Kulsum Eka Mimin Mubaiyanah 

Faculty of Administration, University of Dr. Soetomo, Surabaya, East Java, Indonesia 

Ika Devy Pramudiana 

Faculty of Administration, University of Dr. Soetomo, Surabaya, East Java, Indonesia 

Sapto Pramono 

Faculty of Administration, University of Dr. Soetomo, Surabaya, East Java, Indonesia 

Candra Nur Budikusuma 

Faculty of Administration, University of Dr. Soetomo, Surabaya, East Java, Indonesia 

Aris Sunarya 

Faculty of Administration, University of Dr. Soetomo, Surabaya, East Java, Indonesia 

DOI: 

ABSTRACT 

This study examines the implementation of the KantorKU Integrated System as a personnel-governance innovation in Gubeng District, Surabaya, and analyzes its processes, enabling and inhibiting factors, and qualitative impacts on organizational performance. Adopting a descriptive qualitative, single–case design at the Gubeng District Office, data were collected through semi-structured interviews with key stakeholders, limited participatory observation of day-to-day use, and document review, with source and technical triangulation to strengthen validity. The KantorKU platform operates electronic human resource management (e-HRM) by integrating attendance, leave, administrative submissions, and performance assessment into a centralized, real-time system. Findings indicate substantial administrative streamlining and time–cost efficiencies via digitization and automation; improved accountability through unified, real-time data; and stronger managerial oversight of discipline and productivity to support data-driven decisions. However, successful adoption is tempered by infrastructural constraints and humanfactor issues—particularly unstable internet connectivity, uneven digital literacy, cultural resistance to change, data-trust concerns that sustain parallel (manual– digital) recording, and digital fatigue from multiple applications. Overall, KantorKU demonstrates clear potential to enhance efficiency, transparency, and accountability in sub-district HR management and to serve as a replicable model for local-government digital transformation—if change management, user training, and system integration (including One-Data principles) are addressed sustainably.     

Keywords: e-HRM; bureaucratic reform; personnel governance; digital transformation; local government; Indonesia