ANALISIS KRITIS KINERJA KARYAWAN BADAN GIZI NASIONAL PADA SATUAN PELAYANAN PEMENUHAN GIZI JEMBER BANGSALSARI PETUNG

Abstrak

The Free Nutritious Meal Program (Makan Bergizi Gratis/MBG), implemented by the National Nutrition Agency (Badan Gizi Nasional/BGN) through the Nutrition Fulfillment Service Units (Satuan Pelayanan Pemenuhan Gizi/SPPG), faces structural gaps in the field, including inconsistent performance across units, limited basic capacity among implementing human resources, high volunteer workloads, and suboptimal supervisory systems; this study therefore aims to critically analyze the competencies, performance, supporting and inhibiting factors, and subjective experiences of four key positions implementing the MBG program at SPPG Jember Bangsalsari Petung, Jember Regency. This qualitative study employs a descriptive-interpretive approach (Moustakas model) (De Romaña et al., 2021; Rai & Surana, 2025; Risdayani et al., 2024) through semi-structured in-depth interviews, non-participatory observation, and operational document review involving five key informants—the Head of SPPG/Kitchen, Nutrition Supervisor, Financial Supervisor, Volunteer Coordinator, and a composite cluster of operational volunteers—whose data were analyzed iteratively through the stages of horizonalization, reduction, theme development, and textural-structural meaning synthesis. The findings reveal complex dynamics and a distinct polarization of performance across positions: the Head of Kitchen sustained operations through transformational leadership despite lacking a formal background in the Food and Beverage industry; the Nutrition Supervisor demonstrated a strong theoretical foundation in menu formulation based on the Recommended Dietary Allowance (RDA) yet faced a paradox of low sensory acceptability that triggered food waste; the Financial Supervisor maintained fiscal accountability through daily budget cross-subsidization but was constrained by a sudden digital system migration; while volunteer management faced risks of burnout and high turnover due to heavy night-shift workloads without corresponding financial compensation. Overall, this study concludes that the fundamental barrier to human resource performance stems not from individual competence but from misalignment within the institutional macro-environment, including a unilateral contractual arrangement with the infrastructure partner that restricts autonomy in local supplier selection and reduces supply chain responsiveness. This study recommends restructuring volunteer retention management through non-financial incentives, granting supplier-selection autonomy to the Head of SPPG, and clarifying financial transition regulations issued by BGN Headquarters