| Summary: | Bureaucratic performance in most of the local governments in Indonesia did not improve, although the system of government has shifted from centralization to decentralization, where local governments are given autonomy and authority to manage its resources, including human resources. From a variety of existing empirical data still showed deterioration in Indonesian bureaucracy compared to neighboring countries. These conditions indicate that the government policy in the form of Utilization of State Apparatus Ministerial Decree Number 25 of 2002 on guidelines for work cultural development, which aims to change the mindset and work culture to make it more professional apparatus, may serve the public well and ethics have not been implemented properly. This study aims to determine the efforts of Local Secretariat of Grobogan Regency in implementing the policy development work culture. It also analyzes the factors that support and hinder the implementation performance of work culture development in the institution, by using the theory of George Edwards III, which analyzes the four variables (communication, resources, disposition and bureaucratic structures) in influencing the effectiveness of implementation performance. The method used in this study is descriptive qualitative approach. Data collection techniques used were observation, interviews, and documentation studies. The results showed that the efforts of Local Secretariat of Grobogan Regency in implementing work culture development has not been effective, because there are still implementation stage of work culture development that is not optimal, ie at the stage of socialization, internalization, and institutionalization, as well as monitoring and evaluation. The factors that impede successful implementation according to the results of a factor analysis of resources (human and financial) and disposition. In order to improve the effectiveness of the performance of the implementation of the work cultural development of the future is recommended to increase the role and number of Work Culture Group (WCG) in order to increase participation and the spirit of competition officials, assigning employees to training trainers work culture, as well as using the services of third party professionals to minimize of psychological barriers (ewuh pakewuh), and than formally appointed officials structural role model in the specific areas to facilitate and motivate the employees carrying out of the work cultural values.
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