Institutional Barriers to Merit-Based Career Development in the Police: A Review of Global and Local Perspectives

Abstract

This article critically examines the institutional barriers to implementing merit-based career development systems within police organizations, with a particular focus on Indonesia’s Intelligence and Security Agency (Baintelkam Polri). Through a systematic review of 50 peer-reviewed articles indexed in Scopus and Web of Science, the study identifies four dominant barriers: rigid bureaucratic hierarchies, cultures of patronage and nepotism, weak performance evaluation systems, and gaps between policy and practice. Drawing from international best practices—including the competency-based framework of the UK’s College of Policing, participatory evaluation systems in the U.S., and multi-stakeholder assessments in Scandinavian countries—the paper offers a comparative lens to evaluate the structural shortcomings of Baintelkam’s existing career development policies. Despite formal regulations endorsing meritocracy (e.g., Perkap No. 9/2016), Baintelkam continues to exhibit symptoms of organizational inertia and political discretion, undermining fairness and strategic workforce planning. The paper proposes a hybrid model tailored to the intelligence context, integrating transparent selection processes, structured rotations, and competency-based progression while respecting operational confidentiality. This model aligns with broader public sector reform efforts aimed at enhancing institutional legitimacy, performance, and public trust. The study contributes to the literature by filling a critical gap in meritocracy discourse, particularly in semi-militaristic and intelligence-driven environments where traditional HRM frameworks often falter. It also provides actionable insights for reforming personnel systems in high-stakes bureaucracies through a more contextualized and strategic application of merit principles.