Mohr, 2009; Galarneau, 2005;
Wilkin, 2013). A nother important thing when
discussing a temporary staff is about earning.
Temporary staff is relatively paid lower
(Galarneau, 2005). In Canada, the numbers of
temporary staff are one fifth of the whole total
employees in which the number of young age
workers in this type of workers are
significantly high. Statistics shows that in
Canada 70 % percents of temporary staffs are
in the age 15 -17 (Galarneau, 2005).
Researchers also reports on job
satisfaction among temporary workers.
Temporary workers are reported to have
lower job satisfaction (Wilkin, 2013). The
lower job satisfaction may increase turnover
of the labour force in an organisation or an
institution. T he higher turnover can give
impact on the working productivity
(Cappellari, Dell'A ringa, & L eonardi, 2012;
Wilkin, 2013). A ny organisations to some
extent then need to avoid high workers’ turn
over if they intend to keep better
organisational working productivity.
Universitas Muhammadiyah Y ogyakarta
(University of Muhammadiyah Y ogykarta)
which is also popular with a name of UMY
currently issues a policy to employ a
temporary staff. In the recent years, the labour
recruitment focuses in recruiting temporary
staff instead of permanent ones. A s a new
policy, it seems that it is interesting to see the
facts on how the differences between the
permanent and temporary staff in working
field in which context is UMY as an
institution that is bound with Indonesian
culture.
2. ME T HODOL OGY
This study is qualitative in nature. The
data was collected by making in-depth
interview of 10 middle management staff
consisting of 1 dean, 4 vice deans, 2 heads of
study programs, and 3 heads of institutional
bureau. A ll of these participants are currently
working with temporary and permanent staff
in their units. The data was analysed using
thematic analysis to report the findings that
are confined under specific themes.
3. F inding and discussion
The results of the interviews indicate
several points that are presented in the
findings and discussion sections by making
comparison and contrast of the strength and
weaknesses of temporary staff and permanent
staff.
3.1 Permanent Staff
3.1.1 Strength of Permanent Staff
The data analyses on the interview results
show several point on the stenght of
employing permanent staff in the
educationational institution covering having
longer working period of working, possessing
more working experiences, retaining better
working security, holding better prospects of
post working period.
3.1.1.1 Having longer working
duration
The participants mostly mentioned
the benefit of permanent staff is having longer
working duration. T hey can work in the
longer period of time that in accordance with
the existing governmental regulation or
institutional regulation. UMY regulates that
permanent administrative staffs can work up
to their age is 56 years old. Their services can
prolong under certain conditions. Most
respondents mention that permanent staffs
142
The International Conference on Educational Management and Administration & the 4th Congress of ISMAPI
Hotel Grand Clarion, Makasar, April 15 -16
hold unlimited working duration as stated by
one of the respondent below.
… ..yes,
no
doubt,
permanent
administrative staffs gain benefit better,
particularly, in terms of thinking of finding
next jobs, as suffered by temporary staffs
whose working duration end in shorter
period of time. For instance in UMY , the
temporary staffs should join re-test after 1
year of their contract ends.
(Interview respondent 3, March 2016)
Collins and K rippner (1999) mentioned
that permanent workers were needed when an
institution demands more sustainable work
from experience worker. It denotes that the
needs of permanent staff are needed.
Similarly, an educational institution must
possess more jobs that should be finished in a
longer time so that such an institution needs
to hire permanent staffs.
3.1.1.2 Possessing more working
experiences
Most respondents agree that
temporary administrative staffs at UMY own
better working experiences. A lthough many
of them disagree that the working experience
the permanent staff have closely related to
their better working performances. This
condition can be described from the following
excerpt:
… … mostly, almost two third, of
permanent staffs at UMY have longer
working experiences, but the experiences
are not immediately related to the better
working performance they do. Let us say
front officer. T he front officer has more
experiences of her work. If she is asked to
carried out another task other than her own
fields, she may not be as capable of other
temporary staffs… .
(Interview respondent 2, March 2016)
T he idea that the permanent staff is most
likely to have better working experience is
supported by Genda (2011) who mentions
that temporary staffs were commonly waiting
to be permanent ones and experiences are
primarily used by the institution to approve
the staffs’proposal in order to be permanent.
It is then logic that permanent staffs possess
better working experiences. Strength of
permanent staff is that they can preserve
better career path.
3.1.1.3 Preserve better career path
Permanent staffs preserve better
career path. This is acknowledged by most
participants of this study. T here are 7
participants mentioning that permanent are
most likely to hold organizational structural
positions. T hey argue that permanent staffs
are bound by law. In this respect, permanent
staffs cannot terminate their service easily
from perspectives of both employer and
employee. The permanent staffs also work in
unlimited time with which they stay longer in
the organization. T his condition makes
unproblematic for the employer to ask for
their responsibility upon underperformance
tasks. The participants also argue that
permanent staffs control their better working
experiences in the institution they work.
A ccordingly, they may undertake better
assignments that are assigned to them.
However, one participant can show some
exceptions regarding the career path of
temporary staff at UMY . He provided some
example of those temporary staffs that can
hold some structural positions.
… … I agree that career path of permanent
administrative staffs are more opened than
temporary ones to take a position in
organizational structure. A lthough not
many, during my work here, I have met
one temporary staff who was assigned a
very strategic position. He is Mr. Endrew
(not real name). He was appointed to the
dean of … Faculty. A nother example is
Miss J ane (not real name). Currently, she
is appointed to be the head of division of
…… .
(Interview with Participant 8, March 2016)
The above condition ensures that there
will be mostly particularities. Despite the
majority agreements on the career path of
permanent staff are better, there are some
facts that the outstanding achievements are in
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general rewarded as in revealed the excerpt
above. The following strength of permanent
staff deals with financial securities.
3.1.1.4 F inancial securities
The interview results reveal that
permanent staffs in UMY have better
financial earnings compared to the temporary
ones. A ll participants of this study mentioned
that all temporary staffs are paid based on the
wage minimum standard which is very
similar to the permanent ones. However,
permanent staffs gain better salary as they
obtain other benefits such pension and other
additional salaries. Unfortunately, at present,
temporary staffs do not get such benefits. The
salary condition of temporary and permanent
staff difference in UMY is not alone since
studies mentioned that permanent staffs are
having better earnings than temporary staffs
(Cappellari, Dell'A ringa, & L eonardi, 2012;
Galarneau, 2005). In addition to the strengths
that permanent staffs have, the participants of
this study also mentioned some weakness of
hiring permanent staff.
3.1.2 W eakness of hiring permanent
staffs
The results of interviews from 10
participants in this study highlight several
weaknesses of permanent staff when they
work at UMY . The weaknesses comprises of
possessing low technological mastery,
finishing tasks they are assigned slowly, and
having low competency in international
communication.
3.1.2.1 Possessing low technological
mastery
Most participants of this study agree that
mostly permanent administrative staffs in
UMY master lower technological skills than
temporary staffs. The participants stated that
the low technological skills of permanent
staffs are because they are mostly older than
the temporary staffs. The participants argued
that low technological mastery of the
permanents staffs can be traced back through
their educational background. When the
permanent administrative staff underwent
their education, the development of
information technology was not like what has
happened recently. Consequently, they did
not learn technological skills sufficiently as
what has been accomplished by the temporary
staff.
Different arguments were presented by
Participant 9. He debated the technological
mastery of the permanent staffs. He argued as
follows:
… . I am not in disagreement toward the
technological literacy of the temporary
staffs in UMY . I admit that almost all of
the staffs are good. But, I cannot say as
well that all of the technological literacy
of permanent staffs is low. It depends on
the persons. Many permanent staffs are
open-minded and open toward change.
The kinds of staff are eager to learn new
things including technology. But
unfortunately this type of permanent
staffs, although the numbers are many,
yet they are far lower than the number of
temporary staffs who master technology.
(Interview Participant 9, March
2016)
Still, although there are many capable
permanent staffs in technology but temporary
staffs are better in this point.
3.1.2.2 F inishing tasks slower
The interview results show that 5
participants
stigmatize
permanent
administrative staffs working slower than
temporary ones. Below is the excerpt from
one of them.
… .. Frankly speaking, I prefer to employ
temporary staffs in my units. My reason
is that they are working slower. When I
assigned them to do a task and I asked for
the result the following morning, they
frequently did not yet accomplish the task
and proposed many excuses for it.
(Interview Participant 3, March 2016)
Participant 4 gave similar opinion on the
permanent working speed.
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… .. If I ask them to something, they
make excuses. Of course, the work is not
immediately completed… .
(Interview Participant 2, March 2016)
3.1.2.3 L ow international
communicative competence
The demand of current world
development is international communicative
competence meaning that the administrative
staffs should be at least be capable of
speaking one international language. A t this
point, English language mastery is
unavoidable that the staff should be
proficient. Otherwise, the university may face
barrier to keep abreast with international
agreement like A sean Free Trade A rea.
One of the bureaus responds extremely
towards the inability of the permanent staffs
to communicate using English. The
participant is as the head of the unit
expressing as follow:
… . I do not employ permanent
administrative staff here as I know that all
of them are not good to communicate in
English. I do not say they cannot speak
English. They are able speak to some
degree, but all of them are below
standard. No wonder all staffs here are
temporary and all of them have a good
English proficiency. Y ou may check… .
(Interview Participant 10, March 2016)
A bove are the findings that depict the
illustration on the strength and weakness of
permanent staff. The data analyses can also
indicate the features of the temporary staffs
concerning with their strength and weakness
from the perspectives of their bosses.
3.3 T emporary Staffs
The employment of temporary staffs in
UMY is to fulfill the working demand to
achieve the goals of academic program in the
whole units in the university. They are mostly
fresh graduates as one of the intentions of the
policy is providing the fresh graduates’
working experiences for better future career
prospects. The participants of this study,
which are all leaders in the university,
contributed their perceptions that were
thematically analyzed. T he analyses portray
the strengths and weaknesses of temporary
administrative staffs
3.3.1 Strengths of temporary staffs
The analyses results indicated that
temporary staffs surpass permanent staff in
many points like having good working speed
and motivation, being more adaptable,
possessing good sense of innovation, and
having better international communicative
skills.
3.3.1.1 Having good working speed and
motivation
The data analyses have indicated that
mostly temporary administrative staffs are
young as they are almost all fresh graduates.
The age was perceived by the participants of
this study as the factor that influence their
working speed as indicated in the following
excerpt:
… . Not surprising if temporary staffs
work faster. They are all young and
selected. …
(Interview participant 6, March 2016)
A ll participants of this study possess
similar ideas on the temporary staffs’working
speed. Besides that, the temporary staffs are
also motivated in performing their jobs as
indicated by one of the participants in the
excerpt underneath:
… . I am really satisfied with all of my
temporary staffs. They are motivated and
they can fly whenever needed…
(Interview participant 5, March 2016)
This participant even used a term ‘fly’to
express her happiness and satisfaction on
their temporary staffs’ working speed and
motivation.
3.3.1.2 Being more adaptable
The interview results revealed that all
participants have the same view that
temporary staffs are more adaptable. The next
excerpt portrays the case.
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… . I find temporary staffs easier to adapt
to the working demand. When they are
supposed to work overtime, they are
willing to do the job. When the work
requires formally behaving, they are
managed to do it excellently. I don’t
know the exact reason, maybe, because
they want to show their best working
performance in order to be appointed as
permanent ones. … .
(Interview Participant 7, March
2016)
3.3.1.3
Being Innovative
T emporary staffs are innovative in light
of working using technology. They can
present the work with new ideas. The
succeeding excerpt illustrates the idea.
… .. Repeatedly I was impressed by the
work of temporary staffs; they can create
better reports by providing beautiful
figures that help audience to understand
my reports. It is very innovative in my
view… … ..
(Interview Participant 1, March 2016)
create low working commitment. The
subsequent excerpt can picture this condition:
… . I have an experience working with
temporary staff. I asked him to do an
important job, but he quitted from the job
because he was accepted in a better
company. I was happy of the acceptance.
Y et, he left fast, and did not transfer the
data he kept to us. This put us on trouble
as they did not return back. It indicated
his low commitment towards the jobs.
(Interview Participant 4, March
2014)
The positive effect of shorter working
periods is for temporary staffs who expect to
be recruited as permanent ones. Some
participants argue that for such temporary
staffs, they are most motived to work to show
his best services.
Temporary staffs are insecure in several
cases including finance, career path, and other
benefits as previous mentioned in contrary
with the permanent staffs.
4. C ONC L USION
Most participants are in agreement in this
respect. T he temporary staffs in their
perception are managed to show the works
that most participant see the works as things
the first time they see in operating computer
program.
3.3.1.4 Having better international
communicative skills.
A s mentioned earlier, most of the
temporary staff in UMY are able to use
English as a means of communication. T his is
due to in the recruitment processes they pass
English interview.
3.3.2 W eaknesses of temporary staff
The weaknesses of temporary staffs
consist of some points such having a shorter
period of working contract, low paid worker,
and less sustainable. The shorter working
contract possesses multiple effects that can be
a negative and positive. The negative effect of
having a short period of contract is that these
This study lists the strengths and
weakness of employing both temporary and
permanent staffs in Educational institution in
Universitas Muhammadiyah Y ogyakarta.
Permanent staffs have advantages in several
points like unlimited working time, having
better working experiences, retaining better
working security, holding better prospects of
post working period. On the other hand,
permanent staffs at UMY also possesses some
shortages comprising of possessing low
technological mastery, finishing tasks they
are assigned slowly, and having low
competency in international communication
Similarly, temporary staffs own their own
strength and weakness as well that mostly are
in contradictory with the strength and
weakness of the permanent staffs.
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5. SUGGE ST ION
This study was administered using
qualitative approach with 10 participants. The
participants are not temporary or permanent
administrative staff, yet they are all leaders.
This condition does not portray the condition
of temporary and permanent workers from
their own perspectives. Next research may be
carried by adding number of participants
using quantitative approach and may have
temporary and permanent staffs as the sample
of the research to reveal their real views.
6. R E F E R E NC E S
Cappellari, L., Dell'A ringa, C., & Leonardi,
M. (2012). T emporary employment, J ob
Flows, and Productivity: A Tale of T wo
Reforms. The Economic J ournal, 188-215.
Collins, J . L., & K rippner, G. R. (1999).
Permanent
L abor
Contracts
in
A griculture: Flexibility and Subordination
in a New E xport Crop. Society for
Comparative Study of Society and History,
510-534.
Galarneau, D. (2005). Earnings of temporary
versus
permanent
employees.
PERSPECTIVES, 5-18.
Genda, Y . (2011). Non-permanent employees
who have become permanent employees:
What awaits them after crossing status of
firm border to become "permanent".
J apan Labor Review, 8 (2), 18-55.
Rigott, T., Cuyper, N. D., Witte, H. D., K ore,
S., & Mohr, G. (2009). Employment
Prospects of Temporary and Permanent
Workers:A ssociations with Well-being
and Work Related A ttitudes. Psychology
of Everyday Activity, 22-35.
Wilkin, C. L. (2013). I can't get no job
satisfaction: Meta-A nalysis comparing
permanent and contigent workers. J ournal
of Organisational Behaviour, 34, 47-65.
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