The Influence of Motivation on the Performance of the Early Detection of Bhabinkamtibmas Unit at Polresta Tangerang

  • Imam Wahyu Pramono Police Science Study Program, Universitas Indonesia, Indonesia
  • Chairul Muriman Setyabudi Police Science Study Program, Universitas Indonesia, Indonesia
  • Basir S Police Science Study Program, Universitas Indonesia, Indonesia
Keywords: Bhabinkamtibmas Polresta Tangerang; Early Detection Performance; Work Motivation


Various strategies can be employed to enhance the performance of members within an organization, facilitating the achievement of organizational goals. Performance is defined as the outcome of an individual's or a group of individuals' work, aligned with their respective responsibilities and authorities, in pursuit of organizational objectives while adhering to legal, moral, and ethical standards. Consequently, performance holds significant importance for members, companies, and organizations. Several factors, including individual attributes and the organizational environment, can influence member performance. In the context of implementing Community Police (Polmas) initiatives, the establishment of a unit called Bhayangkara Pembina Ketertiban dan Keamanan Masyarakat (Bhabinkamtibmas) has taken place. Instances of social institution-related problems have emerged due to the absence of early detection of root causes within the community. Merely increasing the number of officers and police activities does not guarantee the absence of threats to public security. Thus, the police force requires the participation and cooperation of the community. Recognizing the significance of police-community collaboration, the researcher aims to conduct an in-depth examination of the "The Influence of Motivation on the Performance of Early Detection of the Bhabinkamtibmas Unit at the Tangerang Police."


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How to Cite
Pramono, I. W., Setyabudi, C. M., & S, B. (2023). The Influence of Motivation on the Performance of the Early Detection of Bhabinkamtibmas Unit at Polresta Tangerang. International Journal of Social Science Research and Review, 6(5), 535-542.