Journal Excellence 1/2011

Transcription

EXCELLENCE is a semi academic journal published annually.
It focuses on issues of transformation in the Public Sector,
specifically in the areas of governance, leadership, management
and ICT. The contents would be beneficial to both the public
and private sector practitioners who aspire to learn about best
practices in an organisation.
EDITORIAL COMMITTEE
ADVISOR
Dato’ Mohamad Zabidi Zainal
CHIEF EDITOR
Dr. Mazlan Yusoff
REVIEWERS
Surendran C.K. Balan
Salmah Khairuddin
Tan King Ing
Susie Dorai Raj
Dr. Abdul Gapar Abu Bakar
Azlin Lee Abdullah
Azman Mohd Yusof
Rodziah Puteh
Dr. Zulkapli Mohamed
Mohd Shahar Hj. Salim
EDITORS
Mohd Khamde Khuzaini Tukiman
Aedy Fadly Ramli
Dg Shalbia Abdul Ghani
Mathumathi Ambigabadi
Mazliana Jalaludin
EXCELLENCE also available online
at www.mampu.gov.my
ISSN : 1985-6482
Published and Printed by :
Malaysian Administrative Modernisation
and Management Planning Unit
(MAMPU)
Prime Minister’s Department,
Level 6, Block B2,
Prime Minister’s Department Complex,
Federal Government Administrative Centre,
62502 PUTRAJAYA,
MALAYSIA.
Copyright © 2011 by MAMPU
All rights reserved. No part of this journal may be reproduced, stored in a retrieval system, transmitted in any form or
by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the
publisher.
FOREWORD
Assalammualaikum Warahmatullahi Wabarakatuh.
May peace be upon you.
We are pleased to present the third volume of Journal EXCELLENCE.
Global challenges and ever increase in public expectations have resulted in radical
changes in policies and strategies towards the development of a nation. In the case
of Malaysia, as we embark on several strategic national initiatives predicated upon
the principles of “1Malaysia: People First, Performance Now”, issues regarding skills,
creativity and innovation have become increasingly important drivers of the public
sector transformation agenda.
Nuggets of golden wisdom come in many forms and can be extracted from various
sources. EXCELLENCE provides such a platform for the extraction and sharing of ideas,
knowledge and best practices among organisations in the Public Service, whether at the
local or at international level. We are excited about a few articles in this volume relating
to creativity and innovation, among them: the idea on looking at complaints as a source
of innovation for government agencies, enhancing continuous learning and a model on
knowledge management that can be replicated among public sector agencies.
If a product does not connect with the values of a customer, it will fail. Hence, we hope
the articles in EXCELLENCE carry the values critical to Public Service and meet the
expectations of public practitioners. We thank all contributors and hope that EXCELLENCE
will be a guide and help trigger discussions on the critical questions of Public Service
development and improvement.
Dato’ Mohamad Zabidi Zainal
Director-General
and Management Planning Unit
Prime Minister’s Department
Malaysia
CONTENTS
Critical Success Factors in the Implementation of Technology Systems
in the Public Service: A Case Study of the Malaysian
Electronic Procurement System
Prof. Datuk Dr. John Antony Xavier and Prof. Dr. Murali Sambasivan
1
Public Complaints as Source of Innovation for Government Agencies
Dato’ Dr. Tam Weng Wah
12
Competency Issues of OSH Officers as Civil Servants in
Transformation of Effective Service Delivery
Rabaayah Daud
22
Pendekatan Consultative Coaching Dalam Pembangunan Pelan
Strategik ICT (ISP) Agensi Sektor Awam
Dato’ Dr. Zahari Othman dan Norhayati Yaacob
36
Pengurusan Pengetahuan Sebagai Satu Strategi Untuk Meningkatkan
Kreativiti dan Inovasi Dalam Sektor Awam
Dr. Mokhtar Mohd Yusoff, Dr. William Voon dan Anizah Nordin
45
Faktor Pendorong Kepada Penerimaan Inovasi Sistem Penyampaian
Kerajaan
Maizatul Haizan Mahbob dan Wan Idros Wan Sulaiman
54
Book Review
The Leadership Pipeline Model: How to Build The Leadership
Powered Company
Ram Charan, Stephen Drotter and Jim Noel
Reviewed by Major-General Dato’ Fadzil Mokhtar
68
About the Authors
71
Submission Format For EXCELLENCE
1
Prof. Datuk Dr. John Antony Xavier
Prof. Dr. Murali Sambasivan
Graduate School of Management,
Universiti Putra Malaysia,
Serdang Malaysia
ABSTRACT
This paper highlights the factors that determine the success of the electronic
procurement system (EPS) of the Ministry of Finance. Success in the implementation of
the EPS is seen in the extent of its usage by the various ministries. The paper then draws
inferences on the critical success factors for similar electronic systems implemented
under the government’s e-government programme. Such inferences will be valuable for
ICT decision-makers in government in ensuring the success of electronic systems such
as the EPS. The paper identifies perceived usefulness, perceived ease of use, assurance
of service, the responsiveness of service by service providers, facilitating conditions and
web design quality as key determinants in the intention to use the EPS. The intention to
use is strongly linked to the actual usage of the system.
INTRODUCTION
Governments the world over have implemented electronic government (e-government)
to promote better service delivery to businesses and the public. E-government can be
defined as “government’s use of ICT, particularly, web-based applications, to enhance
the access to and delivery of government information and services to citizens, businesses,
employees and other agencies and entities” (Wang and Liao, 2008).
In keeping with world-wide trends, the Malaysian Public Service has made huge
investments in e-government services to link government departments together and
to deploy a variety of systems for a more effective delivery of Public Services. Indeed,
e-government has become an integral part of the Public Service delivery system with
over 1200 Public Services offered over the Internet. Such provision of services across the
Internet has improved the efficiency and productivity of the civil service. E-government
too contributes to the socio-economic development of the nation as it speeds up and
enhances the quality of policy development and implementation.
Volume 3 Number 1 2011
CRITICAL SUCCESS FACTORS IN THE IMPLEMENTATION OF
TECHNOLOGY SYSTEMS IN THE PUBLIC SERVICE: A CASE STUDY
OF THE MALAYSIAN ELECTRONIC PROCUREMENT SYSTEM
Journal EXCELLENCE
2
Connecting delivery systems across the Public Service should ensure that the 2008
government commitment to seamless Public Service delivery on the basis of ‘no wrong
door’ becomes a reality. The policy has been made possible by the electronic network
across the public sector, as well as the changing paradigm of public administration.
As Figure 1 illustrates, responsive governance is the paradigm of public administration
today across the Public Services around the world. In this highly consumerist world,
citizens want to have a voice in public decision-making. They want better quality and
quicker delivery of Public Services at affordable prices. They demand value-for-money
from, and greater accountability and transparency in public operations. In short, citizens
want a more responsive government in meeting their needs. The focus of this responsive
governance paradigm is not only on the results of government operations but also in
the processes involved in delivering Public Services. E-government represents one
important component of the processes installed for speedier, cost-efficient and costeffective delivery of Public Services.
Paradigm
Citizen-state
relationship
Accountability of
senior officials
Guiding principles
Criteria for success
Key attribute
Public
Administration
(Prior to the 90s)
Obedience
New Public
Management
(Since the 90s)
Entitlement
Responsive
Governance
(Since 2000s)
Empowerment
Politician
Customers
Compliance
with rules and
regulations
Output
Impartiality
Efficiency and
results
Citizen and
stakeholders
Accountability
transparency and
participation
Process
Responsiveness
Outcome
Professionalism
Figure 1: Changing Public Administration Paradigm
(Source : World Public Sector Report 2005)
E-government is also important in addressing issues of integrity. In 2010, Malaysia slipped
to the 56th rank (from 47th in 2008) in the corruption perception index of Transparency
International (see Figure 2). Service provision across the Internet avoids human contact
in service delivery and eliminates any possibility of corruption. It therefore allows for an
open, transparent and efficient process of government at all levels.
With better and easily accessible Public Services through e-government, Malaysia too
should be able to improve its global competitiveness from the present 26th rank (see
Figure 2). This should be possible as a more efficient Public Service provision promotes
a better business environment, thereby drawing foreign direct investments while
promoting exports.
3
Year
Score
Position
Score
Position
1998
2000
2003
2005
2006
2007
2008
2009
2010
4.9
5.1
5.1
5.0
4.9
4.9
30
29
24
26
21
21
24
26
5.3
4.8
5.2
5.1
5.0
5.1
5.1
4.5
4.4
29
36
37
39
44
43
47
56
56
Figure 2: Competitiveness (CI) and Corruption Perception Index (CPI)
(Source : World Economic Forum and Transparency International (Various issues))
E-government too is important to the Malaysian government as it battles with
bureaucracy and a regulatory environment that does not conduce the ease of doing
business. While Malaysia is doing relatively well on the global competitiveness front,
as Figure 3 shows, it is still a difficult place to do business. In terms of ease of doing
business, Malaysia ranks lower compared to Singapore and is in the same league as
China and India.
Given the centrality of e-government to issues of good governance and global
competitiveness, it is important to identify the critical success factors in institutionalising
e-government. This paper will identify those success factors in the context of the
implementation of electronic procurement.
Malaysia
China
India
Singapore
Ease of doing business
21
79
134
1
Starting a business
113
151
165
4
Dealing with construction
permits
108
181
117
2
Employing workers
60
38
94
15
Figure 3: Doing Business (out of 183 countries), 2011
(Source: World Bank, 2011)
CPI
CI
Journal EXCELLENCE
4
THE ELECTRONIC PROCUREMENT SYSTEM
Introduced in 2000, the EPS of the Ministry of Finance enables government departments
to buy goods and services from suppliers electronically. In the process of converting the
manual processes of public procurement, the EPS has streamlined the processes and
procedures while improving the efficiency of the public procurement system. While
previously procurement through manual operations took as much as four (4) to six (6)
months, the EPS has shortened that time to less than a month. As of 2010, the number
of government offices (purchasing units) adopting the EPS stood at 2,500 (Awang Adek,
2011).
Compared to 13 purchase orders amounting to RM43,000 transacted online through
the EPS when it was first implemented, 2010 saw tremendous increase in electronic
transactions numbering over 805,000 and valued over RM11 billion, exceeding the
Ministry of Finance’s key results area target of RM10 billion. This amount is expected
to shoot up to RM14 billion by the end of 2011. Since its inception and up to June
2011, the total value transacted under the EPS stands at over RM25 billion. Not only
has turnaround time for procurement been reduced, the average time for payment too
has been brought down to less than 14 days compared to 30 days previously. Online
registration of suppliers is down to a minimum of three (3) days with the average being
seven (7) days. Previously, the manual process of the Ministry of Finance took as long as
a month to register a supplier (Awang Adek, 2011).
Suppliers have benefited from the EPS as they are able to post their product profiles
on the Internet and secure government purchase orders and payments online. Over
70,000 suppliers are actively transacting with government offices through the EPS, with
35,000 trained in IT to profit from the system. Suppliers are able to reach a broader base
of buyers and lower their operating costs through shorter turnaround time. They have
thereby been able to increase customer satisfaction while increasing their revenues
(Abd. Shukor, 2010).
Over the past decade, the EPS has become one of the most important flagship applications
of the E-Government project. However, at an annual average transaction amount of
RM9 billion, the EPS captures only half (50%) of the total value of public procurement
carried out service-wide. Despite increased level of awareness and demand, low level of
user acceptance continues to bedevil such electronic systems in Malaysia as elsewhere
(Hung et. al., 2006). For example, in 2008, less than two-thirds of American, Taiwanese
and Malaysian tax payers filed in their tax returns using the electronic personal tax filing
system (Ng, 2008 and information from www.IRS.gov and www.TTC.gov).
A similar state of modest reception prevails in the implementation of the Human
Resource Management System (HRMIS) of the Malaysian Public Service. HRMIS is an
electronic system that seeks, through its 50 sub-modules, to automate every aspect
of human resource management in the Public Sector – from strategic human resource
planning, through performance appraisals to career management and development.
5
One, therefore, needs to inquire why has there been a modest usage of electronic
systems among users despite the benefits of adoption. We need to identify factors that
influence user acceptance of e-government services. The study, upon which this paper
is based, addresses these two concerns. The EPS is used as a case study to identify the
determinants of user acceptance. The findings of the study will then be applied to make
inferences across e-government services.
USER ACCEPTANCE OF IT SYSTEMS: DETERMINANTS
This section outlines the theoretical viewpoints on user acceptance of IT systems.
Determinants of user acceptance culled from the literature will be drawn upon to
investigate how far they are relevant to the acceptance of the EPS and, by extension,
e-government services of the Malaysian government.
The Theory of Reasoned Action, propounded by Ajzen and Fishbein (1980), hypothesises
that an individual’s behaviour is informed by his intention to so behave; intention
of which is jointly influenced by his or her attitude and beliefs. The Technology
Acceptance Model, originally developed by Fred Davis and Richard Bagozzi to predict
computer usage behaviour, throws light on what these beliefs are (Davis et. al., 1989). It
suggests that two beliefs – perceived usefulness and perceived ease of use – determine
an individual’s intention to use a new system or technology. Perceived usefulness is
the level of confidence that an individual has that the system will enhance his or her
job performance. The perceived ease of use is the feeling that the system is simple
and uncomplicated to use. Research has established that the perceived usefulness of
a system and the perceived ease in interacting with the system are strong predictors
of the intention and actual usage of that system in both voluntary and mandatory
circumstances. (Davis et. al., 1989; Taylor and Todd, 1995; Venkatesh et. al., 2003).
Additionally, perceived risk that the user might suffer a loss from operating a system
can be a deterrent to user acceptance. Similarly, the level of trust that the user has in the
system and its supplier (or the sponsor – the government in the case of e-government
services) is also a factor that determines the user acceptance of a technology.
Trust is instrumental in the use of Internet technologies including e-commerce. Users
must feel confident that the security of their transactions is not compromised. Trust, in
the case of the EPS, is that the user considers that the supplier of products and services
has the knowledge and competence in, and is receptive to addressing problems arising
from using the system. The supplier is also considered fair and trustworthy in keeping
promises and commitments and advancing the best interests of the user (Steward et.
al., 2001; Hung et. al., 2006). In the EPS, government offices use the e-catalogues posted
However, apart from the sub-module on establishment record and personnel data, most
of the other modules have lagged behind in implementation, despite HRMIS being in
existence for over a decade.
Journal EXCELLENCE
6
by suppliers on the Internet. The risk is that the supplier might not have disclosed all
the information on his or her products and services which are being bought by the
government user without physical inspection.
Service quality is also another important determinant in user acceptance of a particular
technology. Service quality relates to the level of help that a user can get, either from
his or her department, vendor or an outsourced service provider in operating the
system.1 Assurance is an aspect of service quality. It denotes the level of competence
that the department has in operating the system. Service quality too is a function of
responsiveness. If a user’s complaint or problem is promptly attended to and resolved,
then user acceptance to a particular technology would be that much enhanced.
Similarly, facilitating conditions, as measured by the user’s belief that there exists
technical and organisational support in implementing the system, are a factor in inclining
a user towards adopting the new technology (DeLone and McLean, 2003; Parasuraman
et. al., 1988; Venkatesh et. al., 2003). Such facilitating conditions include helpdesks,
hotlines and / or service counters. Together, these elements instill confidence among
users that the system is operable and, consequently, motivate its adoption.
The Innovation Diffusion Theory offers further factors that conduce user acceptance of
a particular technology. The theory suggests that the attributes of relative advantage,
complexity, triability, compatibility and observability govern the level of usage of a
particular technology. Leadership commitment and policies that promote innovation
and creativity can play a significant role in the continued development of the EPS and
enhance its usage (Sambasivan et. al., 2010).
Web-design quality also plays an important role in user acceptance. The quality of a
website is important because it is the primary vehicle for business transacted across
the Internet, gathering information and promotional activities. Among the features of
web-design quality are system, information and service quality. System quality refers
to the speed of access, security and other computational features that promote ease of
operation. Service quality relates to reliability, empathy and responsiveness of system
in providing service and in effecting follow-up action based on feedback. A website is
good if it contains information that is accurate and current. Web-design quality is an
important element in the continued success of the EPS.
THE STUDY
Mere intention to use is not an indicator of a system’s success. That intention must
translate into actual usage behaviour. So, based on the above variables identified
through literature review, the study sought to establish which of these variables promote
the intention to use the EPS and whether that intention does translate into actual usage
1 The service providers for the EPS is Commerce Dot Com Sdn. Bhd.on a build, operate and transfer business model.
7
y = f(pu, peu, tr, pr, ass, res, fc, wdq) where:
y = intention to use EPS and, consequently, actual usage
pu = perceived usefulness
peu = perceived ease of use
tr = trust
pr = perceived risk
ass = assurance
res = responsiveness
fc = facilitating conditions
wdq = web design quality comprising system, information and service quality
The study sought to identify the nature of the relationship between these variables and
between the intention and actual usage of the EPS in the hope of identifying the critical
success factors that are needed for the implementation of e-government services. For
this purpose, the study ran a random sample on a cross-section of 400 EPS users for
their perception on these relationships. A questionnaire (revised based on a pilot study
of 25 EPS government users) was sent to this sample. The response rate was 90% (or
358 questionnaires). The data obtained was put through a statistical analysis using
the structural equation modelling. This model was chosen as it offers computation of
multiple regressions across the variables.
RESULTS
The following results were obtained from the statistical analysis:
1. There is a positive relationship between the perceived usefulness of EPS and the
intention to transact using that system. This means that if users consider the EPS
easy to operate or use, they will be more motivated to making procurement through
the EPS. Indeed, of all the variables, perceived usefulness had the strongest positive
relation to the intention to use.
2. The assurance of the quality of service provided in the operation of the EPS is
positively correlated to the intention to use the EPS. This means that if users consider
that assurance of help in operating the system by the service provider is high, then
the likelihood of EPS adoption will also be high.
3. The responsiveness of the service provider is positively correlated to the intention to
use the EPS. This implies that if the service provider is highly responsive to the needs
of the user, then the intention of the user to use the system will be commensurately
high as well.
of the EPS. The relationship among these variables can be reduced to the following
functions:
Journal EXCELLENCE
8
4. Facilitating conditions are positively correlated to the intention to use. So, if there is
a strong organisational and Public Service environment and culture that promotes
the adoption of e-government and its systems, then the intention to adopt the EPS
will be high. Such a culture or environment will include management commitment
to e-government, favourable policies and rules and regulations pertaining to
e-government services.
5. There is a positive relationship between the perceived ease of use and the intention
to use the EPS. Such a relationship signifies that if the users’ perceptions are high
and that the EPS is easy to use and does not require much mental or physical effort,
then the likelihood of them using the system is also high.
6. However, there is no relationship between the perceived risk of use and the intention
to use EPS. Similarly, there is no relationship between the trust that users have in the
system and the intention to use the EPS. The absence of these relationships could
be due to the fact that the EPS is a government system. Therefore, users might think
that security of information would not be compromised and that suppliers, who
are already registered with the Ministry of Finance, would be fair in their dealings
with the government and make full-information disclosure lest they be blacklisted
for such faults. As such, the variables of trust and risk are a given in electronic
procurement.
7. While there are no significant relationships between quality of the web system and
the information quality of the website to the intention to use the EPS, there is a
positive relationship between the service quality offered through the website by
suppliers of the system and the intention to use the EPS. This implies that users
consider that the system should be up and running for use with adequate information
to transact business. As such, these do not influence user acceptance of EPS, and
ipso facto, other IT systems of the government. In web or system design, what users
consider important in considering the use of the EPS is the level of service quality of
the website, that is, the level of on-line response of vendors to resolving the issues
raised by users in the course of employing the system.
8. There is a positive relationship between the intention to use the system and actual
usage of EPS. This means that once users find the system comfortable and beneficial
to use, that situation leads them to actually utilising the system.
SUMMARY AND CONCLUSION
The paper identified the variables that influence user acceptance of an IT system,
especially, the government to business (G2B) system of the EPS. These factors are:
perceived usefulness, perceived ease of use, assurance of services, responsiveness of
service providers, facilitating conditions and the system’s service quality. These are the
factors that will hold true for the adoption of similar IT systems in government. The
9
1. Except for IT personnel, the rest of the public servants are not ‘sophisticated’ users
of IT systems. Where a service is to be provided electronically or where transactions
are required to be done electronically, as with the case of EPS, public managers must
ensure that the system is highly user-friendly. The navigation through the system
must be as simple as possible and the users must be convinced of that fact. This is
essential for the enhanced usage of the system.
2. Managers need to pay more attention to educating the users on the usefulness
of a system and training them in the use of the system. Informal discussions with
some of the relevant public officers revealed that many are not fully apprised of
the usefulness of adopting EPS for public procurement. They considered that such
training, coupled with an environment that promotes an IT culture, would surely
advance the cause of a greater extension of the EPS system. As such, education and
training will make the users appreciate the utility of the system and, consequently,
motivate them into actually deploying the system.
3. Managers need to ensure that they appoint reputable and competent service
vendors who can offer prompt and superior service – through help desks, for
example. This is important as, when they face difficulty in using the system, public
users are largely dependent, besides their IT personnel, on service providers to help
them navigate the system without any glitches. Assurance of quick, efficient and
competent response from the service providers will go a long way to enhancing the
usage of the system both within an agency and throughout the service.
4. Managers need to ensure that web-design quality is exceptional. The design should
ensure system quality, that is, speedier response to any problems in the course
of employing the system. Similarly, the system must make the interface between
system and user simpler while ensuring adequate and quality information to run the
system. Such information quality will encourage more users to adopt EPS for public
procurement.
5. The Public Service and managers within an agency need to install an environment
or culture that favours the adoption of ICT in the delivery of Public Services. Such
an environment exists, much being due to the Public Service commitment to
e-government and a “whole-of-government” approach to service delivery. That
culture must be built upon so that e-government becomes permanently entrenched
in the fabric of public management.
paper informs public managers responsible for implementing e-government initiatives
of the following:
Journal EXCELLENCE
10
REFERENCES
Abdul Shukor Ibrahim (2010). Ensuring government procurement excellence through
e-procurement. Journal Excellence. Vol 2(1). Putrajaya: Malaysian Administrative
Modernisation and Management Planning Unit (MAMPU), Prime Minister’s
Department.
Ajzen, I. and M. Fishbein (1980). Understanding attitudes and predicting social behaviour.
Englewood Cliffs: Prentice-Hall.
Awang Adek (2011). Malaysia’s e-procurement system to hit US 4.6 billion.
http://staroba.my/index.php?option=com_content&view=article&id=1132:lays
ia-e-procurement-system-to-hit-us46-billion-awang-adek&catid=1:news
(accessed on 7th July 2011).
Davis, F.D., R.P. Bagozzi and P.R. Warshaw (1989). User acceptance of computer
technology: a comparison of two theoretical models. Management Science, Vol.
35 (8), pp. 982-1003.
DeLeone, W.H. and E.R. McLean (2003). The DeLeone and McLean model of information
system success: a ten-year update. Journal of Management Information System,
Vol 19(4), pp. 60-95.
Hung, S.Y., C.M. Chang, T.J. Yu (2006). Determinants of user acceptance of e-government
services: the case of online tax filing and payment system. Government Information
Quarterly, Vol. 23 (1), pp. 97-122.
Ng, L.B. (2008). A study of tax payers’ perceptions of adopting a personal tax e-filing
system. MBA Dissertation at the Graduate School of Business, University of Malaya.
(Available at http://dspace.fsktm.um.edu.my/xmlui/bitstream/handle/1812/737/
Ng%20Lee%20Bee%20(CGD050004).pdf?sequence=1)
Parasuraman, A., V.A. Zeithaml and Berry, L.L (1988). SERVQUAL: a multiple-item scale
for measuring consumer perceptions of service quality. Journal of Retailing, Vol
64(1). pp. 12-40.
Sambasivan, M., G.P.Wemyss and R. Raduan (2010). User acceptance of a G2B system: a
case of Electronic Procurement System in Malaysia. Internet Research, Vol. 20(2),
2010, pp. 169-187. (Available at www. Emeraldinsight.com/1066-2243.htm)
Stewart, D.W., P.A. Pavlou and S. Ward (2001). Media influences on marketing
communications. In Zillman, D. (Ed.), Media Effects: Advances in Theory and
Research. Hillsdale: Erlbaum.
Taylor, S. and P.A. Todd (1995). Understanding information technology usage: a test of
11
Transparency International (2010). Corruption Perceptions Index Report 2010. (Available
at http://www.transparency.org/publications/gcr)
Wang, Y.S. and Y.W. Liao (2008). Assessing e-government systems’ success: a validation
of the DeLone and McLean model of information system success. Government
Information Quarterly, Vol. 25 (4), pp. 717-33.
United Nations (2005). World Public Sector Report 2005). New York: United Nations.
Venkatesh, V., M.G. Davis and F.D. Davis (2003). User acceptance of information
technology: toward a unified view. MIS Quarterly. Vol 27 (3), pp. 425-78.
competing models. Information Systems Research, Vol. 6 (2). pp. 144-76.
Journal EXCELLENCE
12
PUBLIC COMPLAINTS AS SOURCE OF INNOVATION FOR
GOVERNMENT AGENCIES
Dato’ Dr. Tam Weng Wah
Public Complaints Bureau
Prime Minister’s Department Malaysia
ABSTRACT
In a highly competitive global environment, the civil service needs to focus on
innovation to achieve transformational change. Innovation is key to the successful
implementation of the government transformation initiatives, namely the 1Malaysia
concept, Government Transformation Programme (GTP), Economic Transformation
Programme (ETP), New Economic Model (NEM) and Tenth Malaysia Plan. Therefore, it
is essential for the government to promote a culture of creativity and innovation at all
levels of administration. This paper highlights the innovation culture in the public service
and how public complaints can contribute towards improving public service delivery. It
also explains the Public Complaints Bureau (PCB)’s key role in providing feedback to
the government regarding the required changes in the public service through public
complaints. In short, complaints can be a source of innovation for government agencies
in their effort to provide a more people-oriented public service delivery in line with the
concept “1Malaysia: People First, Performance Now”.
INTRODUCTION
The Prime Minister of Malaysia, Dato’ Sri Mohd. Najib Tun Abdul Razak has been
constantly emphasising that the Government would transform Malaysia through a
holistic innovative process, ranging from innovative administration in the private and
public service and societal innovation, to urban and rural innovation. Civil servants
today should think out of the box and discard the robotic culture if they are to remain
relevant.
In today’s highly competitive global environment, there is a need to focus on innovation
and creativity in order to achieve transformational change. Embracing innovation and
creativity is key to the successful implementation of the Government transformation
initiatives, namely the 1Malaysia concept, Government Transformation Programme
(GTP), Economic Transformation Programme (ETP), New Economic Model and Tenth
Malaysia Plan.
Government agencies need to prioritise efforts in introducing innovations in all aspects
of administration, including management and service delivery to people and clients.
13
Although public complaints may be unpleasant to the ear, they are valuable information
that government agencies cannot ignore. They usually represent many unspoken issues
and provide useful hints as to where service delivery can be further improved. Therefore,
Government agencies should welcome complaints. As long as they get complaints, the
public is still interested in their services and wants to help them improve. Behind each
complaint, the situation that led to the complaint may have already happened many
times, and the public may have experienced as many as 100 negative “moments of
truth” with a particular government agency. Government agencies can use this valuable
and powerful information to take action and turn complaints into opportunities for
improvement and innovation.
INNOVATION CULTURE IN THE PUBLIC SERVICES
The Government’s innovation agenda promotes innovative activity across the
Malaysian economy including the Public Service. Innovation is a vital ingredient for
increasing productivity and ultimately raising the competitiveness of the country.
Innovation involves both the creation and diffusion of knowledge into Government
departments and agencies.
For the civil service, innovation can be applied to various aspects such as customer
management, work culture, strategic management and organisational leadership, and
human resources. To help agencies chart and plan their strategies and action plans, the
Malaysian Administrative Modernisation and Management Planning Unit (MAMPU) has
come up with a guideline entitled “Strengthening the Innovation Culture in the Civil
Service” on 29 January 2010. The guideline defines innovation as creative ideas that
can improve productivity and quality of service delivery. The public and customers are
also encouraged to provide feedback or complaints on how to improve public service
delivery.
The Government had taken a series of actions to strengthen Malaysia’s innovation
system along four key dimensions: shaping a supportive ecosystem for innovation,
creating innovation opportunities, putting in place innovation enablers and funding
innovation. Government agencies have been encouraged to create an environment
that is conducive for creative thinking, with the final product being an improved service
delivery to the people and private sector. Emphasis is on the agencies to increase their
output and outcome value in terms of products, services, processes or technology.
Innovation, coupled with proper planning, will help the country achieve its objective
of being a high-income nation within a short period of time. In this regard, the Public
Complaints Bureau (PCB) has chosen the theme “Complaints as a Source of Innovation”
for 2011, which is in tandem with the Government’s aspiration to transform the Nation
into a high income economy via creativity and innovation.
Journal EXCELLENCE
14
SOURCES OF INNOVATION IN THE GOVERNMENT
With the recent global economic developments, the Public Service needs to innovate
in order to create new approaches to old problems; more effectively use resources
and meet needs; as well as to redefine strategies and tactics. Serial innovation also
requires strategies for tapping into the creative wisdom of employees, public, and
other government agencies and private sector/NGOs as in Figure 1 (Eggers and Singh,
2009). While innovations in government have come from all these sources, a consistent
approach is needed to draw upon all of them, especially public complaints to produce
ideas that can be executed to satisfy citizen needs, improve performance, and reduce
costs.
Figure 1: Sources of Innovation in the Government
According to Mulgan and Albury (2003), “successful innovation is the creation and
implementation of new processes, products, services and methods of delivery which
result in significant improvements in outcomes efficiency, effectiveness or quality”. The
following four (4) motivating factors demand that innovation in the Public Service be
taken seriously:
a.
b.
c.
d.
respond effectively on public needs and rising expectations;
control costs and increase efficiency;
improve delivery and outcomes of public services; and
capitalise on the full potential of ICT.
15
MANAGEMENT OF PUBLIC COMPLAINTS
The onus is on civil servants to be brave and make bold changes in response to
conditions and regulations hindering the effective execution of government plans. The
challenge to change may seem to be a formidable task to the Public Service. However,
it must be acknowledged that there have been many changes, especially in frontline
agencies, that have made life easier for the people.
There are numerous sources of public complaints namely; Government websites,
customer help desk, printed media, electronic media and complaints directly from
the public. Since the introduction of the Excellent Work Culture Movement in 1989,
government services have improved tremendously through various reforms and
modernisation programmes particularly relating to frontline services. Ongoing efforts
to handle public expectations and complaints include:
a. establishing of Customer Service Centres within Government agencies;
b. improving services provided through telephones;
c. enhancing the quality of counter services, projecting a good image of government
departments and agencies;
d. Introducing one stop counters/centres to provide greater access to services; and
e. updating and improving procedures, regulations and laws.
Complaints are closely related to the public’s feedback towards government services
and policies which affect their day-to-day experiences, thus it is important to handle the
complaints in a positive and structured manner. Consequently, it is no longer “business
as usual” for Government agencies. Public perception and feedback are taken into
serious consideration to evaluate the efficiency and effectiveness of every government
transaction.
ROLE OF PUBLIC COMPLAINTS BUREAU
PCB plays a key role in providing feedback to the Government with regard to the required
changes in the Public Service through public complaints. Public complaints represent
the voice of the people regarding their experiences in dealing with public agencies.
It is time for the public service to shift from process-oriented to people-oriented
service delivery, in line with the principles of “1Malaysia: People First, Performance
Now”. Complaints submitted to PCB generally related to people’s dissatisfaction
with government administrative actions (including those of privatised agencies and
Government departments and agencies should also look into the emergent patterns
of innovation which are prevalent across public services namely customer-oriented
services, e.g. One-stop Centre and Customer Help-desk as well as delivery of services
through partnerships, e.g. payment of utility bills.
Journal EXCELLENCE
16
monopolistic institutions) that are deemed unjust or not in accordance with existing
laws and regulations.
PCB’s web portal provides the gateway for the public to lodge complaints against
Government agencies. PCB manages the complaints through the i-Aduan system, an
integrated public complaints management system that has been upgraded to increase
PCB staff productivity. Public Relations Officers (PROs) of Government agencies are
also allowed to access the i-Aduan directly. This approach not only allows the PROs
to monitor complaints about their respective agencies, but also enables them to act
quickly in responding to the complainant without waiting for a notification from PCB.
In some instances, PCB does not even need to forward complaints to agencies because
they can access the system directly and take immediate action on complaints which are
under their respective jurisdictions.
PCB is also currently implementing an integrated complaints management system,
known as Integrated Public Agency Complaints Monitoring System (Sistem Pemantauan
Aduan Agensi Awam Bersepadu) or i-SPAAA, which is linked to 38 Government
departments. This system allows the participating ministries, departments and agencies
to electronically monitor all complaints received and address them directly. Both i-Aduan
and i-SPAAA provide PCB with a more comprehensive perspective of the complaints
received by the Government as shown in Figure 2.
Figure 2: Public Complaints Management System of PCB
17
In efforts to provide quality services demanded and expected by the people, public
off icials must strive to create innovative ways to improve the quality of service delivery.
Civil servants as service providers have to be sensitive to the needs of the people
through complaints, feedback or grievances submitted to the Government agencies or
the media. There are obvious lessons to be learned where service failures are identified
and remedial action can be taken to ensure that similar mistakes are avoided in future.
Feedback or complaints to government agencies can be an important source for
improvement initiatives in public service delivery. In short, any complaint can be a
source of innovation. Government agencies only need to spend some energy focusing
on complaints received and the issues raised by identifying innovative areas for value
addition or value creation.
Agencies that value complaints will take advantage of the opportunities that result from
them. Close monitoring of public complaints and feedback can highlight opportunities
for operational improvements even in areas where the service was thought to be initially
delivered appropriately.
PERMANENT COMMITTEE ON PUBLIC COMPLAINTS AS AVENUE FOR
INNOVATION
One of the avenues for PCB to transform complaints into innovation is through the
Permanent Committee on Public Complaints (PCPC) chaired by the Chief Secretary to
the Government of Malaysia. The PCPC normally looks into nationwide or high impact
issues that will contribute towards improving the public service delivery system. Among
the PCPC resolutions on issues of public complaints which led to innovative solutions
are shown in Table 1:
Table 1: PCPC Resolutions Leading to Innovative Solutions
Ministry/Agency
Public Complaints
Bureau
Complaints
Delay by government
agencies in providing
resolution to the
complainants
Innovation
Development Administration
Circular No. 1/2009 issued on 24
February 2009 has shortened the
complaints management process
cycle from 41 days to 15 working
days.
INNOVATION FROM PUBLIC COMPLAINTS
Journal EXCELLENCE
18
Ministry/Agency
Complaints
Innovation
Malaysian
Communications
and Multimedia
Commission (MCMC)
Advertising Without
Permit In Place / By
Public Utility Company
/ Individual
Cooperation between Local
Authorities and MCMC to curb
illegal posting of advertisements
by cancelling the phone lines
displayed on the advertisement.
Public Service
Department
Hassle by Government
retirees to claim back
payment made on
purchases of medicine
at pharmacies.
Improvements in payment
arrangements to retirees on
purchases of medicine through
smart partnership between the
Government and the private
sector.
Ministry of Health
Delay in issuing of
Medical Reports by
Government Hospitals
Introduction of Guidelines for
Preparation of the Medical Report
and Guidelines for Management
of Patient Medical Records
to streamline the process of
preparing medical reports and
records.
Ministry of
Housing and Local
Government
No uniform guideline
on gated and guarded
community.
Introduction of Guideline on Gated
and Guarded Community to assist
local authorities in monitoring its
implementation.
CORRECTIVE AND PREVENTIVE ACTIONS
In line with the need for more innovative and creative approaches in enhancing public
service delivery, PCB together with the other agencies are collaborating to identify
possible innovations based on recurrent complaints received that can result in the
improvement of service delivery in the public service. Apart from informing PCB of what
action has been taken to resolve a complaint, complaint managers are also required
to identify preventive measures taken for each valid complaint received. A preventive
action might have been an innovation or a means to delight the customer in resolving
problem related to the public service delivery.
19
Table 2: Preventive Action as a Source of Innovation
Ministry/Agency
Ministry of Foreign
Affairs
Complaints
Innovation
Delay in issuing Certificate Introduction of e-Consular
of Good Conduct (CGC).
where application can be made
on-line.
Ministry of Human
Resources (Industrial
Court)
Frequent postponement
of cases.
Early evaluation of cases with
introduction of new work
process.
Ministry of Housing
Unanswered phone calls
and Local Government before and after office
hours
Computerised telephonist
system to cater for calls.
Prime Minister’s
Department
Customer service staff divided
into two teams to handle
internal phone calls and
external phone calls. External
calls can be answered within
10 seconds.
Frequent cases of cut-off
in phone connection.
There are many of innovative approaches that have been adopted to improve public
service delivery in dealing with public complaints. PCB compiles a weekly summary of
findings which are then shared with Secretaries General of ministries. This information is
also made available on PCB’s website.
DEVELOPMENT ADMINISTRATION CIRCULAR NO. 1/2009
In highlighting the Government’s emphasis on effective complaints management, the
Development Administration Circular No. 1/2009 specifies the need to appoint a senior
officer at the level of Deputy Secretary General/Deputy Director General/Deputy State
Secretary to monitor public complaints in their respective agencies. The circular also
requires that “Public Complaints” be made a permanent agenda in the management
meeting of all department and agencies. This complaints management committee may
also identify innovative solution from public complaints through Five (5) perspectives,
namely: strategy concept/policy innovation; process; products/services; delivery of
Examples of innovation by the government departments and agencies derived from
public complaints are shown in Table 2:
Journal EXCELLENCE
20
public services; and system interaction. The types of innovation resulting from these
perspectives are as shown in Figure 3 (Hartley, 2005).
Figure 3: Types of Innovation
CONCLUSION
All public agencies should address complaints accordingly and view them as a source
of innovation. Efficient and effective complaints management has a positive impact on
people and enhances image of the Government. The ability of agencies to deal with
complaints systematically and effectively will ensure quality improvement in public
service delivery. As a feedback mechanism, public complaints make a fascinating pool
for analysis. They reveal much about public expectations of the government delivery
system. Using complaints as a basis for rich and constructive dialogues in government
departments and agencies will not only guarantee greater sensitivity and responsiveness
to people, it will also anticipate — as well as resolve — the problems that matter most.
Public complaints provide the source of grievances with ample opportunities for
innovation. The ability to innovate from public complaints is the ability to adapt to an
altered environment, to learn and to evolve for the benefit of the public as well as to
enhance national competitiveness.
REFERENCES
Borins, S. (2001): The Challenge of Innovating In Government. IBM Center for The Business
of Government 2001 (first edition).
Christensen, T. And Laegrid, P. (2001): New Public Management: The Transformation of
Ideas and Practice. Aldershot & Ashgate.
21
Hartley, J. (2005), Innovation in Governance and Public Services, Past and Present, Public
Money and Management January 2005 Issue.
Kamarck, E. C. (2004): Government Innovation Around the World, Ash Institute for
Democratic Governance and Innovation, J.F. Kennedy School of Government,
Harvard University.
Malaysian Administrative Modernisation and Management Planning Unit (2010),
Guideline on Strengthening the Innovation Culture in the Civil Service.
Mulgan, G. and Albury, D. (2003): Innovation in the Public Service, Strategy Unit, Cabinet
Office.
Tam, Weng Wah (2010), 1Malaysia: People First, Performance Now: Attaining Service
Excellence through Citizen-Centric Complaints Management, Pentadbir, the
Administrative and Diplomatic Service Association, Malaysia (PPTD).
Eggers, W.D. and Singh, S. K. (2009), The Public Innovator’s Playbook: Nurturing Bold Ideas
in Government, Deloitte Research.
Journal EXCELLENCE
22
COMPETENCY ISSUES OF OSH OFFICERS AS
CIVIL SERVANTS IN TRANSFORMATION
OF EFFECTIVE SERVICE DELIVERY
Rabaayah Daud
Department of Occupational Safety and Health
Ministry of Human Resource
Malaysia
ABSTRACT
Competencies of civil servants have become a concern in human resource management
and development specifically in terms of responding to challenges to transform service
to the public to a highly efficient and effective one. This paper is based on a study
identifying competencies needed by Occupational Safety and Health, OSH officers in
Public Service Agencies as administrators and enforcers of legislations related to OSH in
Malaysia. The aim of the OSH profession is to ensure safety and health aspects are taken
care of, thereby preventing accidents and diseases in, and related to, the workplace.
With the increasing challenges being faced by civil servants especially OSH officers, they
must be highly competent to enable them to perform their duties and responsibilities
effectively, which in turn may help reduce the number of accidents and occupational
diseases as well as the loss of productivity. The results show that OSH officers need to have
generic competencies with combinations of cognitive, interpersonal and intrapersonal
competencies, and functional or specific competencies including knowledge and skills.
Both generic and functional competencies are divided into threshold and differentiating
competencies that will be used to differentiate average and excellent performance of
OSH officers. The study concludes that the competencies required by OSH officers are
multi-dimensional and include both technical and managerial functions. This paper
discusses issues of competency and recommends that the competency framework
for OSH professionals be used in the Public Sector, considering that it is significant for
the Government Transformation Plan (GTP) to ensure the enhancement of continuous
learning to encourage self-development, knowledge gain, skills, creativity and innovation
as well as to help the public earn higher incomes.
23
Issues of competency have always been and are discussed anywhere and everywhere
especially when one serves the public. They involve Occupational Safety and Health
(OSH) officers who are responsible for ensuring safety, health and welfare of people in
the workplace. Occupational safety and health is an important profession that ensures
health and safety aspects in various workplaces (Araki and Tachi, 2003; Manuaba, 2006;
Park, Ha, Kim, Jung and Paek, 2002).
WHO/ILO (2006) report that there is growing acceptance throughout the world that
accidents and ill-health resulting in and from the workplace impact not only on the
lives of individual workers, their families and their potential for future work, but also
the productivity of their organisations. It has been reported that about 2.2 million
work-related deaths occur annually as a result of workplace accidents and occupational
diseases (Hashim, Amin and Khalid, 2005; Henshaw, 2007). These cost nations worldwide,
including Malaysia, billions of ringgit in workers’ compensation, medical costs, and work
efficiency.
Nonetheless, despite the pressing need to have competent OSH professionals, there is
the general concern about identifying the necessary competencies required in the safety
and health profession for effective performance of OSH related functions (Blair, 2004).
In Malaysia, the law requires employers to hire OSH professionals in their organisations
(OSHA, 1994). Until March 2011, the Department of Occupational Safety and Health
(DOSH) under the Ministry of Human Resources comprised 866 enforcement officers
deployed in one Head Office and 13 State Offices. As the number of workplace accidents
increases, the department still needs another 500 OSH officers.
One of the policies in Public Service is to meet the increasing demand for trained and
experienced human resources at managerial, supervisory and technical levels. A major
focus is the occupational safety and health profession as a technical based department
under the Ministry of Human Resources. Towards this end, competencies of officers
in the profession need to be ascertained to facilitate the various human resource
development and management initiatives. Although there are urgent and pressing
needs for competent OSH officers, there is as yet no specific competency framework
developed that can be used as a guide for OSH officers in Malaysia.
At the international level, there is one competency model developed for OSH
professionals (Leemann, 2005) which consists of differentiating competencies and
threshold competencies. Specifically the model contains 11 differentiating and 3
threshold competencies for the safety profession, 9 differentiating and 3 threshold
competencies for industrial hygiene and 8 differentiating and 4 threshold competencies
for the environmental profession. However, the extent to which these competencies are
applicable to Malaysian OSH officers has yet to be tested empirically. Most Malaysian
studies on OSH professionals have been related to training need assessment and training
curriculum for the professionals (Halim, 2003: Sabri, 2006).
INTRODUCTION
Journal EXCELLENCE
24
SAFETY BODY OF KNOWLEDGE
Braeur (2007) states that the safety profession has a very broad base. The areas of
practice of OSH professionals include fire protection, industrial hygiene, process safety,
health physics and radiation protection, management systems, safety engineering,
environmental factors, health and ergonomics. Based on that he states professional
safety practice requires knowledge in many areas and interfaces with nearly every other
profession. The profession has components aligned to business, education, engineering,
ergonomics, psychology, health, law and other fields.
Braeur (2007) adds that while each safety professional operates in a slightly different
job context, the body of knowledge which safety professionals share is the core of
professional safety practice. In other words, whether one has been trained academically
for the safety profession or entered it from some other discipline, mastering the core
body of knowledge is essential for an effective safety practitioner. The Figure 1 below
shows clearly the alignment between the roles of safety and health professionals and
the knowledge they need to master in order to perform their task effectively and
efficiently.
Business
Others
Law &
Government
Education
The Safety &
Health Profession Roles
- Safety
- Industrial Hygiene
- Fire Protection
- Environment
- Program Management
- Ergonomics
-Behavior
Health
Engineering
Ergonomics
Human
Behavior
Figure 1: Occupational Safety and Health (OSH) Body of Knowledge
(Source: Brauer, 2007)
25
Competency is defined as an underlying characteristic of a person, be it a motive,
trait, skill, aspect of one’s self-image or social role, or a body of knowledge which he
or she uses, which is causally related to the achievement of effective or better work
performance (Boyatzis, 1982). A later definition refers to competency as an underlying
characteristic of an individual that is causally related to criterion-referenced effective
performance in a job or situation (Spencer and Spencer, 1993). The definitions indicate
that competencies are underlying characteristics of people pointing towards the ways
of behaving and thinking across situations.
Competencies of OSH officers especially in government departments have become a
recent concern because of the demands to meet challenges confronting the profession.
It is argued that during this millennium, not only has the OSH profession grown in size
and complexity, it has also expanded its emphasis on safety engineering and safety
management. This implies that OSH managers need to identify the specific roles and
behaviours needed to manage, maintain and develop employees as well as to accomplish
the goals of reducing injuries in the workplace (Adam, 2003; Blair, 2004; Kogi, 2002; Mori,
2002). Three models have been used as the underlying competency theories in this
study. The section that follows briefly explains each of these theories.
ICEBERG MODEL OF COMPETENCY
The Iceberg Model of Competency (Spencer and Spencer, 1993) conceptualises five (5)
types of competency characteristics: 1) motive; 2) traits; 3) social role and self-concept;
4) knowledge; and 5) skills. Knowledge and skill competencies tend to be visible,
measurable and can be developed through training. Meanwhile, social role, self-concept,
trait, and motive competencies which are more subtle and hidden represent a person’s
central personality.
The competencies are further categorised into two groups, namely, threshold and
differentiating, according to the prediction of job performance criterion. Threshold
competencies are the essential characteristics (knowledge, skills and ability) needed
for everyone to be minimally effective in a job. However, these competencies are
not distinguished as superior from average performers. Meanwhile, differentiating
competencies are the characteristics or factors such as motive, trait and/or pattern of
behaviour that are distinguished as superior from average performers.
ISSUES OF COMPETENCY
Journal EXCELLENCE
26
Information a person has in a
particular field
Visible
competencies
Skill
The ability to perform a certain
physical or mental task
Threshold:
Easy to observe
and measure
Social role
The image one projects to others
Less visible
competencies
Self-concept
A person’s sense of identity and
worth (self-image, attitudes and
values)
Less easy to
observe and
measure
Knowledge
Trait
A general disposition to
behave in a certain way
Motive
Recurrent thoughts that
drive behavior
Differentiating:
Differentiate
superior from
average
performers
Figure 2: Iceberg Model of Competencies
(Source: Spencer and Spencer, 1993: p. 11)
From the Iceberg Competency Model, more elaboration and discussion have been made
alongside degrees of difficulties in execution, types and examples of competencies.
Details of discussion are summarised in Figure 3 below.
Degrees of
Difficulty in
Execution
Types of
competency
characteristics
Motives
Hard
Traits
Self concept
Social role
Skill
Easy
Knowledge
Example of Competencies
Achievement orientation, motivation,
set challenging goals, personal
responsibility, use feedback to do better.
Self control, initiative, consistency
response to situation.
Self confidence, self understanding,
attitude, values.
Developing and involving others,
coaching, personal influence.
Mental or cognitive skill including
analytical thinking and conceptual
thinking.
Technical expertise, specific knowledge.
Figure 3: Degrees of Difficulty in Execution, Types and Example of Competencies
(Source: Adapted from Spencer & Spencer ,1993)
27
‘Intent’
‘Action’
Personal
Characteristic
Behavior
‘Outcome’
Job Performance
Motive
Trait
Self-concept
Knowledge
Skill
Figure 4: Competency Causal Flow Model
(Source: Spencer and Spencer, 1993, p. 13)
ENVIRONMENTAL, HEALTH AND SAFETY (EHS) COMPETENCY MODEL
The second model used for investigating competencies is based on competencies
needed for the environmental, health and safety (EHS) profession (Leemann, 2005)
that specifically consist of roles, functions and competencies of safety professionals,
industrial hygiene professionals and environmental professionals. These competencies
distinguish superior performance among OSH professionals as well as their ability to
deliver business values to the organisation. This shows that safety and health jobs are
complex. Compared to professionals in other technical occupations, OSH professionals
must master two to three times as many competencies in order for them to perform
better.
It is further stated that success in the OSH profession requires not only mastery of
the technical expertise, but also the skills to communicate their expertise to others
and the ability to frame the information and strategies employed to gain and retain
professional credibility within their various portfolios and jurisdiction. The roles and
functions of OSH professionals are divided into three (3) clusters of competencies: 1)
cognitive competencies which determine what causes a problem and what to do about
Furthermore, according to Spencer and Spencer (1993), there are significant causal
relationships among personal characteristics, such as motive, trait, self-concept and
knowledge that can predict skill behaviour actions and the outcome such as job
performance. As shown in Figure 4, the causal flow model describes the relationships
among intent, action and the outcome. The intent and action expressed by the personnel
will determine the outcome of the job.
Journal EXCELLENCE
28
it; 2) interpersonal competencies that deal with a wide range of stakeholders to gain
agreement on the problem and to harness commitment to bring about solutions; and
3) intrapersonal competencies which enable them to be successful (Leemann, 2005), as
shown in Table 1.
Table 1: Competency Cluster and Type of Professionalism
(Source: Adapted from Leemann , 2005, pg 10)
Competency
Cluster
Competencies
Safety
Professionals
Industrial
Environmental
Hygiene
Professionals
Professionals
Cognitive
Competencies
•
•
•
•
•
Analytical thinking
Conceptual thinking
Information seeking
Planning
Technical expertise
C
C
C
C
TC
C
C
C/TC
TC
C
TC
TC
Interpersonal
Competencies
•
•
•
•
•
•
•
Impact and influence
Involving others
Negotiating skills
Visioning
Translation capability
Relationship building
Concern with close
relationships
C
C
C
C/TC
TC
-
C
C
C
C
TC
C
C
C
C
-
Intrapersonal
Competencies
• Achievement
orientation
• Order, accuracy and
clarity
• Perceptual objectivity
• Self-control
• Perseverance
C
-
C
C
-
-
C
TC
C
C
TC
C
C
TC
11
competencies
+
4 threshold
competencies
9
competencies
+
3 threshold
competencies
8
Competencies
+
4 threshold
competencies
Number of Key
Competencies
and Threshold
Competencies
Note: C – Differentiating competency
TC – Threshold competency
29
Quinn’s competency framework on safety management (Quinn, Faerman, Thompson,
McGrath, 1996) has been recently adapted (Blair, 2004). This framework consists of
four (4) management models namely, rational goal, internal process, human relations
and open systems model. It also identifies eight (8) management roles such as mentor,
facilitator, monitor, coordinator, innovator, broker, producer and director. Within this
framework, five (5) additional competencies have been pinpointed and emphasised for
safety professionals. They are: 1) communicating effectively; 2) accepting responsibility;
3) translating solutions into practical terms; 4) business acumen which refers to the
ability to integrate safety into business and to speak the language of business; and
5) the need and ability to provide specific updated measures for safety performance.
Additional skills ranked high are technical, good management and interpersonal skills
(Blair, 2004), as shown in Table 2.
Table 2: Summary of Competencies for Safety Managers Using Quinn’s Competency Framework
Model
1. The Rational Goal Model
- emphasising productivity
and profit.
Roles
1. Producer
2. Director
2. The Internal Process Model
- based on hierarchical
arrangements that make up
a professional bureaucracy.
3. Monitor
4. Coordinator
3. The Human Relations Model
- emphasises commitment,
cohesion and morale.
5. Mentor
6. Facilitator
4. The Open Systems Model
- emphasises the ability to
survive in a competitive
environment through
adaptability, flexibility and
responsiveness.
7. Innovator
8. Broker
Competencies
•
•
•
•
•
•
Working productively.
Managing time effectively.
Accepting responsibility.
Strategic planning.
Goal setting.
Maintaining and sharing vision for strategy.
•
•
•
•
•
•
•
Monitoring employee safety performance.
Investigating injuries for prevention.
Auditing and analysing the safety effort.
Measuring safety performance.
Coordinating staff safety efforts.
Managing safety projects.
Sharing and exchanging relevant information.
•
•
•
•
•
•
Motivate others to give commitment in safety.
Actively listening and caring.
Training and educating others in safety.
Assisting others in achievement.
Building teamwork.
Defining others’ roles in safety and clarifying
expectations.
•
•
•
•
•
•
Maintaining flexibility and open mindedness.
Thinking creatively.
Shaping ideas into solutions.
Representing one’s organisation as spokesperson.
Negotiating agreements.
Networking by building a power base and
information base.
(Source: Adapted from Blair, 2004, p. 2-4)
QUINN’S COMPETENCY FRAMEWORK FOR SAFETY MANAGER
Journal EXCELLENCE
30
COMPETENCY FRAMEWORK FOR OSH PROFESSIONALS
Based on the overall competency models discussed, a competency framework for
OSH professionals was generated. This competency framework consists of clusters of
competency such as cognitive, interpersonal and intrapersonal and also a whole category
of competencies such as threshold and differentiating competencies. Table 3 shows the
various competency items and their categories. Generic competencies which consist
of motive, trait and self concept are made up of 13 threshold and 12 differentiating
competencies. As for competency clusters, three (3) items fall in the cognitive, four (4)
items in the interpersonal , and six (6) items in the intrapersonal group. Meanwhile,
specific or functional competencies which include knowledge and skills cover 15
threshold and 18 differentiating competencies.
Table 3: Competency Framework of OSH Professionals
Category of
Competency
Cluster of
Competency
Generic Competency
(Motive, Trait, Self-concept)
Threshold
Differentiating
Category of
Competency
Cluster of
Competency
Functional Competency
(Knowledge and skills)
Threshold
Differentiating
Cognitive
(6 items)
• Technical
expertise
• Analytical
thinking
• Business acumen
• Planning
• Conceptual
thinking
• Management
skills
General
knowledge
(6 items)
• Laws, regulations
and standards.
• Training and
education.
• Mathematics,
statistics, physical
and chemical
sciences.
• Technology
(Engineering,
facilities,
equipment,
processes,
computer and
systems).
• Business
management.
• Behavioral and
organisational
sciences.
Interpersonal
(9 items)
• Impact and
influence
• Team work and
cooperation
• Accepting
responsibility
• Relationship
building
• Translation
capability
• Involving others
• Visioning
• Negotiation
skills
• Interpersonal
understanding
Specific safety
and health
knowledge
(15 items)
• OSH in design,
controls and
technology.
• Industrial
hygiene.
• Ergonomics.
• Emergencies.
• Applied OSH –
construction.
• General OSH
knowledge.
• Environmental.
• Applied OSH –
occupational
health.
• Fire protection.
• Professional
development and
ethics.
• Safety
management.
• Inspection,
investigations and
audits.
• Applied OSH
– Process/
petrochemical.
• Applied OSH –
Systems.
• Risk management
and insurance.
31
Cluster of
Competency
Category of
Competency
Generic Competency
(Motive, Trait, Self-concept)
Threshold
Intrapersonal
(10 items)
• Communication
• Concern for
order, accuracy
and clarity
• Customer service
orientation
• Self confidence
• Perseverance
• Self control
Total
(25 items)
13
Differentiating
• Achievement
orientation
• Information
seeking
• Initiative
• Perceptual
objectivity
12
Cluster of
Competency
Safety and
health skills
(12 items)
Total
(33 items)
Functional Competency
(Knowledge and skills)
Threshold
Differentiating
• General
and applied
interpreting skills.
• Applied safety
and health skills.
• General and
applied training
skills.
• General and
applied business
management,
organisation and
• Leadership skills.
• General and
applied verbal
communication
skills.
• General and
applied written
communication
skills.
• General and
applied human
behavior skills.
• Inspection and
investigate skills.
• Ethics application
skills.
• General
and applied
mathematical,
analytical and
scientific skills.
• Creative skills.
• General and
applied computer
and system skills.
15
18
DISCUSSION AND RECOMMENDATIONS
This study has identified generic competencies and specific or functional competencies
for OSH professionals. The 25 generic competencies consist of 13 threshold and 12
differentiating competencies while specific or functional competencies consist of 15
threshold and 18 differentiating competencies. It is important to note that the initial
competency items included were 27 generic competencies and 21 specific competencies
which were listed based on EHS competencies (Leemann, 2005) and critical competencies
for safety managers (Blair, 2004); The safety degree curriculum (Brauer, 2007); the Career
Guide by the American Society of Safety Engineers Foundation (ASSE) and the Board of
Certified Safety Professionals (ASSE And BCSP, 2007). The competencies were grouped
into three categories; cognitive, interpersonal and intrapersonal competencies with
their rate of importance being further categorised into threshold and differentiating
competencies.
Category of
Competency
Journal EXCELLENCE
32
The competency framework that consists of 13 threshold competencies include
technical expertise, analytical thinking, business acumen (cognitive competency);
impact and influence, teamwork and cooperation, accepting responsibility, relationship
building (interpersonal competency) and communication; concern for order, accuracy
and clarity; customer service orientation, self confidence, perseverance and self control
(intrapersonal). Meanwhile, differentiating competencies include planning, conceptual
thinking and management skills (cognitive competency); translation capability, involving
others, visioning, negotiation skills and interpersonal understanding (interpersonal
competency); and achievement orientation, information seeking, initiative and
perceptual objectivity (intrapersonal competency).
Functional competencies consist of 15 threshold such as laws, regulations and standards;
mathematics, statistics, physical and chemical sciences; training and education, and
18 differentiating competencies such as technology, human behavioral sciences, risk
management and insurance, safety management and inspections, investigations
and audits. Technical expertise has the highest range of importance in the generic
competency. Although it has the highest mean score, it is found in the threshold
competencies. The findings are supported (Leemann, 2005) and show that these
competencies are required for minimal performance. This is followed by analytical
thinking that is important in technical jobs for OSH professionals to anticipate and plan
for removal of obstacles, see the implications or consequences of situations, and make
logical conclusions. The results support findings from most of the previous studies
(Blair, 2004; Brauer, 2007; Leemann, 2005). This study shows that technical expertise,
analytical thinking and communication are the most important work basis elements for
OSH professionals and the results suggest the importance of managerial competencies
included in the generic competencies.
The relationship between this competency framework generated and the models used
in the study is summarised in Table 4. The summary clearly shows that the competencies
derived from the study are in congruence with the models used. The three (3) models,
Iceberg Competency Model (Spencer and Spencer, 1993), Quinn’s Competency
Framework (Quinn, Faerman, Thompson, McGrath, 1996) and ESH Competency Model
(Leemann, 2005) helped in exploring competencies needed by Public Sector OSH
officers in Malaysia.
33
Iceberg
Competency
Model
(Spencer
and Spencer,
1993)
Skill
Knowledge
(Visible)
Self-concept
Trait
Motive
(Hidden)
EHS Competency Model
(Leemann, 2005); Quinn’s
Competency Framework
(Blair, 2004)
OSH Professional Competency Framework
(from study)
Generic
Threshold competencies –
essential characteristics that
everyone in a job must possess
in order to perform the job at
minimally effective level.
(Including cognitive,
interpersonal and intrapersonal
competencies)
Cognitive
3
General
Knowledge
3
Interpersonal
4
Specific safety
and health
knowledge
9
Intrapersonal
6
Skills
3
Total generic
threshold
competencies
(13)
Total functional (15)
threshold
competencies
3
General
Knowledge
3
5
Specific safety
and health
knowledge
6
4
Skills
9
(12)
Total functional (18)
differentiating
competencies
Differentiating competencies – Cognitive
the characteristics (motive, trait
and or pattern of behavior) that
distinguish superior from average Interpersonal
performers.
Including cognitive,
interpersonal and intrapersonal
competencies)
Intrapersonal
Total generic
differentiating
competencies
Total
Functional/Specific
25
33
This study has implications for training and development of OSH officers. Training and
development is one of the key components of human resource development in the
Public Sector. As such it is recommended that this framework be used as a guide to
develop an efficient, trained, virtuous and professional workforce through a systematic
and well-planned training management system in Public Sector agencies such as the
Department of Occupational Safety and Health (DOSH), Ministry of Human Resources
(MOHR) and Public Services Department (PSD); and various training providers such as
National Institute of Occupational Safety and Health (NIOSH), Centre for Instructor and
Advanced Skill Training (CIAST) and other OSH related training providers in the private
sector. This is in accordance with the mission and objectives of the organisations to groom
a qualified, educated, capable and virtuous workforce; to improve skills, efficiency and
expertise; to achieve productive and high quality work performance; and to improve
career development.
Table 4: Summary of Competency Framework and the Models Used in
the Study for OSH Officers in Malaysia
Journal EXCELLENCE
34
CONCLUSION
Due to the multi-faceted nature of work of the OSH profession which includes safety,
health and environmental aspects, it is concluded that OSH officers need to acquire a
high number of competencies to continuously enhance their capability and equip them
to be superior in their performance. Some of the competencies are easy to observe and
measure such as knowledge and skills in the threshold competencies if compared to
differentiating competencies as indicated in the theory discussed. As for OSH officers,
the numbers of threshold competencies do not differ much from the differentiating
competencies. They need to struggle to gain more of the former although it would not
distinguish them as superior performers.
As reminded by the Prime Minister, the 21st century public servant must be resilient,
competitive and resourceful to rise head and shoulders above others. He has stressed
that there is a battle of the mind and skills. Those who are knowledgeable and have
information will have influence over their surroundings. In this respect, public servants
must be capable of inventing and re-inventing themselves for every situation, anytime,
everytime, always.
REFERENCES
Abdul Halim (2003). Training needs assessment of safety and health officers in the state of
Selangor. NIOSH Research Project. Bangi, Selangor, Malaysia.
Adams, S. J. (2003). The emerging management school of safety: SH&E professionals
must develop business skills to succeed. Professional Safety, 48(9), 18-21.
American Society of Safety Engineers Foundation and Board of Certified Safety
Professionals (2007). Career Guide to the Safety Profession. Third edition. United
States.
Araki S. & Tachi, M. (2003). National occupational health research priorities, agenda
and strategy of Japan: Invited report in NORA Symposium 2001, USA. Industrial
Health, 40, 49 – 54.
Blair, E. H. (2004). Critical competencies for SH&E managers: Implications for educators.
Journal of SH&E Research, 1 (1), 1-16.
Boyatzis, R. E. (1982). The Competent Manager: A model for effective performance. New
York, NY: John Wiley & Sons, Inc.
Brauer, R. L. (2005). Evaluating a safety degree curriculum using job analysis for
professional safety practice. Journal of SH&E Research, 2 (2), 1-35.
35
Kogi, K. (2002). Work improvement and occupational safety and health management
systems: Common features and research needs. Industrial Health, 40, 121-133.
Leemann, J. E. (2005). Delivering business value by linking behavioral EHS competencies
to corporate core competencies. International Journal for Sustainable Business,
12 (1), 3-16.
Manuaba, A. (2006). Total approach is a must for small and medium enterprises to attain
sustainable working conditions and environment, with special reference to Bali,
Indonesia. Industrial Health, 44, 22-26.
MacLean, R. (2003). Core SHE competencies. Environmental Protection, 14 (5), 26-28.
MBAM - Master Builders Association Malaysia. (2005). Industry needs more safety and
health officers. Retrieved 10 April 2009 from http://www.mbam.org.my/mbam/
index.php?...&task=view&id=584&Itemid=331
Mori, K., Takebayashi, T. (2002). The introduction of an occupational health management
system for solving issues in occupational health activities in Japan. Industrial
Health, 40, 167-174.
Occupational Safety and Health Act (OSHA). (1994). Percetakan Nasional Berhad.
Park, H., Ha, E, Kim, J., Jung, H., & Paek, D. (2002). Occupational health services for smallscale enterprises in Korea. Industrial Health 40, 1 - 6.
Quinn, R. E., Faerman, S. R., Thompson, M. P., & McGrath, M. R. (1996). Becoming a Master
Manager: A Competency Framework. New York, NY: Wiley.
Sabri, Z. (2006). The Sufficiency of Current Training Curriculum for Different Industries
and Adequacy of the Minimum Academic Requirements for Safety and Health
Officers. Master of Science in Construction Management Dissertation, University
Technology of Malaysia.
Spencer, L. M., Jr., & Spencer, S. M., (1993). Competence at Work: Models for Superior
Performance, New York: NY, Wiley.
WHO/ILO. (2005). Malaysia Country Report. 1-9. Retrieved 26 October 2008 from
http://www.wpro.who.int/NR/rdonlyres/.../0/MAAcountryprofile.pdf
Yusoff, M. S. (2005). The Public Service as a learning organization: The Malaysian
experience. International Review of Administrative Sciences. 71(3), 465-474.
Hashim, S. B., Amin, F. B., & Khalid, H. M. (2005). Malaysia Country Report, WHO/ILO
Meeting on Strengthening Occupational Safety and Health, Kuala Lumpur.
Journal EXCELLENCE
36
PENDEKATAN CONSULTATIVE COACHING DALAM
PEMBANGUNAN PELAN STRATEGIK ICT (ISP) AGENSI
SEKTOR AWAM
Dato’ Dr. Zahari Othman
[email protected]
Norhayati Yaacob
[email protected]
Unit Pemodenan Tadbiran dan
Perancangan Pengurusan Malaysia (MAMPU)
Jabatan Perdana Menteri
ABSTRACT
The importance of ICT Strategic Plan (ISP) to Public Sector agencies is undeniable. ISP is the
main reference document in the implementation of ICT initiatives. While the awareness
on ISP importance is on the rise, public sector agencies rely on outsourced services
provided by private consultants as the main services provider under the 9th Malaysia
Plan. The consultative coaching approach introduced by MAMPU has helped public
sector agencies to develop ISP internally with the guidance of MAMPU consultants
and this approach is not only seen as the best method for buy-in but also increase the
agency’s human capital capacity in terms of skill and experience in ISP development. In
addition, this approach has led to government’s cost savings and minimise reliance on
private consultant services.
ABSTRAK
Memang tidak dinafikan kepentingan Pelan Strategik ICT (ISP) kepada agensi-agensi di
Sektor Awam. ISP adalah dokumen rujukan utama dalam pelaksanaan inisiatif-inisiatif
ICT agensi. Kesedaran terhadap kepentingan ISP dilihat semakin meningkat. Namun
begitu, pendekatan menggunakan perkhidmatan perunding swasta masih lagi menjadi
keutamaan oleh agensi-agensi Sektor Awam sepanjang tempoh RMKe-9. Pendekatan
consultative coaching yang diperkenalkan oleh MAMPU telah membantu agensiagensi Sektor Awam membangunkan ISP secara dalaman dengan bimbingan tenaga
Perunding MAMPU. Pendekatan ini dilihat bukan hanya sebagai satu kaedah terbaik
untuk mendapatkan buy-in, malah berupaya meningkatkan kapasiti modal insan agensi
dari aspek kemahiran dan pengalaman membangunkan ISP. Secara tidak langsung ia
juga telah menyumbang kepada penjimatan kos kerajaan dengan mengurangkan
kebergantungan kepada perunding swasta.
37
Keperluan untuk memiliki Pelan Strategik ICT (ISP) bukanlah satu opsyen, sebaliknya
perlu dijadikan keperluan mandatori kepada semua agensi Sektor Awam. ISP merujuk
kepada pelan yang menggariskan hala tuju pelaksanaan projek ICT secara berkesan
kos serta sejajar dengan keperluan pengurusan dan operasi agensi. Pelan ini berupaya
mengenal pasti inisiatif-inisiatif strategik ICT yang disokong oleh sistem aplikasi,
teknologi, pembangunan sumber manusia dan urus tadbir ICT.
Peningkatan kesedaran agensi berhubung kepentingan ISP semakin bertambah. Ini
diperlihatkan menerusi peningkatan ketara rekod penghantaran ISP agensi kepada
MAMPU dalam tempoh lima (5) tahun lepas. Sehingga Februari 2010, bilangan
agensi Sektor Awam yang telah mempunyai ISP mengikut kategori agensi adalah 24
kementerian, 123 Jabatan/agensi, 4 Kerajaan Negeri dan 4 Institusi Pengajian Tinggi
Awam (IPTA). Walaupun bilangan ini dilihat menggalakkan dari tahun ke tahun, namun
masih wujud ruang untuk meningkatkan lagi bilangan ini khususnya bagi kategori
Jabatan, Kerajaan Negeri dan IPTA.
Artikel ini membincangkan pendekatan consultative coaching sebagai strategi bagi
memacu pembangunan ISP di agensi-agensi Sektor Awam dalam tempoh RMKe-10.
Perbincangan mengenai consultative coaching dalam metodologi pembangunan ISP
akan dikupas selain menyentuh faktor-faktor kejayaan kritikal dalam pendekatan ini.
SENARIO PEMBANGUNAN ISP DI AGENSI SEKTOR AWAM
Statistik pembangunan ISP agensi awam menunjukkan kecenderungan untuk melantik
perunding swasta dalam menghasilkan ISP. Sepanjang tempoh RMKe-9 misalnya,
daripada 24 kementerian, sebanyak 19 kementerian telah menggunakan khidmat
perunding swasta dalam pembangunan ISP mereka. Jadual 1 memperlihatkan trend
ini.
Jadual 1: Kaedah Pembangunan ISP
Agensi
Kementerian Kewangan
Kementerian Pelajaran
Kementerian Pengangkutan
Kementerian Perusahaan Perladangan Dan
Komoditi
Kementerian Dalam Negeri
Kaedah
Pembangunan ISP
Sumber Luar
Sumber Luar
Sumber Luar
Sumber Luar
Tempoh
ISP
2006 - 2010
2005 - 2009
2006 - 2010
2004 - 2008
Sumber Luar
2007 - 2011
PENGENALAN
Journal EXCELLENCE
38
Kementerian Penerangan, Komunikasi,
Kesenian Dan Kebudayaan
Agensi
Kementerian Tenaga, Teknologi Hijau Dan
Air (dahulu Kementerian Tenaga, Air dan
Komunikasi)
Kementerian Kemajuan Luar Bandar Dan
Wilayah
Kementerian Pengajian Tinggi
Kementerian Perdagangan Antarabangsa Dan
Industri
Kementerian Sains, Teknologi Dan Inovasi
Kementerian Sumber Asli Dan Alam Sekitar
Kementerian Pelancongan
Kementerian Pertanian Dan Industri Asas Tani
Kementerian Pertahanan
Kementerian Kerja Raya
Kementerian Kesihatan
Kementerian Belia Dan Sukan
Kementerian Sumber Manusia
Kementerian Perdagangan Dalam Negeri Dan
Hal Ehwal Pengguna
Kementerian Perumahan Dan Kerajaan
Tempatan
Kementerian Pembangunan Wanita, Keluarga
Dan Masyarakat
Kementerian Luar Negeri
Kementerian Wilayah Persekutuan
Sumber Dalam
2006 - 2010
Kaedah
Pembangunan ISP
Sumber Dalam
Tempoh
ISP
2006 - 2010
Sumber Luar
2004 - 2009
Sumber Luar
Sumber Luar
2006 - 2010
2009 - 2013
Sumber Luar
Sumber Luar
Sumber Luar
Sumber Luar
Sumber Dalam
Sumber Dalam
Sumber Luar
Sumber Luar
Sumber Luar
Sumber Dalam
2002 - 2007
2006 - 2010
2009 - 2013
2001 - 2005
2005 - 2010
2008 - 2012
2006 - 2010
2005 - 2009
2008 - 2012
2008 - 2012
Sumber Luar
2004 - 2008
Sumber Luar
2004 - 2009
Sumber Luar
Sumber Luar
2008 - 2012
2006 - 2009
Faktor-faktor yang dilihat mempengaruhi kecenderungan untuk menggunakan sumber
luar adalah:
i)
Garis panduan ISP Sektor Awam yang dikeluarkan pada tahun 2003 lebih berfokus
kepada menerangkan pendekatan atau metodologi bagi membangunkan ISP.
Garis panduan tersebut menjelaskan empat peringkat pembangunan iaitu
Peringkat Analisis Persekitaran Bisnes, Peringkat Analisis Persekitaran ICT, Peringkat
Pembangunan Strategi ICT dan Peringkat Pembangunan Pelan Pelaksanaan. Setiap
peringkat terbahagi pula kepada beberapa fasa dan setiap fasa diterangkan secara
39
ii) Pengetahuan atau kemahiran membangunkan ISP amat terhad. Bagi agensi
yang pernah membangunkan ISP menggunakan khidmat perunding swasta,
pemindahan teknologi tidak berlaku secara efektif daripada perunding luar kepada
pasukan projek agensi. Agensi lazimnya hanya terlibat dalam aktiviti-aktiviti
pembangunan ISP sebagai pemberi input sama ada secara perbincangan mahu
pun bengkel. Aktiviti lain seperti analisis, sintesis, pembentukan strategi serta
pelan tindakan dilakukan oleh perunding tanpa melibatkan agensi. Bagi tujuan
ini, tanggungjawab agensi adalah menyemak serta membuat pengesahan sama
ada cadangan strategi yang dihasilkan oleh perunding boleh diterima atau pun
tidak; dan
iii) Kekangan personel ICT di agensi, sama ada disebabkan bilangan personel yang
terhad atau personel sedia ada terikat dengan komitmen dan bebanan tugas semasa,
menyebabkan berlaku kecenderungan untuk melantik perunding swasta bagi
menghasilkan ISP agensi. Tugas-tugas operasi seharian di agensi adalah keutamaan
yang perlu diberi perhatian. Dengan bilangan personel yang terhad, tumpuan masa
dan komitmen terhadap pembangunan ISP tidak dapat dilakukan sepenuhnya.
CONSULTATIVE COACHING
Kaedah yang dilihat dapat mengurangkan kebergantungan kepada perunding luar
adalah dengan membangunkan sendiri ISP agensi-agensi Sektor Awam. Kaedah yang
diambil tidak harus membabitkan kos yang tinggi serta pendekatan ini juga adalah
selaras dengan hala tuju ICT dalam RMKe-10 iaitu membangunkan kemahiran dan
kompetensi personel Sektor Awam. Dengan wujudnya Pasukan Perunding ICT Sektor
Awam di MAMPU pada penghujung tahun 2008, peluang untuk mencapai hasrat ini
dilihat semakin cerah. Pendekatan yang disarankan adalah menerusi kaedah consultative
coaching.
Kaedah consultative coaching telah mula dipraktikkan oleh Perunding ICT MAMPU
bermula tahun 2009 dalam memberi perkhidmatan perundingan dan khidmat nasihat
pembangunan ISP. Consultative coaching ditakrifkan sebagai penggabungan kaedah
coaching dan perundingan. Ia bergantung kepada kepakaran spesifik perunding dan
tertumpu kepada satu-satu bidang khusus (Bloom, 2005). Pendekatan ini berfokus
kepada keperluan agensi selaku pelanggan untuk menghasilkan dokumen ISP secara
khidmat perundingan. Tiga (3) elemen penting untuk menjayakan consultative coaching
adalah:
(i) Pelanggan iaitu agensi;
terperinci. Walaupun garis panduan ini amat membantu untuk memahami langkahlangkah pembangunan ISP, namun tanpa bimbingan praktikal, templat dan tools,
agensi masih belum yakin dan tidak mempunyai pengalaman yang mencukupi
untuk membangunkan sendiri ISP mereka;
Journal EXCELLENCE
40
(ii) Pembimbing (coach) iaitu Perunding ICT MAMPU; dan
(iii) penaung (sponsor) yang terdiri daripada pengurusan atasan agensi samada Ketua
Jabatan atau Ketua Pegawai Maklumat (Chief Information Officer - CIO).
Consultative coaching menuil kelebihan one-to-one coaching dengan menambah
keperluan penaung yang terdiri daripada pengurusan atasan sebagai penggerak utama
yang memberi kelebihan kepada pembimbing selaku mentor dan perunding untuk
pelaksanaan inisiatif agensi. Model ini juga sesuai dan berkesan bagi inisiatif yang
dilaksanakan merentasi agensi. Model consultative coaching adalah seperti Rajah 1.
PELANGAN
(AGENSI)
MODEL
CONSULTATIVE
COACHING
PENAUNG
(KETUA JABATAN/CIO)
PEMBIMBING
(PERUNDING MAMPU)
Rajah 1 : Model Consultative Coaching
(Sumber : Diubahsuai dari www.nymangroup.com)
Menerusi model ini, keperluan agensi untuk mendapatkan khidmat perunding dalam
membangunkan ISP dianggap sebagai satu projek ICT. Pada peringkat praprojek,
elemen-elemen seperti masa (tarikh mula, tarikh akhir), aktiviti-aktiviti projek, kos,
ahli pasukan serta yang terlibat ditentukan bersama oleh agensi dan perunding.
Perunding berperanan dalam membimbing agensi dalam proses-proses pembangunan
ISP dari peringkat awal hingga terhasilnya Dokumen ISP. Perunding menyediakan
metodologi ISP seperti templet-templet yang diperlukan dan menjadi fasilitator dalam
bengkel-bengkel percambahan fikiran serta menganalisis dapatan-dapatan kajian
dan bengkel. Secara langsung, personel agensi turut dilatih dan diberi pengetahuan
dalam mengaplikasikan metodologi ISP dalam senario sebenar. Agensi pula berperanan
mengetuai dan mengurus setia pasukan projek serta menyediakan kemudahan yang
diperlukan sepanjang projek ISP berjalan. Pembangunan ISP mestilah dilihat sebagai
satu inisiatif agensi dan bukan terhad kepada Bahagian atau Unit ICT sahaja. Oleh itu,
agensi perlu membentuk pasukan projek yang terdiri daripada pegawai-pegawai ICT
dan bukan ICT yang mewakili fungsi-fungsi utama agensi.
Ketua Jabatan berperanan sebagai peneraju dalam menggariskan hala tuju bisnes agensi
supaya hala tuju strategik ICT yang akan dibentuk adalah selari dengan visi dan misi
41
Pendekatan consultative coaching diterapkan ke dalam metodologi yang diguna pakai
oleh Perunding ICT MAMPU untuk membangunkan ISP iaitu Metodologi ASF (Analysis,
Strategy, Formulation). Metodologi ini terdiri daripada tiga (3) fasa iaitu fasa analisis, fasa
strategi dan fasa formulasi.
(i) Fasa Analisis - menganalisis penilaian persekitaran semasa bisnes dan ICT agensi;
(ii) Fasa Strategi - membangunkan strategi ICT yang menyokong strategi bisnes agensi
semasa dan akan datang; dan
(iii) Fasa Formulasi – memperincikan perancangan pelaksanaan strategi ICT.
Metodologi ASF diperlihatkan pada Rajah 2.
ANALISIS
STRATEGI
Penilaian Bisnes & ICT
Visi, Misi ICT & Teras Strategik
Senario
Bisnes
Senario
ICT
Visi dan Misi
Bisnes
FORMULASI
Strategi Pelaksanaan
PROGRAM ICT
Aplikasi ICT Tadbir Urus ICT
Teras Strategik
Bisnes
Teras Strategik
ICT
Visi dan Misi ICT
Inisiatif
ICT
Pengurusan
Perubahan
Inovasi R&D
Infrastruktur
ICT
Sumber
Manusia
PELAN TINDAKAN
Aplikasi ICT Tadbir Urus ICT
Isu, Cabaran & Peluang
Jurang & Ekspektasi
Laporan Persekitaran dan Strategi ICT
Pengurusan
Perubahan
Inovasi R&D
Infrastruktur
ICT
Sumber
Manusia
Pelan Pelaksanaan
Laporan Interim
Pelan Tindakan
Dokumen
ISP
Rajah 2 : Metodologi ASF
Pendekatan consultative coaching telah dilaksanakan dengan berjaya di agensi-agensi
Sektor Awam. Pada tahun pertama penubuhan Pasukan Perunding ICT Sektor Awam,
sebanyak lima (5) khidmat perundingan dan lima (5) projek khidmat nasihat berjaya
dijalankan menggunakan pendekatan ini. Bagi tahun 2010 sahaja, sebanyak 11 agensi
lagi telah mendapat manfaat iaitu Kementerian Penerangan, Komunikasi dan
Kebudayaan, Perbendaharaan Malaysia, Majlis Keselamatan Negara, Pejabat Perdana
Menteri, Agensi Angkasa Negara, Bahagian Hal Ehwal Undang-undang, Jabatan Audit
bisnes. Ketua Jabatan juga memberi pengaruh yang besar dalam mempermudahkan
penerimaan dan kerjasama semua pihak di agensi.
Journal EXCELLENCE
42
Negara, Pejabat SUK Negeri Perlis, Pejabat SUK Pulau Pinang, Universiti Sains Islam
Malaysia dan Majlis Bandaraya Kuala Terengganu. Pendekatan ini diteruskan lagi
pada tahun 2011 dengan 13 agensi lain iaitu Kementerian Kesihatan, Kementerian
Pengangkutan, Kementerian Sains, Teknologi dan Inovasi, Kementerian Perdagangan
Dalam Negeri, Koperasi dan Kepenggunaan, Universiti Kebangsaan Malaysia, Pejabat
Ketua Pendaftar Mahkamah Persekutuan, Jabatan Kemajuan Islam Malaysia, Suruhanjaya
Perkhidmatan Pelajaran, semua Pihak Berkuasa Tempatan (PBT) Negeri Pahang, Biro
Pengaduan Awam, Biro Tata Negara, Jabatan Perangkaan dan Agensi Penguatkuasaan
Maritim Malaysia.
Pendekatan ini telah memberi impak yang besar kepada agensi kerajaan. Selain
penjimatan kos, agensi juga dapat membangunkan kemahiran kakitangan dalaman.
Pendekatan ini amat relevan kerana perancangan lebih berkesan dan mudah
diterjemahkan dalam pelaksanaan. Perancangan yang dibuat lebih rasional selaras
dengan kemampuan dan kekangan agensi. Bagi Sektor Awam pula, pendekatan ini
adalah asas permulaan untuk membentuk kumpulan pegawai ICT yang berkemahiran
dan pakar dalam bidang strategik ICT. Kerjasama kumpulan ini dengan pegawai ICT yang
berkemahiran akan dapat membantu agensi Sektor Awam membangunkan ISP yang
selaras dengan arah tuju ICT kerajaan seperti yang dinyatakan dalam Pelan Strategik
ICT Sektor Awam. Secara tidak langsung kebergantungan kepada perunding luar akan
dapat dikurangkan.
FAKTOR KEJAYAAN KRITIKAL CONSULTATIVE COACHING
Berdasarkan pengalaman melaksanakan projek-projek ISP yang lepas, empat (4) faktor
utama dirumuskan sebagai faktor kritikal yang mempengaruhi kejayaan consultative
coaching.
(i) Komitmen ketua jabatan atau CIO dalam menggerakkan projek ISP. Dalam manamana projek berimpak tinggi, sokongan pengurusan atasan adalah penting
dalam mempastikan kejayaan projek. ISP adalah satu dokumen strategik dan oleh
itu pembangunannya perlulah diberi keutamaan yang tinggi dan semestinya
memerlukan sokongan serta komitmen ketua jabatan agensi. Cadangan hala tuju
ICT agensi serta strategi-strategi yang dirangka lebih mudah dilaksanakan kelak
bilamana hala tuju dan strategi tersebut dirangka dengan penglibatan ketua jabatan
serta mendapat persetujuan dan kelulusannya. Sokongan ketua jabatan juga
penting dalam menjamin kerjasama dan semangat berpasukan dalam kalangan
ahli-ahli pasukan yang terdiri daripada pegawai-pegawai ICT dan bukan ICT;
(ii) Terma rujukan peranan Perunding ICT MAMPU yang jelas dalam projek ini. Berbeza
dengan pendekatan perunding swasta, Perunding ICT MAMPU lebih bertindak
sebagai mentor atau pembimbing dan bukan selaku penyedia penyelesaian
(solution provider) manakala bagi agensi pula, ia memerlukan komitmen tinggi
pegawai-pegawainya. Bagi mengelakkan pertikaian dan salah faham, kedua-dua
43
(iii) Pegawai-pegawai agensi bertindak selaku Subject Matter Expert yang menyumbang
kepada input dan cadangan-cadangan dalam pembentukan strategi ICT agensi.
Sekiranya perunding luar dilantik, mereka yang akan menentukan strategi dan
jadual pelaksanaan bagi inisiatif-inisiatif ICT yang mungkin tidak menepati atau
memenuhi hasrat dan aspirasi agensi ; dan
(iv) Pengurusan projek yang cekap bagi mempastikan projek tidak tersasar dari jadual
yang ditetapkan. Mesyuarat pemantauan perlu diadakan secara berkala sepanjang
tempoh projek dan ketua jabatan dimaklumkan dari semasa ke semasa akan
kemajuan projek.
RUMUSAN
Pendekatan pembangunan ISP secara dalaman masih berada di tahap awal. Masih
banyak usaha perlu dilakukan bagi merealisasikan matlamat untuk membangunkan
kepakaran dan kemahiran personel ICT Sektor Awam dalam bidang kompetensi
pengurusan strategik. Kaedah consultative coaching dilihat sebagai satu pendekatan
terbaik yang menggabungkan tiga (3) elemen iaitu pelanggan, penaung dan
pembimbing. Pembangunan ISP menggunakan consultative coaching secara langsung
membangunkan kepakaran dan kemahiran personel agensi serta turut mengurangkan
kebergantungan kepada perunding luar dan syarikat swasta. Pada masa yang sama,
empat (4) faktor kejayaan kritikal perlu diambil perhatian dalam mana-mana proses
pembangunan ISP iaitu komitmen ketua jabatan, komitmen personel agensi, terma
rujukan yang jelas serta pengurusan projek yang cekap kerana kesemuanya adalah
faktor-faktor penentu kepada kejayaan consultative coaching.
RUJUKAN
Bloom, Gary & Moir, Ellen. Blended Coaching: Skills and Strategies to Support Principal
Development, Corwin Press, 2005.
http://www.nymangroup.com, diakses pada 24 Mac 2010.
http://www.sageleaders.com, diakses pada 28 Februari 2011.
Malaysian Administrative Modernisation and Management Planning Unit (MAMPU),
Prime Minister’s Department. Standards, Policies and Guidelines - Malaysian Public
Sector ICT Strategic Plan Guide Version 1.0, Ogos 2003.
Malaysian Administrative Modernisation and Management Planning Unit (MAMPU),
peranan agensi dan perunding perlulah diperjelas dan dipersetujui sebelum projek
bermula;
Journal EXCELLENCE
44
Prime Minister’s Department. The Malaysian Public Sector ICT Strategic Plan, Ogos
2003.
Mooney, A.,Mahoney, M., & Wixom, B. 2008. Achieving Top Management Support
in Strategic Technology Initiatives. Howe School Alliance for Technology
Management, Fall 2008, Volume 12, Issue 2.
45
Dr. Mokhtar Mohd Yusoff
Dr. William Voon
Anizah Nordin
Unit Pemodenan Tadbiran dan Perancangan Pengurusan Malaysia (MAMPU)
Jabatan Perdana Menteri
Malaysia
ABSTRACT
Knowledge Management (KM) and Information Communications and Technology (ICT)
can support creativity and innovation if dealt with and handled systematically. Creativity
and innovation on the other hand can help boost economic competitiveness, specifically
in the area of knowledge based economy (K-Economy). This paper proposes Knowledge
Management Framework as a strategy to increase creativity and innovation in the Public
Sector, in line with the New Economic Model which stresses transition to K-Economy.
The proposed framework is aimed to help agencies evaluate their maturity level in
practicing KM. Results from the evaluation can be used by the Chief Information Officer
(CIO) in efforts to enhance the capability of KM continuously, and assist to increase the
country’s readiness towards K-Economy.
ABSTRAK
Pengurusan Pengetahuan (Knowledge Management - KM) dan Teknologi Maklumat dan
Komunikasi (ICT) jika diurus dan dikendalikan dengan sistematik dapat menyokong
kreativiti dan inovasi. Kreativiti dan inovasi pula dapat membantu meningkatkan
daya saing ekonomi, khususnya ke arah membantu sesebuah negara menuju kepada
Ekonomi Berasas Pengetahuan (K-Economy). Sejajar dengan Model Baru Ekonomi (MBE)
yang menekankan kepentingan peralihan kepada K-Economy, kertas ini mencadangkan
rangka kerja KM sebagai satu strategi untuk meningkatkan kreativiti dan inovasi dalam
Sektor Awam. Rangka kerja yang dicadangkan dapat membantu agensi menilai sejauh
mana kematangan agensi dalam mengamalkan KM. Hasil penilaian dapat digunakan oleh
Ketua Pegawai Maklumat (Chief Information Officer – CIO) untuk membuat perancangan
dalam usaha meningkatkan keupayaan KM secara berterusan, justeru dipercayai dapat
membantu negara meningkatkan kesediaan ke arah K-Economy.
PENGURUSAN PENGETAHUAN SEBAGAI
SATU STRATEGI UNTUK MENINGKATKAN KREATIVITI DAN
INOVASI DALAM SEKTOR AWAM
Journal EXCELLENCE
46
PENGENALAN
Pengetahuan, kreativiti dan inovasi adalah elemen-elemen yang saling berkait rapat
dan dipercayai dapat menyumbang kepada kemajuan perniagaan, meningkatkan
produktiviti dan mutu perkhidmatan serta pertumbuhan ekonomi sesebuah negara.
Mengikut Franken (1994), kreativiti bermaksud “kecenderungan dalam menjana dan
mengenalpasti ide, alternatif atau keberangkalian yang mungkin berguna dalam
menyelesaikan masalah, berkomunikasi dengan orang lain dan memuaskan hati kita
dan orang lain.”
Inovasi pula merupakan implementasi satu-satu ide kreatif dengan jayanya dalam
sesebuah organisasi. Dengan kata lain, kreativiti oleh individu atau pasukan adalah titik
permulaan bagi inovasi. Titik permulaan ini adalah penting; namun ia secara sendirian
adalah tidak mencukupi; tindakan ke atas ide tersebut diperlukan bagi menjana inovasi
(Amabile et. al., 1996).
KEDUDUKAN INDEKS INOVASI MALAYSIA BERBANDING PENERAJU
EKONOMI LAIN
Mengikut Laporan Indeks Inovasi Global 2009-10 (Global Innovation Index (GII) Report
2009-10) yang dikeluarkan oleh INSEAD (The Business School for the World) bersama
Confederation of Indian Industry (CII), Malaysia menduduki tangga ke-28 daripada 132
negara. Laporan GII 2009-10 telah menilai kedudukan inovasi 132 negara dari aspek
tahap persekitaran yang kondusif dalam merangsang inovasi dalam sesebuah ekonomi.
Sepuluh negara yang menduduki tangga teratas ialah Iceland, Sweden, Hong Kong,
Switzerland, Denmark, Finland, Singapura, Belanda, New Zealand dan Norway.
Parameter yang digunakan dalam kajian GII termasuklah yang berkaitan dengan faktorfaktor “Institusi”, “Modal Insan” dan “Kecanggihan Bisnes”. Dari segi ICT dan produktiviti,
kerajaan Malaysia berada di kedudukan yang baik iaitu di tangga ke-14 seperti yang
ditunjukkan dalam Jadual 1.
47
Productiviti ICT
dan Kerajaan
Kedudukan
Singapura
6.31
1
Emiriah Arab Bersatu
6.05
2
Qatar
5.93
3
Estonia
5.87
4
Korea, Rep.
5.78
5
Portugal
5.76
6
Sweden
5.76
7
Denmark
5.69
8
Malta
5.67
9
Taiwan
5.64
10
Iceland
5.59
11
Hong Kong, China
5.57
12
Chile
5.51
13
Malaysia
5.47
14
Negara / Ekonomi
MODEL BARU EKONOMI DAN KEPENTINGAN PENGETAHUAN DALAM
K-ECONOMY
Kerajaan Malaysia telah mengenal pasti ICT dan inovasi sebagai asas dalam usaha untuk
mentransformasikan Malaysia daripada sebuah ekonomi berasaskan pengeluaran
kepada K-Economy. Dalam memberi tumpuan kepada pertumbuhan Kerangkuman
(Inclusiveness), iaitu salah satu komponen utama MBE, penekanan diberikan kepada
pengwujudan pengetahuan dan K-Economy sebagai salah satu teras strategiknya.
Bagi memastikan peralihan pantas kepada K-Economy, kerajaan juga melalui RMKe-10
telah mengenal pasti bahawa peningkatan pelaburan dan produktiviti, kreativiti dan
inovasi serta penggunaan tenaga kerja, sumber asli dan kewangan (secara optimum)
mempunyai potensi dalam meningkatkan pertumbuhan ekonomi negara.
PENGURUSAN PENGETAHUAN DAN PERANAN CIO
Pengurusan Pengetahuan dapat memainkan peranan dalam penjanaan inovasi (Du
Plessis, 2007). Dalam ekonomi berasaskan pengetahuan, aspek-aspek yang berkaitan
dengan pengurusan pengetahuan seperti analitik maklumat juga menjadi semakin
penting. Arah aliran ini dibayangkan melalui Gartner Top 10 Business and Technology
Priorities untuk tahun 2010 di mana peningkatan dalam penggunaan analitik maklumat
Jadual 1 : Kedudukan ICT dan Produktiviti Kerajaan
(Global Innovation Index (GII) Report 2009-10)
Journal EXCELLENCE
48
dan kecerdasan bisnes, masing-masing menduduki tangga ketiga (Keutamaan Bisnes)
dan kelima (Keutamaan Teknologi) dalam senarai tersebut. Berdasarkan arah aliran
tersebut, pengurusan pengetahuan harus diberi perhatian oleh CIO organisasi.
KESEDIAAN PENGETAHUAN DAN K-EKONOMY DALAM SEKTOR AWAM
Inisiatif EG dapat meningkatkan prestasi kerja dan interaksi kerajaan dengan rakyat,
bisnes dan stakeholders dari sektor kerajaan dan bukan kerajaan, sekali gus membantu
kerajaan mencapai matlamat ke arah K-Economy dan kesejahteraan sosio-ekonomi secara
keseluruhannya. Hasil Kajian Kerajaan Elektronik (EG) Malaysia 2008/2009 mendapati
Sektor Awam mendapat skor yang baik iaitu 76% dari segi kesediaan K-Economy.
Pada masa sama, laporan tersebut turut mencadangkan supaya projek-projek dalam
bidang Pengurusan Pengetahuan diberi keutamaan bagi membantu meningkatkan lagi
penyampaian perkhidmatan.
SUATU MODEL PENGURUSAN
KREATIVITI DAN INOVASI
PENGETAHUAN YANG
MENYOKONG
Suatu model yang mencadangkan bahawa pengurusan pengetahuan dapat membantu
dalam menggalakkan kreativiti dan inovasi dikemukakan oleh James W. Gabberty dan
Jennifer D. E. Thomas. Model mereka mencadangkan bahawa proses penjanaan ide
berlaku secara berperingkat dalam tiga (3) zon iaitu Tacit Knowledge (TKZ), Non-Binding
Refinement (NRZ) dan Explicit Knowledge (EKZ). Mereka menerangkan bahawa proses
penjanaan ide ini memerlukan persekitaran pengetahuan terurus yang berupaya
menyediakan input dalaman (pangkalan data) dan luaran (pangkalan data remote) dan
akhir sekali memerlukan suatu cetusan ilham (spark of inspiration) bagi menjana ide.
Keadaan ini digambarkan dalam Rajah 1.
Mengikut model mereka, dalam zon tacit TKZ, proses penjanaan ide bermula dengan
cetusan ide, diikuti oleh percambahan ide dan akhir sekali sintesis ide. Dalam NRZ,
ide mula mengambil tempat dalam organisasi dan dipersembahkan secara rasmi
untuk pertimbangan dan penilaian pengurusan dalaman. Akhir sekali, dalam EKZ,
ide yang berpotensi dimanifestasikan. Dalam EKZ, suatu metodologi diperlukan bagi
memperhalusi ide sehingga ia menjadi satu ide penyelesai masalah atau satu ide
rekabentuk produk baru.
49
“Idea Spark”
(Moment of Inspiration)
Internal
Database DB1
s
Internal
Database DB2
Internal
Database DB3
Internal
Database DBn
EXPLORATION
idea germination
Randomly
combine
concepts often
ignite explosion
of ideas
Remote
Analogue DB1
Generation idea
synthesis
Informal
- Discussion
- Collaboration
- Rejection
- Resistance
- “Yes - Wrong” behaviour
No Binding Rrefinement Zone
Remote
Analogue DB2
Remote
Analogue DB3
s
Remote
Analogue DBn
Idea 2 Draft 1
Idea 1 Draft 2
Idea 1 Draft 1
Informal
Feedback Loop
Local management
evaluation &
consideration
Explicit Knowledge Zone (EKZ)
Formal specification of
new idea, product,
process or service
Corporate headquaters
feedback
Local management
decision to launch
new idea
Corporate headquaters
approval
Common reasons for new idea
New product/service
implemented
Yes or No
Success?
s
Problems zone where knowledge
management function often breakdown
facing necessary changes to problem
resolution
Yes or No
Rajah 1: Model Pengurusan Pengetahuan Yang Menyokong Kreativiti
(Gabberty & Thomas, 2007)
PENGUKURAN TAHAP PENGURUSAN PENGETAHUAN UNTUK KREATIVITI
Demi memanfaatkan aset pengetahuan sebagai dorongan kepada cetusan ide yang
mempunyai nilai tambah, adalah wajar agensi mengenal pasti tahap kematangan
dalam pelaksanaan pengurusan pengetahuan di agensi masing-masing. Untuk tujuan
tersebut, kertas ini mencadangkan satu rangka kerja sebagai kayu ukur dalam menilai
tahap kesediaan dan kematangan agensi dalam keupayaan pengurusan pengetahuan.
Rangka kerja ini adalah berdasarkan Model Kematangan Pengurusan Pengetahuan K3M
seperti yang ditunjukkan di Rajah 2.
Tacit Knowledge Zone (TKZ)
Journal EXCELLENCE
50
Model K3M menetapkan lapan (8) tahap kematangan Pengurusan Pengetahuan bagi
sesebuah organisasi. Mengikut model ini, empat (4) tahap pertama mempersiapkan
organisasi ke arah membangunkan kompetensi dalaman dalam bidang Pengurusan
Pengetahuan. Tahap lima (5) hingga tahap tujuh (7) adalah tahap di mana semangat
inovasi wujud dalam organisasi sehinggalah ia menjadi satu nilai budaya dan akhirnya
pada tahap lapan (8), Pengurusan Pengetahuan menjadi canggih, dipanggil tahap
“Organisational Self-Actualisation”.
Rajah 2: K3M Knowledge Management Maturity Model
(Wisdom Source, 2004)
Perincian bagi setiap tahap dalam model K3M serta perbandingannya dengan model
kematangan lain yang lebih umum seperti model Capability Maturity Model (CMM) dari
Carnegie Mellon University diringkaskan seperti di Jadual 2.
CMM adalah model kematangan keupayaan yang digunapakai oleh industri dalam
menentukan kualiti proses perisian. Model ini menetapkan lima (5) tahap kematangan
iaitu initial, repeatable, defined, managed dan optimising dengan ciri-ciri seperti yang
ditunjukkan dalam Jadual 2. Contohnya, tahap “initial” mempunyai ciri-ciri ad-hoc dan
chaotic, di mana pada tahap ini, proses yang ditentukan adalah sedikit dan kejayaan
yang dicapai adalah atas usaha individu. Beberapa bidang proses utama (Key Process
Areas - KPA) dikenal pasti pada setiap tahap bagi mengenal pasti bidang-bidang proses
yang perlu diberi tumpuan oleh organisasi.
51
TAHAP
CMM
1
2
3
4
5
KETERANGAN
KEMATANGAN
CMM
Adhoc atau
proses secara
huru-hara
Proses
berdisiplin
KETERANGAN KEMATANGAN K3M
TAHAP
K3M
Wujud sistem penerbitan dan pengurusan
kandungan
1
Maklumat digital disebarkan oleh pengurus
kepada kakitangan melalui emel berstruktur
dan portal
2
Proses mengikut
piawai dan
konsisten
Proses boleh
Maklumat digital disampaikan pada masa yang
diramal
ditetapkan. Mengekalkan repositori dokumen
organisasi yang terkini.
3
Mengumpul, menyusun, memperbaiki dan
mengekalkan proses yang dibuat oleh individu
dan kolektif melalui portal yang selamat, untuk
kegunaan dalaman dan mengikut kehendak
pengguna.
5
Menerima dan menghantar proses kerja yang
dikemaskini pada masa yang ditetapkan.
6
Alat pengumpulan pengetahuan yang
digunakan menerima maklumbalas, amalan
terbaik dan pengajaran daripada sumber
di barisan hadapan. Pengetahuan dikongsi
bersama, diguna semula, dianalisis dan
dioptimumkan.
7
Sistem Pengurusan Pengetahuan sebagai tulang
belakang bagi inovasi luas dan melahirkan
pekerja yang mencapai penghakikian kendiri
(self-actualisation). Mengeluarkan kerja yang
tiada nilai tambah dari sistem.
8
Penambahbaikan proses
berterusan
4
Jadual 2: Rangka Kerja Penilaian Tahap Kematangan Pengurusan Pengetahunan
(Diubahsuai daripada Pee & Kankanhalli, 2009)
Journal EXCELLENCE
52
Agensi Sektor Awam dapat menggunakan rangka kerja ini untuk menganalisis proses
pengurusan pengetahuan yang perlu diberi perhatian, seterusnya mengambil strategi
yang berkesan bagi meningkatkan tahap kematangan KM demi pencapaian matlamat
peningkatan kreativiti dan inovasi.
SYOR
Berdasarkan model pengurusan pengetahuan yang telah dibincangkan serta rangka
kerja pengukuran seperti di atas, beberapa syor dapat dikemukakan:
a) CIO boleh melaksanakan penilaian kematangan proses Pengurusan Pengetahuan
di Kementerian/agensi masing-masing di mana keperluan untuk membuat analisis
jurang adalah ketara; dan
b) Kebolehcapaian tahap lima (5) dan enam (6) dalam Model Kematangan Pengurusan
Pengetahuan K3M akan meletakkan organisasi pada tahap pengetahuan terurus.
Persekitaran sedemikian boleh mendorong cetusan kreativiti yang seterusnya boleh
membawa kepada pencapaian inovasi.
KESIMPULAN
Perkhidmatan Awam telah menimba banyak pencapaian perkhidmatan baru melalui
pelaksanaan ICT. Walau bagaimanapun, penekanan terhadap pengurusan pegetahuan
boleh disimpulkan sebagai masih berkurangan dalam persekitaran di mana Sektor
Awam didesak untuk meningkatkan daya kreativiti demi penghasilan inovasi. Dalam
suasana sedemikian, CIO perlu memainkan peranan bagi menggerakkan ketersediaan
agensi dalam peralihan kepada K-Economy.
Proses kesedaran ini boleh dimulakan dengan berpandukan model-model Kematangan
Pengurusan Pengetahuan. Sebagai contoh, Model Kematangan Pengurusan
Pengetahuan K3M boleh dijadikan asas bagi menilai ketersediaan proses Pengurusan
Pengetahuan sebagai satu langkah perubahan berterusan ke arah peningkatan kepada
ekonomi berasaskan ilmu pengetahuan.
RUJUKAN
Amabile, T.M., R. Conti, H. Coon, et. al. (1996). Assessing the work environment for
creativity. Academy of Management Review 39 (5) pp. 1154–1184.
Du Plessis, M (2007). The role of knowledge management in innovation. Journal of
Knowledge Management, 11(4)
53
Gabberty, J. W. & Thomas, J.E. (2007). Driving creativity: Extending knowledge
management into the multinational corporation. Interdisciplinary Journal of
Information, Knowledge, and Management, 2.
Gartner (2010). Gartner EXP Worldwide Survey of Nearly 1,600 CIOs Shows IT Budgets
in 2010 to be at 2005 Levels. http://www.gartner.com/it/page.jsp?id=1283413,
accessed on 17 July 2010.
INSEAD (2010). Global Innovation Index Report 2009 -2010,
http://www.globalinnovationindex.org, accessed on 8 Dec 2010.
Malaysian Administrative Modernisation and Management Planning Unit (2009).
Malaysia Electronic Government Report 2008/2009.
National Economic Advisory Council (2010). New economic model for Malaysia. Part 1:
Strategic Policy Directions.
Pee, L. G. & Kankanhalli, A. (2009). A Model of Organisational Knowledge Management
Maturity Based on People, Process, and Technology. Journal of Information &
Knowledge Management, 8(2): pp. 79-99.
Wisdom Source (2004). K3M: The Knowledge Management Maturity Model,
http://www.wisdomsource.com/K3MOverview.pdf, accessed on 8 Dec 2010.
Franken, R. (1994). Human motivation. Pacific Grove, CA: Brooks/Cole.
Journal EXCELLENCE
54
FAKTOR PENDORONG KEPADA PENERIMAAN INOVASI
SISTEM PENYAMPAIAN KERAJAAN
Maizatul Haizan Mahbob
Wan Idros Wan Sulaiman
Pusat Pengajian Media dan Komunikasi
Falkuti Sains Sosial dan Kemanusiaan
Universiti Kebangsaan Malaysia
ABSTRACT
The year 2000 saw a number of innovations in services by Public Sector through
electronic initiatives. Electronic services involving application, payment, information,
communication, procurement, referendum, customer service management and public
complaints, not only help save time and cost, but also reduces conventional services via
counters and telephone, thus enabling civil servant to focus on more important aspect
of their duty such as enforcement. Though these service innovations are seen efficient,
its real efficiency depends on the acceptance level of the public. The usage level has
to reach to a greater scale continuously in order to achieve the goal of e-government
policy. However, based on studies on acceptance level of these innovations, especially
involving electronic payment through e-service was found to be still discouraging even
after eight (8) years of implementation. By referring to the Theory of Planned Behaviour,
three (3) main factors are associated with the acceptance of this innovation namely
attitude, subjective norm and behaviour control. The outcome of the study found that
the attitude and behaviour control factors influence the public’s acceptance on e-service,
while subjective norm does not show any significant relationship.
ABSTRAK
Tahun 2000 menyaksikan lebih banyak perkhidmatan yang disediakan oleh Sektor
Awam di negara ini mengalami pembaharuan melalui penggunaan kaedah elektronik.
Perkhidmatan secara elektronik yang melibatkan permohonan, pembayaran, maklumat,
komunikasi, perolehan, pungutan suara, pengurusan khidmat pelanggan dan aduan
awam, bukan sahaja menjimatkan masa dan kos, malah mampu mengurangkan khidmat
konvensional melalui kaunter dan telefon, seterusnya membolehkan kakitangan
awam memberi tumpuan kepada tugas yang lebih penting seperti penguatkuasaan.
Sungguhpun inovasi perkhidmatan ini dilihat cekap, namun kecekapan sebenarnya
bergantung kepada penerimaannya dalam kalangan rakyat. Penggunaan inovasi ini
dengan skala besar dan berterusan adalah penting agar matlamat dasar e-kerajaan
tercapai. Bagaimanapun, berdasarkan kajian, penerimaan ke atas inovasi ini khususnya
55
Keywords: e-service, e-government, government delivery systems, innovation in public
management, development of administration.
PENGENALAN
Kerajaan, khususnya melalui MAMPU telah banyak memperkenalkan inovasi
dalam sistem penyampaian kerajaan. Setiap pembaharuan dan permodenan yang
dilakukan adalah bertujuan untuk memberikan kualiti perkhidmatan awam yang
tinggi sesuai dengan tuntutan semasa dan permodenan masyarakat pada hari ini.
Antara inovasi yang diperkenalkan adalah penyampaian sistem perkhidmatan secara
elektronik menggantikan sistem kaunter. Inovasi ini telahpun berlangsung selama
sepuluh tahun jika diambil kira perkhidmatan berbentuk transaksi yang dilaksanakan
secara elektronik pada tahun 2000. Dalam tempoh sedekad inovasi ini dilaksanakan,
perkhidmatan kerajaan secara elektronik seharusnya telah digunakan dengan meluas
oleh rakyat. Penggunaan perkhidmatan ini secara meluas dan berterusan akan
menjadi kayu pengukur kepada keberkesanan dasar kerajaan elektronik, sama ada
ia dimanfaatkan oleh rakyat untuk mendapatkan perkhidmatan yang cekap atau ia
dibiarkan tidak digunakan sehingga melibatkan pembaziran. Apabila menggunakan
inovasi perkhidmatan kerajaan secara elektronik, banyak masa, tenaga dan kos dapat
dijimatkan sama ada daripada pihak pengguna (rakyat) mahupun pihak kerajaan. Masa
dapat dijimatkan apabila proses sesuatu permohonan dapat disingkatkan daripada
beberapa hari kepada beberapa jam. Tenaga pula dapat dijimatkan apabila semua
urusan dapat dilakukan pada suatu masa dan pada satu-satu tempat tanpa perlu pergi
ke kaunter. Manakala kos dapat dijimatkan apabila kakitangan yang menjaga kaunter
dapat dikurangkan seterusnya mengurangkan bayaran gaji dan elaun lebih masa, dan
pengguna pula boleh menjimatkan kos petrol, tol dan bayaran tempat letak kereta untuk
ke kaunter kerajaan. Semua ini boleh dimanfaatkan sekiranya perkhidmatan online
kerajaan digunakan secara konsisten. Perkhidmatan online yang diberi tumpuan dalam
penulisan ini ialah e-servis. Penulisan ini adalah hasil daripada kajian yang dijalankan
pada tahun 2008. Justeru data yang dipaparkan kebanyakannya adalah sehingga tahun
2008. Dalam konteks masa kini, penerimaan atau penggunaan e-servis mungkin telah
meningkat hasil daripada kesedaran orang ramai dan faktor pendorong lain yang
menggalakkan rakyat untuk menggunakannya. Sebelum melihat dengan lebih lanjut
tentang penerimaan inovasi ini dalam kalangan rakyat khususnya di Lembah Klang,
eloklah ditinjau dahulu tentang apakah perkhidmatan e-servis tersebut.
melibatkan pembayaran elektronik melalui e-servis adalah rendah sungguhpun setelah
lapan (8) tahun perkhidmatan ini disediakan. Dengan merujuk kepada Teori Tingkah
Laku Terancang, tiga (3) faktor utama dikaitkan dengan penerimaan inovasi ini iaitu
sikap, norma subjektif dan kawalan tingkah laku. Hasil kajian mendapati faktor sikap dan
kawalan tingkah laku mempengaruhi penerimaan rakyat terhadap e-servis, manakala
norma subjektif tidak menunjukkan hubungan yang signifikan.
Journal EXCELLENCE
56
E-SERVIS SEBAGAI INOVASI SISTEM PENYAMPAIAN KERAJAAN
E-servis adalah aktiviti berasaskan internet yang bertujuan menyediakan perkhidmatan
kerajaan secara elektronik. Definisi e-servis yang diberikan oleh MAMPU (agensi
pusat yang bertanggung jawab ke atas pencapaian aplikasi perdana e-kerajaan) lebih
merujuk kepada tahap transaksi antara kerajaan dan rakyat (G2C). Justeru e-servis
menurut MAMPU hanya merangkumi perkhidmatan berbentuk transaksi. Antaranya,
perkhidmatan yang berkaitan dengan hal-ehwal trafik (seperti semakan dan pembayaran
saman JPJ dan PDRM, penjadualan dan pengambilan ujian teori berkomputer JPJ), utiliti
(semakan dan pembayaran bil elektrik dan telefon), cukai dan kompaun (semakan dan
pembayaran cukai dan kompaun DBKL) dan insolvensi (semakan kebankrapan individu
dan syarikat). Semua perkhidmatan ini boleh diakses melalui pelbagai saluran elektronik
iaitu kiosk, interactive voice response (IVR), telefon bimbit, perkhidmatan internet melalui
web TV dan komputer peribadi. Perkhidmatan lain seperti bursa buruh elektronik,
e-syariah, e-tanah, e-kehakiman dan portal perkhidmatan awam tidak dimasukkan ke
dalam projek e-servis tetapi berada dalam flagship masing-masing di bawah e-kerajaan
sungguhpun bersifat G2C. Ini kerana semua perkhidmatan ini tidak melibatkan urusan
kewangan dalam talian atau transaksi seperti mana urusan yang melibatkan agensi JPJ,
PDRM, DBKL, dan syarikat utiliti negara.
PENERIMAAN KE ATAS E-SERVIS
Statistik penggunaan dalam Jadual 1 menunjukkan bilangan transaksi dari segi
semakan dan bayaran. Rata-rata responden lebih banyak menggunakannya untuk
menyemak berbanding membayar. Sekiranya dilihat pada aktiviti transaksi yang
sebenar iaitu membayar saman, membaharui lesen memandu, membayar lesen
kenderaan, membayar kompaun dan cukai, membayar lesen premis papan iklan dan
membayar bil utiliti, statistik menunjukkan penggunaannya tidak memberangsangkan.
Ini menunjukkan bahawa penggunaan e-servis atau penggunaan online sepenuhnya
terutama yang melibatkan transaksi bayaran dalam kalangan rakyat Malaysia adalah
rendah. Justeru apakah sebenarnya yang mempengaruhi tahap penggunaan yang
rendah ini?
57
Perkhidmatan
JPJ
• Semakan saman JPJ
• Pembayaran saman JPJ
• Penjadualan ujian Bahagian 1
• Pengambilan ujian Bahagian 1
• Pengambilan ujian ulangan Bahagian 1
• Pengeluaran lesen belajar memandu
LDL melalui kios
• Pembaharuan lesen memandu CDL
melalui kios
• Semakan tamat tempoh lesen memandu
melalui SMS
melalui internet
• Pembayaran lesen kenderaan motor
(LKM) melalui internet
Jan
Feb
Mac
Apr
Mei
Jun
41,393
0
125,105
90,529
0
18,288
43,155
0
91,945
70,765
0
12,009
46,268
5
102,773
68,748
0
12,338
42,755
10
100,711
51,147
0
12,878
31,498
6
88,802
34,107
0
10,524
35,762
2
87,580
29,282
0
11,293
471
340
275
554
298
364
7,818
15,834
24,204
8,362
7,496
7,930
0
0
0
0
0
0
0
0
0
378
833
3,163
PDRM
• Semakan saman PDRM
• Pembayaran saman PDRM
238,238 248,210 262,952 291,154 253,819 299,371
643
694
615
673
711
620
Insolvensi
• Semakan kebankrapan individu
• Semakan likudasi syarikat
74,649
9,156
64,623
7,227
73,387
9,443
83,185
9,767
77,811
9,461
80,791
9,764
DBKL
• Semakan kompaun DBKL
• Pembayaran kompaun DBKL
• Semakan cukai DBKL
• Pembayaran cukai DBKL
• Semakan lesen premis papan iklan
• Pembayaran lesen premis papan iklan
4680
0
186
0
56
0
5603
0
522
0
19
0
0
0
517
0
184
0
0
0
353
0
84
0
0
0
20
0
0
0
0
0
6
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Utiliti
• Semakan bil elektrik
• Pembayaran bil elektrik
• Semakan bil telefon Telekom Malaysia
• Pembayaran bil telefon Telekom
Malaysia
Nota: Transaksi adalah dalam bentuk bilangan
Jadual 1 : Bilangan Transaksi Projek e-Servis Tahun 2008 (Januari – Jun)
Journal EXCELLENCE
58
Sambungan Jadual 1: Bilangan Transaksi Projek e-Servis Tahun 2008 (Julai – Disember)
(Sumber: MAMPU, 2009)
Perkhidmatan
Jan
Feb
Mac
Apr
Mei
Jun
51,081
12
84,666
23,822
TD
11,259
43,155
0
91,945
70,765
0
12,009
46,268
5
102,773
68,748
0
12,338
42,755
10
100,711
51,147
0
12,878
31,498
6
88,802
34,107
0
10,524
35,762
2
87,580
29,282
0
11,293
TD
340
275
554
298
364
347
15,834
24,204
8,362
7,496
7,930
5,158
0
0
0
0
0
6,369
0
0
378
833
3,163
PDRM
TD
5,072
TD
3,664
TD
7,915
TD
4,440
TD
9,796
TD
13,099
Insolvensi
• Semakan kebankrapan individu
• Semakan likudasi syarikat
90,542
10,660
83,501
9,575
79,226
9,629
71,781
8,632
77,426
9,305
69,158
8,603
DBKL
• Semakan kompaun DBKL
• Pembayaran kompaun DBKL
• Semakan cukai DBKL
• Pembayaran cukai DBKL
• Semakan lesen premis papan iklan
• Pembayaran lesen premis papan iklan
0
0
0
0
0
0
0
0
363
31
65
0
0
0
267
20
61
0
0
0
301
12
40
0
0
0
342
13
17
0
0
0
270
8
65
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
JPJ
• Semakan saman JPJ
• Pembayaran saman JPJ
• Penjadualan ujian Bahagian 1
• Pengambilan ujian Bahagian 1
• Pengambilan ujian ulangan Bahagian 1
• Pengeluaran lesen belajar memandu
LDL melalui kios
• Pembaharuan lesen memandu CDL
melalui kios
melalui SMS
melalui internet
• Pembayaran lesen kenderaan motor
(LKM) melalui internet
Utiliti
• Semakan bil elektrik
• Pembayaran bil elektrik
• Semakan bil telefon Telekom Malaysia
• Pembayaran bil telefon Telekom
Malaysia
TD – Tidak Diperolehi
Nota : Transaksi adalah dalam bentuk bilangan
59
E-servis
Tahun
2002
2003
2004
2005
2006
2007
Jumlah
Kaunter
Semakan
(bil)
Bayaran
(bil)
Bayaran
(bil)
1,579,932
1,380,340
1,725,453
3,698,071
3,017,344
394,072
11,795,211
4,752
13,967
252,350
81,945
16,977
2,394
372,385
4,473,351
2,276,701
2,753,862
3,744,611
2,582,430
622,450
16,453,405
Jadual 2 menunjukkan bilangan transaksi dari segi semakan dan bayaran saman PDRM.
Jika dilihat pada statistik tersebut, penggunaan kaedah manual dalam kalangan rakyat
didapati jauh lebih tinggi berbanding penggunaan secara elektronik.
Bagaimanapun, berdasarkan statistik terbaru yang dikeluarkan oleh MAMPU (2011)
dalam Jadual 3, transaksi e-servis didapati semakin meningkat, khususnya bagi agensi
PDRM dan JPJ. Namun begitu, bagi agensi lain seperti DBKL, TM dan TNB, penggunaan
transaksi khususnya yang melibatkan pembayaran masih rendah walaupun
perkhidmatan online tersedia sejak beberapa tahun.
Jadual 2: Bilangan Transaksi Semakan dan Bayaran Saman PDRM
(Kaunter dan e-Servis)
(Sumber: Polis Diraja Malaysia, 2007)
Journal EXCELLENCE
60
Jadual 3: Penggunaan e-Servis Sehingga 2011
(Sumber : MAMPU, 2011)
Perkhidmatan
JPJ
• CDL (Competent Drivers’
License)
• Pembaharuan Cukai Jalan
(LKM)
• Ambil ujian memandu
• Semakan saman
2003-06
2007
2008
2009
2010
2011
(Jan-Mac)
0
271
4,389
6,615
10,017
3,937
0
0
79,694
363,299
696,216
251,751
0
0
298,438
17
363,298
103
314,310
704
1,091,395
797
350,268
1,604
47,434
3,898,538
5,096
779,250
40,273
105,377
413,734
6,118,682
55,502,565 13,590,735 51,218,680 92,849,050
0
0
0
0
82
61,574
451
355,218
1,181
954,167
11,147
604,150
0
0
0
0
946
462
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
TM
Semakan bil telefon
Pembayaran bil telefon (RM)
0
0
0
0
0
0
169
52,643
488
103,432
2,619
267,226
TNB
Semakan bil elektrik
Pembayaran bil elektrik (RM)
0
0
0
0
0
0
596
270,283
1,248
343,497
748
203,227
PDRM
DBKL
• Semakan cukai taksiran
• Pembayaran cukai taksiran
(RM)
• Semakan lesen premis dan
papan iklan
• Pembayaran lesen premis
dan papan iklan (RM)
• Semakan kompaun
• Pembayaran kompaun
(RM)
KERANGKA TEORITIKAL
Faktor penerimaan rakyat ke atas inovasi sistem penyampaian secara elektronik akan
dikenal pasti berpandukan Teori Tingkah Laku Terancang oleh Ajzen (1991). Menurut
teori ini, individu menyedari implikasi tindakan mereka sebelum mereka memutuskan
untuk terlibat atau tidak terlibat dengan sesuatu tindakan. Justeru setiap tindakan
individu mempunyai sebab dan berada dalam kawalan kehendak (dalam keadaan
sedar). Matlamat utama teori ini ialah untuk meramal dan memahami tingkah laku
individu. Untuk itu, perlu dikenal pasti apakah yang menentukan sesuatu tingkah laku.
Oleh kerana tingkah laku individu berada dalam kawalan kehendak, maka niat dilihat
sebagai faktor utama yang menentukan pelaksanaan sesuatu tingkah laku. Ajzen (1991)
61
Sikap ke atas
tingkah laku
Norma
subjektif
Niat
Tingkah laku
Persepsi
kawalan
Rajah 1: Hubungan Pembolehubah Dalam Teori Tingkah Laku Terancang
(Sumber: Diadaptasi daripada Ajzen. 1991. The theory of planned behavior.
Organizational Behavior and Human Decision Processes. 50 (2): 179-211)
KAJIAN EMPIRIK PENERIMAAN E-SERVIS
Kaedah survei dijalankan di sekitar kawasan utama di Lembah Klang iaitu Kajang, Bangi,
Puchong, Shah Alam, Sungai Buloh, Selayang dan Klang bagi melihat penerimaan inovasi
ini dalam kalangan rakyat. Kaedah persampelan rawak bertujuan dan berkelompok
telah digunakan untuk mendapatkan responden. Daripada 389 responden yang
menjawab soal selidik, hanya 232 daripadanya atau 59.6 peratus pernah menggunakan
mengemukakan tiga (3) pembolehubah utama yang menjadi faktor penentu kepada
niat seterusnya tingkah laku sebenar seseorang dalam menerima sesuatu perkara iaitu
sikap, norma subjektif dan kawalan tingkah laku. Sikap ialah perasaan positif atau negatif
individu untuk melakukan sesuatu tindakan yang dikehendaki. Justeru ia merupakan
penilaian seseorang bahawa melaksanakan sesuatu tindakan itu adalah baik atau
buruk, sama ada ia suka atau tidak untuk melakukannya. Norma subjektif pula ialah
persepsi seseorang bahawa kebanyakan orang yang penting kepada dirinya merasakan
dia harus atau tidak harus melakukan sesuatu tindakan yang sedang difikirkan untuk
dilaksanakan. Justeru ia lebih berbentuk tekanan sosial, yang datang sama ada secara
interpersonal seperti daripada ibu bapa, pasangan, rakan atau jiran atau secara luaran
seperti media massa, NGO atau agensi kerajaan. Sementara kawalan tingkah laku
ialah persepsi individu sama ada mudah atau sukar untuk melaksanakan sesuatu
tingkah laku bergantung kepada keyakinan diri dan persekitaran yang mendorongnya
untuk melakukan sesuatu tindakan. Sekiranya faktor kawalan ini tiada, maka ia tidak
akan menggerakkan tingkah laku sungguhpun seseorang itu mempunyai niat untuk
melaksanakannya. Hubungan faktor-faktor ini ditunjukkan dalam Rajah 1.
Journal EXCELLENCE
62
e-servis. Justeru hanya jumlah ini diambil untuk dibuat analisis bagi mengenal pasti
faktor yang mendorong mereka untuk menerima e-servis berdasarkan teori Ajzen
yang telah dibincangkan. Ketiga-tiga faktor iaitu sikap, norma subjektif dan kawalan
tingkah laku dihipotesiskan sebagai mempengaruhi niat secara langsung. Niat dan
kawalan tingkah laku pula mempengaruhi tingkah laku individu secara langsung untuk
menerima atau menggunakan inovasi perkhidmatan kerajaan iaitu e-servis. Hipotesis
kajian diperlihatkan dalam Jadual 4.
Jadual 4 : Hipotesis Kajian
Hipotesis
H1
H2
H3
H4
H5
Kajian yang menyokong
Ajzen (1991, 2001); Taylor & Todd
Sikap J Niat
(1995); Liao et.al (1999); Chau & Hu
(2001); Hung et.al (2006)
Ajzen (1991, 2001); Taylor & Todd
Norma subjektif J Niat
(1995); Liao et.al (1999); PierreGagnon et.al (2003); al-Gahtani et.al
(2007)
Mathieson (1991); Taylor & Todd
Kawalan tingkah laku J
(1995); Liao et.al (1999); Chau & Hu
Niat
(2001); Lin (2007)
Ajzen (1991); Taylor & Todd (1995);
Tingkah laku penggunaan Tsuen et.al (2006)
Godin & Kok (1996); Chau & Hu
Niat J Tingkah laku
(2001); Wu & Wang (2005); al-Gahtani
penggunaan
et.al. (2007)
Nota: J Menunjukkan pengaruh/kesan pemboleh ubah bebas ke atas pemboleh
ubah bersandar
HASIL KAJIAN
Hasil kajian menunjukkan 95.7 peratus daripada responden (389) tahu tentang
e-servis. Bagaimanapun dari segi penggunaan, hanya 60 peratus atau 232 responden
mempunyai pengalaman dalam menggunakan e-servis. Ini bermakna, penerimaan
e-servis di Malaysia, khususnya di Lembah Klang, berada pada tahap yang sederhana
sungguhpun sebahagian besar daripada mereka tahu tentang perkhidmatan ini.
Sebahagian besar sumber yang mempengaruhi kesedaran responden tentang e-servis
ialah media khususnya media elektronik iaitu 81.9 peratus, diikuti dengan media cetak,
71.1 peratus.
Terdapat dua (2) peringkat penggunaan e-servis, iaitu menyemak dan membayar. Di antara
dua peringkat ini, responden lebih banyak menggunakan e-servis untuk menyemak
berbanding membayar. Sebahagian besar daripada responden menggunakan
63
Jadual 5 menunjukkan empat (4) daripada lima (5) hipotesis diterima, manakala satu
(1) hipotesis ditolak. H2 ditolak menunjukkan bahawa, norma subjektif tidak memberi
kesan ke atas niat secara signifikan untuk menggunakan e-servis. Ini mungkin disebabkan
responden menggunakan e-servis dengan sukarela dan telah menggunakannya lebih
daripada sekali, dan dengan itu norma subjektif tidak lagi mempengaruhi mereka untuk
menggunakan inovasi ini.
Norma subjektif tidak mempunyai hubungan dengan niat sekiranya sesuatu itu
dilakukan dengan sukarela, tetapi wujud hubungan yang signifikan apabila ia perlu
dilakukan secara mandatori (Hartwick & Barki 1994; Venkatesh & Davis 2000). Norma
subjektif juga tidak selalunya berhubungan dengan niat walaupun dalam konteks
mandatori. Pengaruh norma subjektif ke atas niat hanya penting pada peringkat awal
pengalaman seseorang dengan teknologi dan ia menjadi tidak signifikan dalam konteks
penggunaan yang berterusan (Venkatesh & Davis 2000).
Jadual 5: Ringkasan Verifikasi Hipotesis
Hipotesis
H1:
H2:
H3:
H4:
Sikap J Niat
Norma subjektif J Niat
Kawalan tingkah laku J Niat
Tingkah laku sebenar
Arah
hipotesis
+
+
+
Path
Co- efficient
0.71**
0.02
0.26**
0.67**
Verifikasi
-
0.38**
Diterima
H5: Niat J Tingkah laku sebenar
Diterima
Ditolak
Diterima
Diterima
** Signifikan pada aras p<0.01 (dua hujungan)
Nota : J Menunjukkan pengaruh/kesan pemboleh ubah bebas ke atas pemboleh ubah bersandar
Jadual 5 turut menunjukkan ramalan faktor yang diterangkan dalam Teori Tingkah Laku
Terancang ke atas penerimaan e-servis. Data dianalisis dengan menggunakan analisis
model persamaan struktur. Hasil analisis mendapati faktor sikap menjadi faktor peramal
paling besar ke atas niat untuk menerima e-servis iaitu 71 peratus berbanding faktor
kawalan tingkah laku iaitu 26 peratus. Ini menunjukkan faktor sikap memainkan peranan
utama dalam meramal niat seseorang untuk melakukan sesuatu. Sikap ialah perasaan
sama ada suka atau tidak suka ke atas sesuatu inovasi. Perasaan suka atau tidak suka
e-servis untuk menyemak saman JPJ (80.2 peratus) dan PDRM (75 peratus). Mereka
yang membayar saman JPJ dan PDRM pula ialah masing-masing 34.9 peratus dan 33.2
peratus. Begitu juga dengan agensi-agensi lain, urusan yang melibatkan bayaran atau
transaksi adalah lebih rendah iaitu mengambil lesen belajar memandu (18.1 peratus),
membaharui lesen memandu (22 peratus), membayar kompaun DBKL (12.1 peratus)
dan membayar cukai DBKL (13.4 peratus).
Journal EXCELLENCE
64
tersebut bergantung kepada persepsi pengguna sama ada ia merasakan sesuatu inovasi
itu berfaedah untuknya (Rogers, 1983 ; Davis, 1989), mudah digunakan (Hung & Chang,
2004; Hsu et.al, 2006; Lin, 2007), sesuai dengan cara hidupnya (Rogers, 1995; Schaper
& Pervan 2006; Taylor & Todd 1995; Mathieson 1991), boleh dipercayai (Pierre Gagnon
et.al, 2003; Ing & Jian 2005; Triandis 1980; Feng et.al 2007) dan tidak mendatangkan
risiko (Gefen et.al, 2002; Stone & Gronhaug, 1993). Apabila kerajaan dan perekabentuk
sistem boleh memberi penekanan kepada faktor sikap ini, maka hal ini boleh mendorong
kepada penggunaan yang lebih meluas dalam kalangan rakyat. Justeru kerajaan boleh
mengurangkan penggunaan kakitangan di kaunter dan meminimumkan kelemahan
yang cenderung dilakukan oleh manusia; misalnya tidak menepati masa, layanan yang
tidak mesra, tidak profesional, dan salah faham dalam berkomunikasi.
Faktor kawalan tingkah laku pula meramal niat penggunaan sebanyak 26 peratus.
Kawalan tingkah laku ialah persepsi individu bahawa dalam melaksanakan sesuatu
tindakan, ia bergantung kepada sumber (komputer, talian internet) dan peluang (masa,
kebolehan untuk guna internet). Ini bermakna, sekiranya seseorang menunjukkan sikap
positif ke atas sesuatu inovasi tetapi pada masa yang sama tidak mempunyai faktor
kawalan ke atas sumber dan peluang, maka keadaan ini akan membantutkan individu
tersebut daripada menerima atau menggunakan inovasi. Maka tidak hairanlah mengapa
faktor kawalan tingkah laku menjadi penentu utama kepada tingkah laku sebenar
berbanding niat semata-mata. Faktor kawalan tingkah laku meramal dengan lebih
besar ke atas penggunaan sebenar e-servis iaitu 67 peratus berbanding niat iaitu hanya
38 peratus. Oleh sebab pentingnya faktor kawalan tingkah laku ke atas penggunaan
sebenar e-servis, maka kerajaan harus memberi lebih banyak tumpuan kepada faktor
ini khususnya dalam meningkatkan celik IT dalam kalangan rakyat dan menyediakan
prasarana IT yang mencukupi.
Bagi meningkatkan kebolehan rakyat menggunakan e-servis atau menggunakan apa
jua perkhidmatan kerajaan yang berbentuk elektronik, mereka perlu diberikan ilmu
dan kemahiran menggunakan teknologi ini. Dasar kerajaan perlu tertumpu kepada
program-program celik IT bagi menggalakkan penguasaan ilmu dan kebolehan rakyat
menggunakan IT. Sebahagian program yang berkaitan dengan celik IT telahpun
dilaksanakan oleh kerajaan, misalnya program satu rumah satu komputer, program
telecentre di kawasan luar bandar yang menyediakan pusat kemudahan komputer
bersama tenaga pengajarnya, pelepasan cukai ke atas pembelian komputer dan yuran
langganan jalur lebar, mendedahkan pelajar sekolah dengan ICT dan internet melalui
pengajaran dan pembelajaran. Semua ini merupakan dasar yang menggalakkan rakyat
membiasakan diri dengan ICT, seterusnya meningkatkan efikasi diri.
Kerajaan juga perlu meningkatkan kemudahan dan prasarana ICT khususnya kapasiti
internet, mengurangkan kos langganan internet dan kos alat-alat ICT, keselamatan privasi
pengguna, dan undang-undang siber. Pada tahun 2010, iaitu selepas sepuluh tahun
e-servis dilaksanakan, dasar kerajaan dilihat semakin komited ke arah pembangunan ICT
sehingga Malaysia berada di tempat ke-11 pada tahun 2009 berbanding tempat ke-25
pada tahun 2007 dari segi pelaksanaan e-kerajaan di peringkat global. Ia merupakan satu
65
Faktor niat meramal penggunaan sebenar e-servis sebanyak 38 peratus. Sungguhpun
hubungannya adalah signifikan, namun arahnya adalah negatif (Rujuk H5 dalam Jadual
5). Ini bermakna, lebih tinggi niat seseorang untuk menggunakan e-servis, maka lebih
rendah pula tingkah laku penggunaan inovasi ini atau sebaliknya. Ini bermakna niat
tidak semestinya memberi pengaruh yang positif ke atas tingkah laku penggunaan
yang sebenar. Dapatan ini menjawab mengapa penggunaan e-servis masih lagi rendah
sungguhpun setelah sembilan (9) tahun dilancarkan. Dapatan ujian hipotesis ini adalah
selari dengan data statistik yang diperoleh sama ada daripada agensi kerajaan, syarikat
konsortium yang membekalkan perkhidmatan ini, mahupun daripada kajian lepas.
Kesedaran terhadap inovasi ini adalah tinggi, tetapi penggunaannya masih lagi rendah.
Masyarakat Malaysia sedar dan mengakui inovasi ini adalah efektif dan produktif, dan
mereka juga mempunyai niat untuk menggunakannya, tetapi ia tidak dijelmakan
melalui tindakan. Puncanya mungkin disebabkan mereka yang pernah menggunakan
e-servis berhadapan dengan masalah kawalan tingkah laku seperti sistem atau talian
yang sering tergendala dan lambat. Ia merupakan faktor yang berkaitan dengan suasana
yang mendorong sesuatu penggunaan dan sering kali dianggap sebagai faktor di luar
kawalan pengguna. Bagaimanapun hal ini perlu membawa kepada kajian lanjut bagi
mengenal pasti mengapa arah hubungan tersebut berbentuk negatif.
KESIMPULAN
Kajian empirikal dijalankan untuk melihat sejauh mana penerimaan atau penggunaan
inovasi perkhidmatan yang dilaksanakan oleh kerajaan melalui e-servis. Hasilnya
didapati, walaupun kajian tentang penerimaan ini dijalankan di Lembah Klang iaitu
kawasan liputan internet paling luas dan pantas di Malaysia, namun penggunaannya
masih rendah. Hasil ini adalah selari dengan data statistik yang dikeluarkan oleh PDRM
dan MAMPU tentang penggunaan inovasi ini di seluruh Malaysia. Faktor dikenal pasti
yang menjadi penentu kepada penggunaan ini adalah sikap, kawalan tingkah laku dan
niat. Hubungan sebab-akibat antara pembolehubah yang menentukan penggunaan
e-servis juga dilihat. Hasilnya didapati, penggunaan e-servis boleh diterangkan melalui
sikap, kawalan tingkah laku dan niat. Bagaimanapun, norma subjektif tidak signifikan
dalam menerangkan niat mahupun tingkah laku sebenar.
kajian indeks penarafan yang dilakukan oleh Brooking Institute yang berpangakalan di
Amerika Syarikat (The Malay Mail, http://www.mmail.com.my/content/15662-malaysiaranks-11-egovernment-implementation). Antara dasar yang telah dilaksanakan bagi
meningkatkan suasana yang mendorong kepada penggunaan ICT ialah pemberian
satu juta komputer riba (netbook) kepada pelajar kurang mampu di seluruh negara.
Kerajaan juga mempercepatkan perlaksanaan projek jalur lebar berkelajuan tinggi
(High Speed Broadband-HSBB) dengan jumlah kos RM11.3 bilion ringgit. Dengan HSBB,
penghantaran kandungan atau dokumen yang memerlukan kelajuan tinggi boleh
sampai dengan pantas dan ini adalah penting khususnya dalam urusan perniagaan.
Journal EXCELLENCE
66
RUJUKAN
Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human
Decision Processes. 50(2) : 179-211.
Anderson, J.C. & Gerbing, D.W. (1988). Structural equation modeling in practice: A review
and recommended two-step approach. Psychological Bulletin. 103(3) : 411-423.
Al-Gahtani, Said S., Hubona, G.S. & Wang, Jijie. (2007). Information technology (IT) in Saudi
Arabia: Culture and the acceptance and use of IT. Information and Management.
Vol. 44 : 681-691.
Chau, P.Y.K. & Hu, P.J.-H. (2001). Information technology acceptance by individual
professionals: A model comparison approach. Decision Sciences. Vol. 32 (4) : 699719.
Chau, P.Y.K. & Hu, P.J.-H. (2002). Investigating healthcare professionals’ decisions to accept
telemedicine technology: An empirical test of competing theories. Information
Management Systems. Vol. 39 : 297-311.
Godin, G., & Kok, G. (1996). The theory of planned behavior: A review of its applications
to health-related behaviors. American Journal of Health Promotion. 11: 87-98.
Hu, P.J., Chau, P.Y.K., Liu-Sheng, O.R., & Tam, K.Y. (1999). Examining the technology
acceptance model using physician acceptance of telemidicine technology.
Journal of Management Information Systems. Vol. 16 (2) : 91-112.
Hung Shin Yuan & Chang Chia Ming. (2004). User acceptance of WAP services: Test of
competing theories. Computer Standard and Interfaces. Vol. 27(4) : 359-370
Hung Shin Yuan, Chang Chia Ming & Yu Ting Jing. (2005). Determinants of user acceptance
of the e-government services: The case of online tax filing and payment system.
Government Information Quarterly. Vol. 23(1) : 97-122.
Ing Long Wu & Jian Liang Chen. (2005). An extension of trust and TAM model with TPB
in the initial adoption of on-line tax: An empirical study. International Journal
Human Computer Studies. Vol. 62 : 784-808.
Liao, S., Shao, Y.P., Wang, H. & Chen, A. (1999). The adoption of virtual banking:
An empirical study. International Journal of Information Management. Vol. 19 (1) :
63-74.
Lin, Hsiu-Fen. (2007). Predicting consumer intentions to shop online: An empirical test
of competing theories. Electronic Commerce Research and Applications. Article in
Press.
67
MAMPU. (2007). Kertas Makluman Pencapaian Aplikasi Perdana Kerajaan Elektronik.
MAMPU: Putrajaya.
MAMPU. (2011). Statistik Penggunaan e-Khidmat. MAMPU: Putrajaya.
Mathieson, K. (1991). Predicting user intentions: Comparing the technology acceptance
model with the theory of planned behavior. Information Systems Research. 2 (3)
: 173-191.
Moore, G.C. & Benbasat, I. (1993). An empirical examination of a model of the factors
affecting utilization of information technology by end-users. Working Paper.
Faculty of Commerce. University of British Columbia.
Morris, M.G. & Dillon, A. (1997). How user perceptions influence software use. IEEE
Software. Vol. 144 : 58-65.
Pierre-Gagnon, M., Godin, G., Gagne, C., Fortin, J., Lamothe, L., Rienharz, D. & Cloutier, A.
(2003). An adaptation of the theory of interpersonal behaviour to the study of
telemedicine adoption by physicians. International Journal of Medical Informatics.
Vol. 71 (2-3) : 103-115.
Polis Diraja Malaysia (PDRM). (2007). Perkhidmatan Polis Di Raja Malaysia bagi Projek
E-khidmat. PDRM : Bukit Aman, Kuala Lumpur.
Shin Yuan Hung, Chia Ming Chang & Ting Jing Yu. (2006). Determinants of user acceptance
of the e-government services: The case of online tax filing and payment system.
Government Information Quarterly. In press, corrected proof.
Taylor, S. & Todd, P.A. (1995). Understanding information technology usage: A test of
competing models. Information Systems Research. Vol. 6 (2) : 144-176.
Tsuen-Ho Hsu, Yi-Sheng Wang & Su-Chan Wen. (2006). Using the decomposed theory of
planned behavior to analyze consumer behavioral intention towards mobile text
message coupons. Journal of Targeting, Measurement and Analysis for Marketing.
14(4) : 309-324.
Wu, Ing-Long & Chen, Jian-Liang. (2005). An extension of trust and TAM modl with TPB
in the initial adoption of on-line tax: an empirical study. International Journal of
Human Computer Studies. Vol. 62 : 784-808.
Malaysia Administrative Modernisation and Management Planning (MAMPU). (1997).
Electronic Gevernment Flagship Application: Blueprint for Electronic Government
Implementation. MAMPU, Jabatan Perdana Menteri : Kuala Lumpur.
Journal EXCELLENCE
68
Book Review
The Leadership Pipeline Model: How to Build The
Leadership Powered Company
Ram Charan, Stephen Drotter and Jim Noel
Reviewed by Major-General Dato’ Fadzil Mokhtar
The book presents an alternative method for organisation to develop their own leaders.
It proposes the use of a leadership pipeline in which critical leadership passages are
defined, thus providing a unique way of planning leadership development.
The authors assert that the demand for leaders has exceeded supply. This indicates that
the leadership pipeline within organisations is inadequate because domestic programs
have not succeeded in developing people into managers capable of local leadership.
Hence, the authors suggest the pipeline model through which organisations develop
their talents from within to keep their own leadership pipeline full and flowing. This
model is premised on the belief that everyone has the potential to be a manager based
on his accumulated skills and experiences. The pipeline model then serves to match
this potential with a series of work requirements at key leadership levels and lays the
conditions for a person to transition from one layer to the next.
The central theme of the book is that leaders can be made and are not necessarily
born. Organisations can accordingly develop their leaders from within without having
to rely on outsiders to fill various leadership positions. The model postulated by the
book is an analogy of the pipeline which is not straight but is bent along the way. Each
bend represents the six passages in the leadership hierarchy through which a manager
transitions from one level to the next.
The ideas are developed both chronologically and topically. The book starts with an
explanation of the pipeline model and how it operates as a system for developing leaders.
It then describes each turn in the pipeline which represents a different leadership level
at which a person has to acquire specific new skills, time application and values and
the challenges he is likely to face as he navigates through the pipeline. This means that
leadership development cannot be standardised across the board as varying skills and
values are demanded at different leadership levels.
By establishing the appropriate requirements for all the passages, the pipeline model
can be used as a diagnostic tool to identify problems that are hindering the building of
a pipeline, as a mechanism for defining leadership roles and evaluating performance,
as a means for succession planning, as a device for identifying and remedying pipeline
failures, and as an apparatus for coaching.
The authors’ aim to explain the dynamics of leadership development as a flexible and
69
The book offers an alternative approach for leadership development as it presents the
development process as an integral business strategy instead of treating it purely as
a human resource function. The latter tends to focus on technical competence and
individual traits but the former emphasises on leadership development needs which
can provide organisations with a competitive advantage. The book thus offers a more
comprehensive manner for building talent encompassing areas that are ignored in
traditional methods. Organisations can hence dispense with the need to talent scout
outsiders but can instead develop their own workforce to occupy key leadership
positions.
Another strength lies in the fact that it synergises the different background of the authors
who have varied experiences in leadership development. Stephen Drotter writes from
his experience in leadership development programs and his involvement in testing the
crossroads model, the forerunner of the pipeline framework, in major corporations like
GE and Cigna. Ram Charan, on the other hand, comes with a different perspective. His
input is drawn from his vast experience as a consultant on coaching leaders, selection of
people and succession planning. He has embraced the leadership pipeline model in his
consultancy works on top level succession planning in many organisations. Similarly, Jim
Noel provides his expertise in assessment, coaching and development of executives. He
too has used the pipeline framework extensively in his consulting services. Accordingly,
the book provides organisations with a fresh perspective and a proven method for
developing their own leaders.
In addition, the book is useful for both the leaders who are developing their subordinates
and the potential leaders. By emphasising on different work requirements at the various
leadership levels, leaders are able to set goals, plan actions that need to be taken to
prepare their subordinates and measure their performance. The potential leaders being
developed, on the other hand, can know what skills and values have to be acquired to
qualify them for promotion and the expectations of their superiors. Furthermore, the
book is inspiring to employees as it underscores that everyone has the potential for
upward mobility provided he is willing to make skill and value based transitions.
Nevertheless, the book does have its weaknesses. Foremost is the assertion that the
model is applicable to many situations and different organisations. This has resulted in
concepts to be postulated generally, reducing the book’s appeal. Secondly, the books
reliance on major corporations to illustrate examples is not so comforting. Corporations,
like GE, have a well grounded culture and values that do not necessarily exist in other
effective tool that enables organisations to install a system for building their own pool of
leaders right from front line workers to the CEO. They assert the strength of the model as
it is performance based in which the focus is on one’s ability to do a job at a current level.
This helps the leader developing talent to pinpoint the specific level where a person is
encountering problems and thus facilitates remedial measures. Another intention is to
provide an insight into dealing with performance issues and the usage of the model for
other matters relating to human resource management including coaching.
Journal EXCELLENCE
70
organisations. Readers in smaller outfits will thus have difficulty discerning how the
book can be applicable to them.
Thirdly, with the exception of the first seven chapters, each of the remaining chapters is
written differently. Readers hence have to tie them together to obtain a coherent and
continuous flow before coming to a conclusion. Finally, the book focuses on development
from the organisation’s perspective but ignore the other `needs’ and `expectations’
of employees. It only talks about employees being motivated once they understand
what work requirements are expected of them but fails to consider that the wants of
employees go beyond these. Factors like rewards and incentives are not considered in
the pipeline model postulated.
71
Professor Datuk Dr. John Antony Xavier, is a professor of management at the
Graduate School of Management, Universiti Putra Malaysia (UPM). Prior to joining UPM
in 2010, Datuk Dr. John was an Administrative and Diplomatic Officer (PTD) for 36 years
in the Malaysian Public Service. His last position was Director of Research, Planning
and Corporate Division of the Public Service Department. Datuk Dr. John had also
served in various capacities in ministries and departments including the Inland Revenue
Department, Ministry of International Trade and Industry, Ministry of Science, Technology
and Environment, Ministry of Health, Ministry of Primary Industries, Ministry of Finance
and the National Institute of Public Administration (INTAN). He has also worked as a
consultant to the Government of Kuwait, IMF, World Bank and the Arab Administrative
and Development Organisation (ARADO).
In the course of his public service and academic career, Datuk Dr. John has presented
and published papers in law, public finance and management in local and international
conferences and journals respectively. He has authored a book on jurisprudence titled
“Understanding the Concept of Law” published by the Current Law Journal in 1992. He
has also written a book on budgeting titled “Budgeting for Performance: Principles and
Practice” published by INTAN in 2001. Under the INTAN Management Series, he has
published books on “Effective Evaluations: A Practical Guide” in 2000; “Understanding the
Modified Budgeting System”; and “101 Q&A on Financial Management (co-authored)”.
Datuk Dr. John graduated from the University of Malaya in 1974 with a Bachelor of
Economics (Honours) degree. He holds a Master of Business Administration (High
Distinction) from the Catholic University of Leuven, Belgium (1986) and a Bachelor of
Laws (Honours) from the University of London (External) (1988). Additionally, he holds
a Certificate in Legal Practice (Honours) from the Malaysian Legal Qualifying Board. In
1996, he obtained his PhD in Public Expenditure Management from the London School
of Economics.
Professor Murali Sambasivan is the Head of Thesis-based Programmes at Graduate
School of Management of the Universiti Putra Malaysia (UPM). His areas of interest are
Management Science and Operations and Supply Chain Management. He has published
in many international journals in various areas of management. Prior to joining UPM,
Prof. Murali worked in the industry for 10 years. He holds a Bachelor and a Master
degree in Engineering from India and PhD in Management Science from the University
of Alabama, USA.
Dato’ Dr. Tam Weng Wah is the Director-General of the Public Complaints Bureau,
Prime Minister’s Department since 10 November 2008. Prior to this, Dato’ Dr. Tam was
the Deputy Director (Policy) at the National Institute of Public Administration (INTAN).
Dato’ Dr. Tam joined the Malaysian Administrative and Diplomatic Service in 1981. Since
then, he has served in several federal ministries including the Ministry of Defence (19811989), the Ministry of Finance (1989-1991) and the Ministry of Agriculture (1991-1993).
ABOUT THE AUTHORS
Journal EXCELLENCE
72
Dato’ Dr. Tam also holds a B.A. (Hons.) degree and a Master in Public Administration from
the University of Malaya and a Ph.D. in Public Administration from the Pennsylvania
State University. In addition, he also has a Diploma in Public Management from the
National Institute of Public Administration (INTAN), Malaysia. During his 4½ years
at the Pennsylvania State University, Dr. Tam participated actively in several interorganisational network development research projects which involved bringing about
large scale change. His teaching and research interests include: leading and managing
strategic change, learning organisation, governance and collaborative leadership,
developing inter-organisational network, organisational trust, organisational politics
and organisational justice.
Rabaayah Daud is the Deputy Director (Corporate Service Division) of Department
of Occupational Safety and Health (DOSH), Ministry of Human Resources. She holds a
Bachelor Degree in Chemical Engineering from the University of Technology Malaysia
(UTM), Kuala Lumpur in 1995. After completing her first degree, she worked in a few
private companies before joining DOSH in 1997. She has been involved in UNDP-DOSH
Occupational Safety and Health Institutional Capacity-Building Project from 2001
to 2004. She was also in charge of training and development programme for DOSH
since 2004 before pursuing a Master Degree in Human Resources Development at the
Universiti Putra Malaysia (UPM) in December 2006.
In the course of her career, Rabaayah Daud has published articles in journals such
as “Identification of Competencies for Malaysian Occupational Safety and Health
Professionals” in Industrial Health, National Institute of Occupational Safety and Health,
Japan on February 2010 and “Exploring Competencies of Malaysian Occupational
Safety and Health Professionals: The Preliminary Results” in Professional Safety, Journal
of American Society of Safety Engineers on October 2010. Her paper “Identification
of Competencies for Malaysian Occupational Safety and Health Professional” was
presented at the 8th International Conference of the Asia & 1st MENA HRD Conference
2009, Bahrain on 12-15 December 2009.
Dato‘ Dr. Zahari Othman is an ICT Consultant (ICT Strategic Plan) of the Public Sector
ICT Consulting Team at Malaysian Administrative Modernisation and Management
Planning Unit (MAMPU), Prime Minister’s Department. He joined the Public Service in
1983 and has since served the Ministry of Education, Cabinet Division and National
Institute of Public Administration (INTAN).
He has rich experience in the field of ICT Strategic Planning and has done various
consultancies and coaching for government agencies. He has presented papers at
national and international conferences and has published a number of articles in local
journals.
Dato‘ Dr. Zahari holds a Masters Degree in Information Technology (1997) and a PhD in
ICT Strategic Management (2004) both from the National University of Malaysia.
73
She has been involved in various ICT projects related to ICT Strategic Plan and Project
Management. She has attended numerous courses in ICT, management and strategic
planning locally and internationally.
She holds a Bachelor Degree in Computer Science from the Kansas State University, USA
(1983) and a Masters Degree in Business Administration from the Kansas State University,
USA (1988).
Dr. Mokhtar Mohd Yusoff is a ICT Lead Consultant (Strategy) in the Malaysian
Administrative Modernisation and Management Planning Unit (MAMPU), Prime Minister’s
Department since March 2010. He is an Adjunct Professor at the Faculty of Information
Technology and Communication, Universiti Teknikal Malaysia Melaka (UTeM).
He holds a Bachelor of Economics in Applied Economics from the University of Malaya,
(1976), Masters in Computer Science from the National University of Malaysia (1984),
and a PhD in Information Systems from the University of Salford, UK in 1996.
His assignments include Under Secretary of ICT Division, Ministry of Health, Malaysia,
professor at the Faculty of Information Technology and Communication, National
Technical College University of Malaysia (KUTKM), Director of Quality Assurance and
Accreditation Division, KUTKM, Adjunct Associate Professor at the University Putra
Malaysia, IT Project Director for Project Monitoring System II at Implementation and
Coordination Unit, Prime Minister’s Department, IT Manager at Treasury Malaysia, IT
Project Director for National Registration Department, Systems Analyst in Examination
Syndicate and Project Officer in Johore State Economic Development Corporation.
Dr. William Voon is a Senior Principal Assistant Director in the Malaysian Administrative
Modernisation and Management Planning Unit (MAMPU), Prime Minister’s Department.
Prior to joining MAMPU in 2009, he served the Attorney General’s Chambers, Accountant
General’s Department and the Ministry of Science, Technology and Innovation. His
current work involves analysing information and knowledge flows within organisations
with a view to innovating business processes.
He holds a Masters Degree in Information Management (Distinction) from the University
of Strathclyde in Glasgow (1997) and a PhD in Communication, Information and Library
Studies from the Rutgers University (2007) in New Jersey, USA.
Norhayati Yaacob is the Senior Principal Assistant Director with Public Sector ICT
Consulting Team at Malaysian Administrative Modernisation and Management Planning
Unit (MAMPU), Prime Minister’s Department. She first joined the Public Service in 1990 as
a Systems Analyst and has served the in Ministry of Finance, Public Service Department
and Ministry of Education.
Journal EXCELLENCE
74
Anizah Nordin is a Principal Assistant Director in the Malaysian Administrative
Modernisation and Management Planning Unit (MAMPU), Prime Minister’s Department.
She joined MAMPU in January 2009. Previously she had worked in the Department of
Statistics, Malaysian Anti-Corruption Commission and Ministry of Plantation Industries
and Commodities. Anizah Nordin holds a Bachelor Degree in Computer Science (Hons)
from the National University of Malaysia (1998).
Maizatul Haizan Mahbob is a lecturer at the School of Media and Communication
Studies, Universiti Kebangsaan Malaysia (UKM). Prior to that, she lectured at the
Department of Political Science at the same university from 1998 to 2001. Her research
interests are in acceptance of innovation, communication of public policy and
audience analysis. Her areas of specialisations are organisational communication and
communication development. She is currently doing research on developing a model
on acceptance of public policy innovation under the auspices of Ministry of Higher
Education.
Wan Idros Wan Sulaiman is a lecturer at the School of Media and Communication
Studies, Universiti Kebangsaan Malaysia (UKM). He holds a Degree of Public
Administration (Hons) from the Universiti Utara Malaysia (UUM) in 1997 and Masters of
Human Resource Development from the Universiti Putra Malaysia in 1999. He worked as
an operations manager in the private sector before being appointed as a tutor at UKM in
December 1995. He is currently pursuing his PhD in Organisational Communication at
the Universiti Putra Malaysia (UPM). His areas of specialisation are in public administration,
organisational communication and human resource development.
Major-General Dato’ Fadzil Mokhtar was commissioned into the Royal Malay
Regiment on 7 January 1978 after completing his basic military training at the Royal
Military Academy Sandhurst, England. He is also a graduate from the Australian Army
Command and Staff College, the Malaysian Armed Forces Defence College, and
the Bangladesh National Defence College. He has served in various command and
staff appointments including the Chief of Staff at the Army Filed Command and the
Commander of 6th Malaysian Infantry Brigade. He is currently serving at the Army
Headquarters as the Assistant Chief of Staff (Human Resource). Major General Dato’ Fadzil
holds a Bachelors Degree in Law (UiTM), Master in Public Management (Singapore) and
Master of Arts (UKM).
SUBMISSION FORMAT FOR EXCELLENCE
1.
EXCELLENCE is an annual semi academic
journal
published
by
the
Malaysian
Administrative Modernisation and Management
Planning Unit (MAMPU) of the Prime Minister’s
Department.
8.
• In print form to :
The Publisher
EXCELLENCE
c/o Planning and Corporate
Communication Division
and Management Planning Unit (MAMPU)
Prime Minister’s Department
Prime Minister’s Department Complex
Federal Government Administrative
Centre
62502, Putrajaya,
MALAYSIA
2. Its contents focus on the issue of transformation
in the public delivery system, specifically in
the area of administration and management;
as well as Information Communication
Technology (ICT). The articles would be
beneficial to both public as well as the private
sector practitioners, who aspire to learn about
best practices in an organisation.
3. Submissions are welcome from local and abroad.
If accepted, submissions will be published in
EXCELLENCE.
4.
The proceedings of EXCELLENCE will be widely
circulated to various government and non
government agencies throughout Malaysia
and abroad. Hence, it is important that the
publication is of the highest quality possible.
The quality and overall appearance of all
submissions contribute to the general quality of
EXCELLENCE, and readers’ perceptions of it.
5. Bahasa Malaysia or English will be used as the
medium of publication.
6. All submissions should be accompanied by a
cover page (text format) to help with classifying
the submission and the reviewing process. This
page should contain:
•
•
•
•
•
The title of the submission
Author’s name
Postal and e-mail addresses of authors
Telephone and fax numbers of authors
An abstract for the submission. (About 150
words)
• Author’s profile
7.
The length of each submission should be no
more than 5,000 words using double space and
Arial 14 font fully justified and double spaced.
All submissions should be sent in hardcopy and
softcopy format as follows,
• An electronic version of the submission
should be sent as an e-mail attachment to
[email protected] in Microsoft
Word format.
9.
Paragraphs should be separated by a single
blank line. There should be no indentation at
the beginning of the paragraph (to improve
appearance and readability).
10. References should be listed in APA format (see
example below) and alphabetical order.
• Example for references:
Brady, C. and Woodward, O. (2005).
Launching A Leadership Revolution. New
York: Hachette Book.
11. Submissions should be completely original and
in no way violate any existing copyright or contain
anything of a libelous character. Copyright of
published reviews will be held by MAMPU.
MALAYSIAN ADMINISTRATIVE MODERNISATION
AND MANAGEMENT PLANNING UNIT
PRIME MINISTER’S DEPARTMENT
Level 6, Blok B2
Prime Minister’s Department Complex
Federal Government Administrative Centre
62502 Putrajaya
MALAYSIA
603-8872 3000
603-8888 3721
www.mampu.gov.my

Journal Excellence 1/2011

Transcription

Similar documents

Pengurusan Landskap oleh Pihak Berkepentingan

TandaslMalaYSla Jasinraihgangsa

Sambutan dari Kepala Galeri Nasional Indonesia S ejalan dengan

KOLOKIUM PENDIDIKAN MATEMATIK DAN SAINS 2012 KERTAS

KerajaanSelangoFmahuse[llq`fPBTgOnabahan`,bol

AMKSS Family Day - Ang Mo Kio Secondary School

Interventions to Ensure Meat Safety

It - Pernec Corporation Berhad

Volume 4 - Pharmaniaga

MTIB Impian Lifestyle With Wood