FACULTY OF ADMINISTRATIVE SCIENCE & POLICY STUDIES

AM1102

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT IN PUBLIC SECTOR

WRITTEN ASSIGNMENT PAD 215: GROUP 3

TITLE: CHALLENGES OF EMPLOYEE TRAINING AND DEVELOPMENT IN

PREPARED FOR: ANI JUAINI BINTI BAHRIN

PREPARED BY:

NUR ATHIRA NATASHA BINTI AHMAD – 2022770205

SURIEYATIE BINTI SHALI – 2022338437

NUR SHARMILA BINTI ABDUL BAKA – 2022153299

MOHAMMAD AQASHA RAZIF BIN ROSLIE – 2022349175

MOHAMAD NOOR FAIZUL BIN MANSUR – 2022544101

1.0 INTRODUCTION

2.0 CHALLENGES OF EMPLOYEE TRAINING AND DEVELOPMENT IN MALAYSIAN

3.0 RECOMMENDATION ON ISSUES OF TRAINING AND DEVELOPMENT

In the light of this globalization era, employee must be capable of doing complicated task in an
effective, safe, and efficient manner in workplace. When workers are not performing to
expectations or ta a given standard, training is required. A requirement for training is indicated
by the discrepancy between actual job performance and expected job performance. The first
stage in standardized approach to instructional design is the identification of training needs.
Those who require training and the type of training required will be identified through a
successful study of training needs. Giving training to people who do not need it or giving the
wrong kind of training is ineffective. Utilizing the training resources effectively requires doing a
training need analysis. Orientation is the first Training and Development (T & D) effort for new
workers and aims to educate them about the business, the job and the organization’s mission. In
other opinion tells that orientation is designed to inform new hires about the duties and
expectations of the role and company, as well as to address any queries they may have regarding
human resource, benefits and payroll details. The process of introducing new hires to the
business, their managers and coworkers (if any), as well as their jobs, is known as induction.

Mandatory for all government servants, must be taken within 1-3 years of the probationary
period and is a requirement for employment confirmation. The department or organization where
the person is employed is responsible for running the induction programmer. A variety of aspects
of government system were covered during the induction process to make sure new employees
had a solid awareness of the principles and expectations of both their department and the public
service. In additions, training is the process of giving people the knowledge and abilities
necessary to do their jobs effectively. It equips new or existing workers with the skills they need
to do their jobs. Training also the process of learning new things, getting better at existing things,
adopting attitudes that help you perform your job better. Other than that, Development is the
process of learning new information, gaining skills and abilities and implementing habits that
enhance performance in present occupations also a learning that is more broad-based and puts a
greater emphasis on career development.

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Progressive development of employee is crucial for stimulating and sustaining the economic
growth of Malaysia. In order to produce employee that is equipped with the right knowledge and
skills an organization should provide a training and development for the employee either they are
new employees or new hired one. The important part is today’s highly competitive business
environment, training and development is the difference between a highly successful and
performing company and one that is constantly struggling to adapt and react to market trends.
Many companies that have invested in employee training and development are seeing positive
results as a direct result of their engagement. Employee performance improve because training
programs generally produce more engaged and motivated employees, which is reflected in the
products and services that companies offer to their customers and clients.

2.0 CHALLENGES OF EMPLOYEE TRAINING AND DEVELOPMENT IN MALAYSIAN

All of the issues are actually an obstacle for organizations to produce excellent employees.
Therefore, an organization needs to consider appropriate methods and steps to overcome it. This
will be an issue for the organization especially when the issues will involve basic factors,
financial implications, culture, trust, development and human resource management. Therefore,
the things that will be discussed in this writing are more focused on issues and challenges from
the aspect of human resources, globalization, remuneration, integrity ethics and pressure on the
organization. According to Kamus Dewan (2007) it explains that 'issue' is "the main issue or
question of a matter". Issue presents a topic or focus of discussion that becomes a mouthful or
headline especially for a party.

2.1 LACK OF SKILLS

Malaysia is still pursuing the label of "developed nation" and is in desperate need of skilled and
semi-skilled workers to achieve the national agenda. The country must not only stop the brain
drain that is currently afflicting the country, but also upskill the workers who are currently
employed. Thus, the Human Resource Development Fund (HRDF) is established, a body formed
with the goal of developing quality human capital in order to achieve a high-income economy.

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The fund was established in 1993 and has spent the last 23 years spearheading the upskilling of
Malaysian workers by providing financial assistance to businesses for HR development.
Employees who have no formal education but have gained relevant knowledge, experience, and
expertise in the workplace can also be certified based on their competency levels. To meet the
challenging demands of the dynamic global business and trade, its talents must be up-skilled and
re-skilled. Local talent in this context will need to have qualities that will help them achieve
global competitiveness and compete on a level playing field.

A labour market that is efficient and effective is required for local, regional, and global
competitiveness, which will attract foreign direct investment and propel Malaysia into economic
growth. Malaysia currently ranks among the top 20 economies on the Global Competitiveness
Index (GCI) and will need to embrace solutions to address challenges such as skill shortages,
talent mobility, and talent retention. Up skilling and reskilling our inherent talent and resources
will not only fuel our high-priority sectors, creating high-wage jobs, but will also assist Malaysia
in transitioning from a developing to a developed economy. The issue now is that most
Malaysian employers want to hire workers who are already skilled and do not require training,
but these workers would not have the necessary skill level without training. Aside from that,
most training programmer chosen by employers fall under the popularly requested team building
and motivation category, which is not the certified courses promoted by the HRDF. Most
Malaysian employers fail to recognize that workforce training is critical to a company's success,
with the most obvious benefit being better employees. The idea is that the better the employees
are at their jobs, the easier it is for the company to achieve the required level of productivity, and
thus success.

Individuals, employers, or a combination of the two may be motivated to pursue training. Most
people consider training to be an expense. However, training is an investment in and of itself; for
individuals, it builds skills and increases earning potential, while for businesses, it contributes to
a more productive workplace. Some employers are concerned that the benefits of investing in
training will be lost if employees leave and take their newly acquired skills with them.
Meanwhile, many employees clearly see the value in taking control of this investment in their
future, establishing clear goals for the nature and content of the training that will best suit their
career plans. In essence, the majority of employees are motivated to pursue additional training or

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skill development in order to keep their current job. At the same time, a smaller but still
significant number of people are keeping their options open to a variety of opportunities outside
of their current job. These workers would progress to larger companies after gaining experience
and skills on the job.

One of the primary motivations for employers to invest in training is to retain employees.
However, the likelihood of higher retention may not be uniform across the workplace. When it
comes to the main factors that influence their training decisions, there is a noticeable difference
across generations. The recent upheaval in local labour markets, as well as business cuts in
professional development funding, have changed how many employees perceive the need for
upskilling. Instead of relying on their employers, they are taking charge of their own professional
development. Individuals' proclivity to pursue new training or education will be determined by a
variety of factors, including industry dynamics, job market competition, and the likelihood of the
training investment producing a payoff in the form of salary or promotion. There is a new
emphasis on providing the most appropriate type of training in an era when employees are
embracing the concept of self-directed training and continuing education. Employees appear to
have an innate understanding of what works best in terms of skill development.

The majority of workers prefer training provided by their employer that is focused on the real
and practical aspects of the job at hand. It was observed that skill upgrading and renewal play an
important role in personal and professional development. It also plays an important role in
overall workforce development, which is the foundation of organisational efficiency and
productivity. The employer is no longer solely responsible for managing skills development.
Employees recognise the importance of taking control of this important aspect of their careers
and thinking strategically about how they invest in the development of their intellectual and
professional capital. What is clear is that personal training and professional development
decisions are now an important part of the employment equation, with a significant impact on
employee morale, performance, and retention. As a result, businesses must change their mindsets
and plan their wages to be commensurate with their employees' skill sets. At the end of the day,
the current problem of a limited pool of skilled workers exists; it is simply a matter of employers
reaching for and accepting the solution.

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2.2 WORK PRESSURE

In order to ensure increased productivity, oftentimes employees are burdened with additional
duties and responsibilities. Currently civil servants are forced to undergo training to increase
their workload. Now they also have to deal with changes after changes in the development of
training until there is an excessive burden. There are many new ideas and tasks that civil servants
have to undertake as they attend training workshops to learn a new and ever-changing system.
This burden continues to occur in a state of disproportionate number of employees with
increased workload. According to him, even though it sounds strange, all parties should accept
the fact that the problems faced by employees nowadays lead to mental and emotional stress
rather than physical stress, thereby affecting their ability and belief in themselves to achieve the
goal of becoming excellent and quality employees. In addition to stress caused by work pressure,
employees are also faced with the problem of 'burn out'. Comparatively, this problem of burn out
is also experienced by a large number of teachers in Switzerland caused by students and
increased administrative workload. Their complaints have caused the Teachers' Union and
education experts to try to find a way to deal with the situation. According to Beat Zemp, Head
of the largest Teachers' Union in Switzerland, "There is a lot of dissatisfaction among teachers
with their profession, especially with the stress in classes and the problems with undisciplined
students. Also the duties outside lessons are increasing and have reached a critical level now.”
The problem of burn out has the following early signs:

i. Chronic fatigue - exhaustion, tiredness, a sense of being physically run down (Chronic
fatigue - exhaustion, tiredness, a sense of being physically run down);
ii. Self-criticism for putting up with the demands (Self-criticism for putting up with the
demands);
iii. Cynicism, negativity, and irritability;
iv. Feeling invaded (A sense of being besieged);
v. 'Exploding easily at seemingly inconsequential things';
vi. Frequent headaches and gastric disturbances (Frequent headaches and gastrointestinal
disturbances);
vii. Weight loss or gain (Weight loss or gain);
viii. Lack of sleep and depression (Sleeplessness and depression);

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 ix. Shortness of breath;
x. Prejudice (Suspiciousness);
xi. Feelings of helplessness;
xii. Increased degree of risk taking (Increased degree of risk taking)

It cannot be denied that the problem of stress or burn out can lead to issues related to ethics and
integrity. Therefore, in dealing with the problem of stress and burn out, some of the suggestions
that have been proposed can be taken into account.

2.3 EMPLOYEE ETHICS AND INTEGRITY

Employee ethics and integrity is also an issue in training and human resource development. This
is because when training and development in human resource management is carried out, the
employees need to be ethical by following the training based on the set schedule and they must
also be honest in the execution of their duties.

Based on Ab. Aziz Yusof (2006), ethics in the true sense of the word is a moral question that
talks about right or wrong, right or wrong, and what needs to be done or left out. Ethics in
management means applying moral values such as discipline, guidelines, ethics, rules, policies
and all positive elements that can help managers carry out their responsibilities effectively.
Integrity is a positive quality and characteristic that exists as a whole in individuals and
organizations. Sometimes we see these civil servants only follow the training to meet the job
requirements without understanding the importance of the training. This will show the
characteristics and quality of integrity containing the elements of 'wholeness' (integrated
existence as a whole) in the individual or organization. In Islamic morals, integrity corresponds
to the qualities of truth, trust, loyalty, firmness, firm personality, noble personality, pious
believers, etc., which bring a comprehensive understanding of the practice and moral values
shown in the person of the Prophet S.A.W. (Mr. Asmawi, 2006). In the public service sector,
various policies, regulations, circulars and guidelines have been enacted to ensure ethics and
integrity are adhered to by civil servants. In discussing the issue of ethics and integrity of public
servants, one incident after another of misconduct by public servants has recently caused public

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concern and requires immediate and comprehensive action by the government to prevent this
'corruption' syndrome from continuing.

3.0 RECOMMENDATION ON ISSUES OF TRAINING AND DEVELOPMENT

Globalization should be able to benefit all parties across countries and between countries and not
let it consume itself, especially developing countries (Utusan, 2000). A country or organization
that wants to continue to progress should try to be part of the international economy not only
from the aspect of trade and investment but also in various other activities. This process is not
only important but something that cannot be avoided because the demarcation of the market and
the world economy is shrinking allowing production factors to move easily across national geo-
political boundaries and as a result competition, production, market control and management also
become global in principle. As we move into the next century, it should be remembered that the
competitiveness of organizations depends a lot on the effectiveness of leaders and managers.
This is important in guiding the organization to the pinnacle of excellence and with the full
awareness that rapid changes occur due to globalization.

Managers must have knowledge and information about the changes happening in the world. Lack
of vision and only focusing on the routine will lead nowhere. Because of that, managers need to
have a `competitive mind' which means having the ability to compete as well as having a vision
of what standards to achieve. A manager must also have skills in international negotiations. With
this skill, it can ensure that the organization and the country benefit from it. If a manager does
not have skills in negotiation, of course the other party will take advantage and get more benefits
than what we get.

Globalization in international trade requires managers to interact with many parties from various
cultural backgrounds. Therefore, managers must be able to understand many different cultures.
Thus, skills in foreign languages give managers an advantage. Indeed, globalization provides
great opportunities for organizations. However, it will also invite great challenges to leadership
and management. A truly efficient and responsive organization is important to allow it to face the
opportunities and challenges created by globalization as we move into the 21st century.
Therefore, organizations like FGV as part of the national development framework must continue

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to: first, be efficient and effective and dynamic and innovative; second, disciplined with high
integrity standards and third, customer oriented.

In the coming years, the development of human resource training will become more important.
Competitive advantage, productivity, innovation and the ability to manage new technologies will
largely be determined by the quality of human resources available. A productive and efficient
work team should be developed based on high moral and ethical values and a commitment to
excellence. Organizations should be prepared with stronger technical education and training and
the ability to communicate in multiple languages. Because of that, the development of human
resource management training should be one of the important agendas in meeting the country's
aspirations in the future. The development of human resource training should contain policies
and programs that can increase and advance aspects of education and training continuously to
face the changing skill needs.

The organization should organize a training program where the organization needs to increase
the number of courses or lectures related to religion, especially to subordinate staff so that they
can strengthen faith and discipline. Usually those who obey religious teachings are the best in
terms of quality and work discipline. Exposure to religion is highly demanded and the emphasis
on religion should not be taken lightly or quietly. Don't just chase high results and achievements
when the staff is left alone. Changes requested by superiors must be initiated by them first and
then it can be said that they can be an example and 'role model' for subordinate staff. Not just
instructing and when it comes to them, the instruction is done in a formal manner. Change should
be comprehensive and no one is left out of any shift.

3.0 CONCLUSION

The conclusion that can be obtained here is that training and development are very important in
ensuring that an organization can achieve its goals successfully. In addition, employees who

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have high motivation always strive to strengthen themselves to acquire knowledge to practice in
their daily tasks. For organizations, the initiative taken to ensure that their employees achieve the
standards set when performing daily tasks can encourage the organization in achieving
organizational goals, whether short-term or long-term goals.

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 References

Adnan Abd. Hamid (a), Khairul Nizam Surbaini (a)*,Nooraima Hadi (a) & Siti Nur Fatihah

Zaaba (a) *Corresponding author

https://www.researchgate.net/publication/326722487_Training_Effectiveness_And_Emp

loyee_Performance_In_A_Malaysian_Government-Linked_Company

Ahmad Faiz Yaakob Universiti Teknologi MARA (UiTMT), Faculty of Administrative

Science & Policy Studies 23000 Dungun, Terengganu, Malaysia

https://ir.uitm.edu.my/id/eprint/14080/1/14080.pdf

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227. Retrieved from, http://journalarticle.ukm.my/13850/1/32806-102543-1-PB.pdf

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