CHAPTER 1

Introduction to Human Resource

Management
ABD RAHIM ROMLE
PhD (Management)(Lincoln
University, NZ & UUM)
MSc (Management)(UUM)
BPM (Hons.)(UUM)
 HR management is part of the management
functions in organization.
 What is the function of organizational
management???
 Obtaining, using and maintaining a satisfied workforce.

 Significant part of management concerned with - employees

at work and with their relationship within the organization.

 Personnel management - the planning, organizing,

compensation, integration and maintenance of people for the
purpose of contributing to organizational, individual and
societal goals.
 Human – people, us
 Resource – assets/costs for organizations
 Management – co-ordination and control to
achieve set goals.
 But humans, unlike other resources in the
context of work and management, cause
problems.
 Human Resource Management - the type of
Management where almost everybody in Managing
Position can play a part .
 They aim to have many different Managers in various
departments with the necessary skills to handle
employee tasks at hand.
 Strategies are ongoing
 Constantly work towards managing and developing
an organizations workforce.
 Proactive - because of their continuous
development and functions to improve the
company's workforce.
HUMAN RESOURCE MANAGEMENT V/s PERSONNEL MANAGEMENT
HRM PM
•HRM is proactive in nature •PM is mainly reactive in
nature.
→It is not only concerned with
the present organizational →It satisfies itself by ensuring
conditions but foresees future peaceful measure
necessities and then acts management relations in the
appropriately. present.
•HRM as a resource centered •PM which is employee centred
→activity focuses more on the →aims at hiring, training,
managerial aspects in terms of compensating, and maintaining
delegating the responsibility of the existing force of the
HRM to line authority and organization.
management development.
HUMAN RESOURCE MANAGEMENT V/s PERSONNEL MANAGEMENT

HRM PM
•HRM emphasizes open minded •emphasizes the strict
contracts, observance of defined rules,
procedures, and contracts that
→which can be modified govern the relationships between
depending upon the demand of the workforce and the
the business. Management management; for example
assumes the responsibility to collective bargaining and
motivate the employees and employment contracts.
constantly inspires performance
based upon team spirit. •considers job satisfaction and
morale as a source of better
•Based on the principle that
performance. It works on the
better performance itself is a
foundation that a contended
cause of job satisfaction and
worker is a productive worker.
morale.
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 Depend on the size of the
organization
 Generalist Vs Specialist
- Generalist?
- Specialist?
 Generalist – HR Manager may head up several
departments (eg. Training, compensation,
recruitment)
 Specialist – focus on one specific department or
function (eg. Training Manager)
 The role of HR professional is changing
 Traditional role more closely aligned with personnel
& administration functions
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 Recruiting
 Hiring
 Training
 Organization development
 Communication
 Performance management
 Coaching
 Policy recommendations
 Employee relations
 Performance management
 Employee development
 Employee reward
 Employee relations
 Health, safety & welfare services
 Employment & personnel
administration
 A branch of human resource management
concerned with:
 1.Acquisition
 2.Development
 3.Utilization
 4.Compensation
……of a public organization’s Workforce
1. Planning: preparing staffing plans and budgets, deciding
how employees will be used and setting pay rates
2. Acquisition: selecting & recruiting of employees
3. Development : employee training, advancement
program, performance evaluations
4. Sanctions : employer-employee relations, workplace
safety & grievances
http://www.jpa.gov.my/jata-jpagov.png
 Please find article related to history of public
service in Malaysia
The Evolution of HRM
▪ Goal attainment through scientific
method
▪ Rules
▪ Characteristics
• Specialization
Image result for scientific management taylor

• Rules for job

• HR as a burden
• Pyramid organizational
Structure
Frederick Taylor Henry Fayol Max Weber
- The scientific management movement produced revolutionary ideas for the
time—ideas such as employee training and implementing standardized best
practices to improve productivity.

- Taylor’s theory was called scientific because to develop it, he employed

techniques borrowed from botanists and chemists, such as analysis, observation,
synthesis, rationality, and logic
Four Principles of Scientific Management

 "rule of thumb," or simple habit and common sense → use the scientific method
to study work and determine the most efficient way to perform specific tasks.
 simply assign workers to just any job → match workers to their jobs based on
capability and motivation, and train them to work at maximum efficiency.
 Monitor worker performance, and provide instructions and supervision to ensure
that they're using the most efficient ways of working.
 Allocate the work between managers and workers
- the managers spend their time planning and training,
- the workers to perform their tasks efficiently.
Scientific management
- 1909-"The Principles of Scientific
Management.”
- “Time and Motion" studies
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Weber noted six major principles:
1. A formal hierarchical structure

Each level controls the level below and is controlled by the level above. A formal hierarchy is the basis of
central planning and centralized decision making.

2. Management by rules

Controlling by rules allows decisions made at high levels to be executed consistently by all lower levels.

3. Organization by functional specialty

Work is to be done by specialists, and people are organized into units based on the type of work they do or
skills they have.
4. An "up-focused" or "in-focused" mission

If the mission is described as "up-focused," then the organization's purpose is to serve the stockholders, the
board, or whatever agency empowered it. If the mission is to serve the organization itself, and those within it,
e.g., to produce high profits, to gain market share, or to produce a cash stream, then the mission is described
as "in-focused."

5. Purposely impersonal

The idea is to treat all employees equally and customers equally, and not be influenced by individual
differences.

6. Employment based on technical qualifications

(There may also be protection from arbitrary dismissal.)

The bureaucratic form, according to Parkinson, has another attribute.

Henri Fayol (1841–1925) is often described as the ‘father’ of modern management. He had been
managing director of a large French mining company, and was concerned with efficiency at an
organisational level rather than at the level of the task. Drawing on his experience of what
worked well in an organisation, he developed a general theory of business administration.

He first broke management down into five distinct elements:

forecasting and planning – looking into the future and drawing up action plans
organising – building up the material and human structure of the undertaking
commanding – maintaining activity amount personnel
coordinating – unifying and harmonising activity and effort
controlling – ensuring that things conform to rules and instructions
 Henri Fayol's "14 Principles of Management" have been a significant
influence on modern management theory. His practical list of principles
helped early 20th century managers learn how to organize and interact
with their employees in a productive way.

 Although the 14 Principles aren't widely used today, they can still offer
guidance for today's managers. Many of the principles are now
considered to be common sense, but at the time they were revolutionary
concepts for organizational management.
 Division of Work – When employees are specialized, output
 Centralization – This principle refers to how close
can increase because they become increasingly skilled and
employees are to the decision-making process. It is
efficient.
important to aim for an appropriate balance.
 Authority – Managers must have the authority to give orders,
 Scalar Chain – Employees should be aware of where they
but they must also keep in mind that with authority comes
stand in the organization's hierarchy, or chain of
responsibility.
command.
 Discipline – Discipline must be upheld in organizations, but
 Order – The workplace facilities must be clean, tidy and
methods for doing so can vary.
safe for employees. Everything should have its place.
 Unity of Command – Employees should have only one direct
 Equity – Managers should be fair to staff at all times, both
supervisor.
maintaining discipline as necessary and acting with
 Unity of Direction – Teams with the same objective should be
kindness where appropriate.
working under the direction of one manager, using one plan.
 Stability of Tenure of Personnel – Managers should strive
This will ensure that action is properly coordinated.
to minimize employee turnover. Personnel planning should
 Subordination of Individual Interests to the General Interest –
be a priority.
The interests of one employee should not be allowed to
 Initiative – Employees should be given the necessary level
become more important than those of the group. This
of freedom to create and carry out plans.
includes managers.
 Esprit de Corps – Organizations should strive to promote
 Remuneration – Employee satisfaction depends on fair
team spirit and unity.
remuneration for everyone. This includes financial and non-
financial compensation.
 Hawthorne Study
https://leongwaisincno.files.wordpress.com/2011/11/the-hawthorne-studies.jpg?w=640h=451
▪ Environment
▪ System theory:
Input-throughput-output
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 CURRENT HUMAN RESOUCE DEVELOPMENT
(1980’S)

▪ Workers are very important

▪ Focus on motivation
▪ Concern about workers need
▪ Emphasize on skills and value kemahiran
▪ Structure of organization -
flatter
▪ HR → asset
▪ characteristics:
• Senior leaders commitments towards change
• Employee participation and open communication
• HR in strategic planning
• Strategic investment in
workforce
 HRM is the utilization of individuals to
achieve organisational objectives – Mondy
(2008)

 HRM is particularly concerned with all the

activities that contribute to succesfully
attracting, developing, motivating and
maintaining a high-performing workforce
that result in organisational success – Sims
(2006)
 FROM TO
Local markets, operations Global markets, operations
Manufacturing, clerical work Service, knowledge work
Hierarchy Networks
Intermediaries; face-to-face
Obedience to formal authority Direct access, virtual relationship
Stability, efficiency, control Questioning of formal authority
Full time job Change, creativity, flexibility, order
Customer service Part-time and project work
Work done by employees Shareholder, stakeholder value
Fixed work location
Loyal service Work done by many contributors
White, male workforce Diverse work locations
Financial performance Marketable knowledge, skills
Diverse workforce
“Get a job” Triple bottom line (3BL- people, planet, profit-
eg. Sustainability)

“Get a life”
 Raymond Davies – 1965
→ Managing people as a resource
▪ emerged in the 1980s
1990 – Kementerian Buruh → Kementerian Sumber Manusia
“ to direct the attention to regarding people as the key resource
of organisations and lending the management of personnel
increased importance”
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52
 Jump when I tell you to Jump
Submitted by scott121 on Sun, 07/30/2006 - 22:07.
 I currently work for a company called Product Action International.
They are a private contractor that does sorting and inspection work
for places like Chrysler or General Motors. The pay is nominal. That
is not horrible but not good either. The job is unpredictable and the
hours unreliable. I have to ask what my schedule for the next work
day is every day. I never know how many hours I am going to work
in a week, One week it could be 15 hours the next it maybe 80. No
kidding! One day I may be working at one facility at 5am and the
next day at another facility at 3pm. I have shown up at sights only to
be told that they have too many people and not enough projects.

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Bab 2 Analisa dan Rekabentuk Pekerjaan (kuliah2) 55

 Job Description
 Job specification

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- The procedure for determining the duties and
skill requirements of a job and the kind of
person who should be hired for it.

❖Determining duties and skills

❖Listing job duties, responsibilities, reporting,
conditions, supervision
❖“Human requirements”
▪ Process of → compiling, maintaining, reviewing and
modifying information about jobs - for the purpose of
developing job descriptions & job specifications
▪ Analyze content of a job & its relativities with other jobs
in order to determine duties, responsibilities,
accountabilities
▪ Evaluates the stability of personal characteristics that
might fit the job requirements
 Working conditions
 Schedule
 Organizational
context
 Social context
 Job-related knowledge and skills
▪ Education
▪ Training
▪ Work experience
 Personal attributes
▪ Aptitudes
▪ Physical characteristics
▪ Personality
▪ Interests
 Reduce confusion of task & clarifies job relationship
 Basis for supervisor’s expectation of subordinates
performances-compensation
 Provide leads for training, compensation &
manpower planning
 Technological changes- changes in work
procedure
 Expansions
 Downsizing
Uses of Job Analysis Information
Job Analysis

Job Description
and
Job Specification

Recruiting and Job Evaluation— Training

Selection Performance Wage and Salary Requirements
Decisions Appraisal Decisions
(Compensation)
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1) Job Description
a written statement of what employees do, how
they do it and why it is done
2) Job Specification
a written statement of the minimum acceptable
qualification that an employee must possess to
perform a given job successfully
1. Reviewing the job responsibilities of current employees.
2. Doing internet research and viewing sample job
descriptions online or offline highlighting similar jobs.
3. Analyzing the work duties, tasks, and responsibilities
that the employee filling the position needs to
accomplish.
4. Researching and sharing with other companies that have
similar jobs.
5. Articulate the most important outcomes or contributions
needed from the position

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 A job description or JD is a document that
describes the general tasks, or other related
duties, and responsibilities of a position. It
may specify the functionary to whom the
position reports, specifications such as the
qualifications or skills needed by the person
in the job, and a salary range.

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1) Basic data – exact title & grade
2) Purpose – objective & relationship
3) Tasks – main & secondary task & key areas
4) Competencies – criteria indicating that
task have been effectively
perform with level of knowledge
& skills
5) Responsibilities – to whom job
holder is accountable
6. Physical & social environment – particular features of working
environment (eg. Small, hazardous, isolated, mobile…)
7. Training/Education – induction, job rotation, external course…
8. Advancement Opportunities – promotion, career
development
9. Conditions of Employment – salary & benefits, overtime,
pensions…
10. Trade Unions/associations
11. Job Circumstances – aspects of the job. (eg. Pleasant,
demanding, easy…)
1) Competencies required, including knowledge.
Skills, attitudes & personal attributes
2) Specific qualifications
3) Previous experience
4) Age range
5) Health conditions
6) Special conditions –
(eg. Travel, unsocial hours)
 Principles underlying the organisation of jobs, in particular the
relative number and variety of required tasks and the extent
of worker discretion in performing the job(s).
 Work arrangement or rearrangement aimed at
reducing/overcoming job dissatisfaction & employee
alienation arising from repetitive & mechanistic task.
 Through job design, organizations try to
raise productivity levels by offering non-rewards such as
greater satisfaction from a sense of personal achievement
in meeting the increased challenge and responsibility of one's
work.
 Skill variety
 Task identity
 Task significance
 Autonomy
 Feedback

Each leads to a ‘positive psychological state’.

74
 A given job is broken down into small sub-parts and each
part is assigned to one individual.
 Job simplification involves (i) Mechanical processing of work;
(ii) Repetitive work process (assembly lines); (iii) Working on
only one part of a product; (iv) Predetermining tools and
techniques; (v) Few skill requirements.
 Work simplification is done so that less-trained and the less
paid employees can do these jobs.

75
76
▪ Involve broadening the scope of a job by expanding
the number of different tasks to be performed
Increasing the number of task a worker
performs, with all the tasks at the same level.
→ provide greater variety
▪ Give the worker more to do
▪ Horizontal expansion
▪ Torington & Hall (1991) variety task will reduce
specialization in that job

77
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 Changes in the content & level of responsibility of a job, as to
provide greater challenge to the worker.
 an attempt to make jobs more desirable or satisfying, thereby
triggering internal motivation.
 is increasing the depth of a job by adding responsibility for
planning, organizing, controlling, and evaluating the job.
Example:-
▪ Giving a person an entire job rather than just a piece of the work
▪ Giving more freedom and authority so the employee can perform the job
as he or she sees fit
▪ Increasing a person’s accountability for work by reducing external control

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 Herzberg
1. Increasing job demand
2. Increasing the workers accountability
3. Providing work scheduling freedom
4. Providing feedback
5. Providing new learning experiences

80
 Increasing the level of difficulty and
responsibility
 Allowing employees to retain more
authority and control over work outcomes
 Adding new task to the job that require
training and growth
 Assigning individual specific task, thus
enabling them to become experts

81
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83
▪ The process of shifting a person from job to job
▪ Movement of workers from different task &
responsibilities
▪ Allowing employees to move through variety of
jobs, department or function

84
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86
Organisational Benefits
 Increased productivity and efficiency
 Less need for close staff supervision, checking and control
 More effective work teams
 Skilled, flexible, responsive and able workforce to meet work
requirements
 Targeted training to maximise value from training investment
 Improved talent management and succession planning
 Safer and healthier workplace
 Improved employee attraction, engagement and retention
Employee Benefits
 Greater clarity of work role, purpose and accountabilities
 Shared understanding of work expectations with supervisor
 Good team cohesion as roles, relationships and resources are
clearly defined
 Varied work and challenges, opportunity to develop work skills,
flexibility and experience
 Targeted training to meet current and future job needs
 Better career pathways and developmental opportunities
 Support for work/life balance
 Increased job satisfaction and engagement
 Fundamental rethinking and radical redesign
of business processes to achieve dramatic
improvements in critical, contemporary
measures of performance such as cost,
quality, service and speed.

89
 The main goals of team-building are to
improve productivity and motivation. Taking
employees out of the office helps groups
break down political and personal barriers,
eliminate distractions, and have fun.
 The benefits of team-building programs are
so significant that many corporations have
incorporated teambuilding strategies into
their standard training curriculum.
90
 Self-directed
teams
Increasing
Empowerment reliance on
employee’s
Enrichment contribution
and
Enlargement increasing
responsibility
Specialization accepted by
employee

Job expansion
Source: Heizer & Render
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94
 Establishing a Vacancy
 Filling the Vacancy
 Shortlisting and Selection
 Offer

95
 The process of analyzing and
identifying the need for and
availability of HR so that the
organization can meet its objective
(Jackson & Mathis, 1999)

Recruitment & selection

96
  The process of obtaining the right number and
kinds of people at the right time in order to
fulfill of people organization need
(Burack&Mathys, 1980)

 A process by which an organization ensures

that it has the right number and kind of people,
at the right places, at the right time, capable of
effectively and efficiently completing those
tasks that will help the organization achieve its
overall objective
(Decenzo & Robbins, 2000)

Recruitment & selection 97

98
 Ensure adequate human resources to
meet the strategic goals
 Connect business strategy & operation
strategy
 Minimize loss cost
 Human resource development
 Proactive reason

Recruitment & selection

99
 Balancing the cost between the
utilization of plant & workforce
 Determine recruitment needs
 Determine training needs
 Industrial relation

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Recruitment & selection

101
 Linking organizational strategy to the employment
planning
 Environmental scanning
 Internal assessment of the organizational workforce
i. Auditing Jobs and Skills
ii. Organizational Capabilities Inventory

102
 FORECASTING

i. Forecasting Demand for Human Resources

ii. Forecasting Supply for Human Resources
1. Forecasting External HR Supply
2. Forecasting Internal HR Supply

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 Managing human resource surplus or
shortage
 Hr strategies and plan
 Employee requisition

104
 HR Planning must be recognized as an integral part of
corporate planning. The planner must be aware of the
corporate objectives.
 The support of top management is very essential
 HR Planning responsibilities should be centralized so that
coordination is there between different management
levels.
 All the records of HR department must be complete,
updated and readily available.
 The time horizon of the plan must be long enough to allow
for any solution.
 Data collection, analysis, techniques of planning and the
plans themselves need to be constantly revised and
improved in the light of experience.

105
 The process of finding and attracting
capable applicants for employment
(Werther Jr & Davis, 1989)

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 APPLICATION PROCESS
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 INTERNAL
 Promotion and transfer of existing referrals, by
current staff members, of friends and family
members.
 Job openings - can be advertised by job posting -
placing notices on manual and electronic bulletin
boards, in company newsletters and through office
memoranda.
 Referrals are usually word-of-mouth advertisements

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◼ Walk -in applicants
◼ Advertising - in newspapers, magazines
and journals, and the visual and/or audio
media
◼ Employment agencies to “head hunt”
◼ Advertising on-line via the Internet
◼ Job fairs and the use of college

111
1) Overtime
▪ Costs of recruitment selection and
training could be avoided
▪ Employee get higher pay
▪ May prove to be less productive and turn
out less than optimal performance.
▪ Employees may slow down their pace of
work during normal workings hours in
order to earn overtime daily.

112
2) Subcontracting
▪ To avoid expanding capacities immediately
▪ Meet increased demand by allowing an outside
specialist’s agency to undertake part of the work
3) Temporary employees
▪ Employees hired for a limited time to perform a specific job
▪ Useful in meeting short term human resource needs
▪ Orgn can avoid the expenses of recruitment and the effects
of absenteeism, turnover , fringe benefits. etc.
▪ Temporary workers do not remain loyal to the company.
▪ May take more time to adjust to new working environment
▪ inexperience (may affect quality)
4) Employee Leasing
▪ Hiring permanent employees of another company who possess
certain specialized skills on lease basis to meet short term
requirements
▪ Leasing agreements / arrangement
▪ Beneficial to small firms to avoids expense and problems of
personnel administrations.
5) Outsourcing
▪ Any activity in which a firm lacks expertise and requires an
unbiased opinion
▪ Ex. outsource activities relating to recruitment training, payroll,
processing, surveys, benchmark studies, statutory compliance
 Refer to Public Services Commission Of
Malaysia (PSC)
http://www.spa.gov.my/web/guest/home
 Done fully through a computerized system,
known as the Continuous Recruitment
System (eSMSM)
http://www.spa.gov.my/web/guest/bahagian-
pengambilan

115
 Article 144(1) of the Federal Constitution:-

"Subject to the provisions of any existing law and to

the provisions of this Constitution, it shall be the
duty of a Commission to which this Part applies to
appoint, confirm, emplace on the permanent or
pensionable establishment, promote, transfer and
exercise disciplinary control over members of the
service to which its jurisdiction extends."

116
▪ Appointment
▪ Confirmation of service
▪ Conferment into pension status
▪ Promotion
▪ Transfer
▪ Exercise disciplinary control

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 Public Service Department (Jabatan
Perkhidmatan Awam)
 Public Service Commission (Suruhanjaya
Perkhidmatan Awam)
 National Institute of Public Administration
(INTAN)

118
 Appointment
 Confirmation of service
 Conferment into pension status
 Transfer of services
 Promotion
 Displinary control

119
Planning
▪ To determine the roles of the public sector;
▪ To determine the organisational size and structure of the
public agencies;
▪ To determine the requirement and development of human
resource;
▪ To determine pension and retirement benefits;
▪ To determine the implications of privatization/separation on
the public sector human resource; and
▪ To develop strategic alliances and networking.

120
Development
➢ To determine Organisational Development Policies;
➢ To determine Career Development Policy;
➢ To develop Career Path;
➢ To develop Succession Planning; and
➢ To determine Training Policy.
Management
➢ To manage the appointment, emplacement, remuneration,
promotion, retirement benefits, service conditions, employer-
employee relations, training and human resource database;
➢ To formulate and clarify policies on the above mentioned
matters to implementer agencies;
➢ To manage policies monitoring; and
➢ To manage policies evaluation.

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 Provide formal training to
government officers
 INTAN VISION : To be a Premier Public
Sectors Learning Institution.
 INTAN MISSION: To develop a
competent Public Sector workforce
through quality learning.

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Policy
• No discrimination

Method
• resume, test, interview

Interview
• Structured vs unstructured
• Individual vs group

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126
 Structured interview
 Unstructured interview
 Stress interview
 Board/panel interview
 Group interview
 Computer interview
 Situational interview
 Behavioral description interview

127
 Career path
 Knowledge & skill
 Attitude
 Interpersonal skill
 Compensation & condition of service

128
 IV Process
Part one: Introduction
Set the candidate at ease with a couple minutes of small talk. Ask about the weather or
traffic (but avoid questions about children or anything else that could be considered
discriminatory). Ask some general or factual questions. Explain how the interview process
is going to work.

Part two: Behavioral Questions

Most of the interview should be spent asking specific behavioral questions based on the
criteria you have outlined.

Part three: Wrap-up

Give the candidate the opportunity to ask you questions. Describe what the next steps are
in the process and when you plan to follow-up. Thank the candidate for coming in, and
walk them to either the lobby or the next interviewer.

Consider adding a test

"You can improve your batting average in selection if you use the interview and
supplement it with other selection methods," Turner says. Depending on the job,
supplemental methods could include a personality inventory, an aptitude test, a writing
test, or having the candidate give you a presentation

129
 Career development and growth
 Training and development
 Employee characteristics in 21st century
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 The provision of learning, development &
training opportunities in order to improve
individual, team & organizational performance.
 Aims:
1) Ensure that orgn has the quality of people it needs to
attain its goal to improved performance & growth
2) Ensure that all employees has the knowledge & skills
that reaches the level of competence required to
carry out their work effectively
3) Ensure that people are develop in a way that
maximize their potential
1) LEARNING – a relatively permanent change in
behaviour as a result of practice or experience
2) EDUCATION – the development of k/ledge, values
& understanding required in all aspects of life
3) DEVELOPMENT- the growth or realization of a
person’s ability & potential through learning &
educational experiences
4) TRAINING – the planned & systematic
modification of behaviour through learning,
programme & instruction which enable individual
to achieve the levels of k/ledge, skills & competence
to work effectively
 Involves managing your career either
within or between organizations
including learning new skills, making
improvements in your career.
 Is an ongoing, lifelong process to help
you learn and achieve more in your
career.
 Entire sequence of activities and events related to
an individual's career
eg. acquiring educational qualifications and
certifications, career path, self-actualization as an
individual, shifting of careers and career growth,
learning curve, family life, accomplishments and
recognition
 a lifelong process of becoming aware of exploring
and experiencing factors that influence various
aspects of a person’s life.
 The knowledge, skills and attitudes enable
planning and decision making about work
exploration and related employment , vocational
choices & personal management eg. life/work
skills.
 Michael Armstrong (1996)
Expanding Establish Maturing

GROWTH

PLATEAU

STAGNATE/DECLINE

 20 30 40 60
 EXPANDING
- Start of career
- Acquired new skills, k/ledge, competencies are
developing quickly, aspirations & inclinations are
being clarified
 ESTABLISHING
- Applied the skills & k/ledge gain, test the skills,
modify & consolidate with experience
- Aspirations are confirmed or amended
 MATURING
- Individual are well established on their career path &
proceed along it according to their motivation,
abilities & opportunities
 GROWTH
- Progression stage
- Learn & mature in the process
- Acknowledge work
- Individuals vary widely in their progression
 PLATEAU
- Is a phase where one feels that his likelihood of being
promoted is low, or where his learning rate won't
improve.
- Every individual experiences a career plateau at one or
more points in his working life.
- It is perceived as a time of
stagnation and lack of progress
in one's career where there is
no further scope of growing ahead.
- The chances of promotion are
also low, thus leading to poor job
performance and dissatisfaction
with the job
 STAGNATE/DECLINE
▪ When plateau stage continues
▪ Employee may end up switching to new job
▪ might be because of health conditions
▪ nearly retirement
▪ Retirement plan
 Okuji and Associates (2010)
▪ DeCenzo & Robbins (2000), - “learning experience, in
that, it seeks a relatively permanent change in an
individual that will improve his ability to perform on
the job”.
▪ training must be designed in such a way that, it will
involve the either the changing or enhancing of skills,
knowledge, attitudes, and social behavior.
→could involve what the employee knows, how he
works, his relations and interactions with co-workers
and supervisor
▪ Involves - the development of skills that are
usually necessary to perform a specific job. Its
purpose is to achieve a change in the behaviour of
those trained and to enable them to do their jobs
better. Training makes newly appointed
employees fully productive in lesser time
▪ Gary Dessler: Training is the process of teaching
new employees the basic skills they need to
perform their jobs.
https://alzahid.files.wordpress.com/2013/02/training_cycle-12.jpg
 To stay ahead of the competition – changing
landscape
 Keep employees motivated. New skills and
knowledge can help to reduce boredom.
 Training can be used to create positive attitudes
 Training can be cost effective
 Helps the employee to become more efficient.
 Be able to see weaknesses and skill gaps
 Attract new talent
1) Top management support
2) Commitment from specialists and
generalists
3) Technological advances
4) Organizational complexity
5) Learning style
2 main categories
1) Management
2) Non-management
1) OJT
2) Apprenticeship
3) Classroom
4) Computer
5) Simulation
1) Experiential learning
2) Seminar/conferences
3) Case study
4) Management games
5) Role play
6) Behaviour Modelling
(model, reenactment,
respond & reinforcement)
“The better jobs of today and
tomorrow require a habit of
continuous learning."
Peter Drucker

“Learning is what most adults will do

for a living in the 21st century."
Sidney Joseph Perelman
 A World Bank Study estimate that 68 million
immigrants will be needed in EU to meet labor
requirements during the period from 2003-2050.
 Increase labor force participation of women
 UN estimates that Japan needed 647,000
immigrants annually for the next 50 years to
maintain the size of its working population
 By 2013, labor-force growth in the US will be
zero. The US is forecast to have a shortage of 17
million working age people by 2020 .
 China will be short by 10 million
 India will have a surplus of 47 million
 Firms already experiencing a contrary phenomenon which
becoming common in future.
 Not a shortage of jobs, BUT a shortage of skilled workers.
 Employment in agriculture has been replaced by machinery.
 Low skilled manufacturing jobs have been largely exported to
lower wage developing countries.
 Demand for workers with higher levels of education, technical
knowledge and skill has been rising rapidly.
 Less demand for older workers who have not continued to
upgrade their knowledge and skills.
 Educational institutions have responded slowly and
inadequately to this change in demand.
 Rising skill requirements + shortage of skills create a
mismatch between the skills of the workforce and the needs
of the economy.
 Numerous studies showed substantial shortage of workers
with the required skills to fill vacant positions.
 Creative Thinking - generate new ideas
 Decision Making - work through the steps of
good decision making.
Can u specify goals, generate alternatives,
consider risks, and evaluate and choose the best
alternative?
 Problem Solving - recognize problems, devise
and implement a plan of action to solve
problems
 Seeing Things in the Mind’s Eye - ability to
visualize information. Can u organize
information intellectually?
 Knowing How to Learn - life-long learning.
Apply new knowledge & ready for any
challenge?
 Reasoning - ability to work through a problem
or issue in a systematic way
 Responsibility – do u think u accountable or
blame someone else for mistakes?
 Self-Esteem - self-reliant & positive self-
image
 Sociability - friendly, adaptable, empathic,
and polite
 Self-Management –Do u follow through on
tasks, take control and responsibility for the
outcome
 Integrity/Honesty - Without a doubt, strong
values and character are hallmarks for success.
 Participates as a Member of a Team - function
on a team and contribute to a group effort
 Leadership - justify a position, persuade and
convince others, challenge existing procedures
and policies
 Negotiates - Can u work toward agreements
involving exchange of resources, and resolve
divergent interests?
 Works with Diversity - Can u interact well with
people from diverse backgrounds?
• Latin word ‘movere’ (to move)
• a psychological drive that directs a person towards
objective
• the reason people do what they do
• 2 types : Intrinsic & Extrinsic motivation
• Intrinsic Motivation:
▪ Satisfaction that occurs when task is performed
▪ Self motivated
▪ Internal stimulus resulting from job content
 Extrinsic Motivation
▪ Involved the anticipation of reward
▪ Using incentives to encourage eg. $, awards, recognition
http://image.slidesharecdn.com/thepuzzleofmotivation-140811230802-phpapp01/95/motivation-what-motivates-us-10-638.jpg?cb=1408498078
Maslow’ s Hierarchy
of Needs Theory
  Herzberg 2 Factors theory
I) Hygiene /maintenance factors
▪ basic things that people consider essential to any job
▪ Hygiene factors are extrinsic and include factors such
as salary or remuneration, job security and working
conditions.
II) Motivators
▪ benefits beyond the basic elements
of job
▪ tends to increase satisfaction
▪ They are intrinsic factors such as
sense of achievement, recognition,
responsibility, and personal growth.
 Stresses and focuses on outcomes, and not on
needs (Maslow and Herzberg)
 The theory states that the intensity of a
tendency to perform depend on the intensity of
the expectation that the performance will be
followed by a definite outcome
 Expectancy theory states that employee’s
motivation is an outcome of how much an
individual wants a reward (Valence),
the assessment that the effort will
lead to expected performance
(Expectancy) and the belief that
the performance will lead to reward
(Instrumentality).
 Valence is the significance associated by an
individual about the expected outcome not the
actual satisfaction that an employee expects to
receive after achieving the goals.
 Expectancy is the faith that better efforts will
result in better performance. Expectancy is
influenced by factors such as possession of
appropriate skills to perform the job,
availability of right resources, support to
complete the job….
 Instrumentality is the faith that if you perform
well, then a valid outcome will be there
 Motivate employees according to their
specific needs
1. Need for Recognition/ Achievement
▪ The person who have a high need for
achievement seeks achievement and tries to
attain challenging goals.
▪ There is a strong need for feedback as to
achievement and progress, and a need for a
sense of accomplishment.
▪ The person who have a high achievement need
likes to take personal responsibility.
2. Need for Power
▪ The person who have a need for power wants to
direct and command other people. Most
managers have a high need for power.
3. Need for Affiliation
▪ The person who have a high need for affiliation
needs harmonious relationships with people and
needs to be accepted by other people. (People-
oriented rather than task-oriented)
 Although these categories of needs are not exclusive,
generally individuals develop a dominant bias or emphasis
towards one of the three needs.
 Entrepreneurs usually have high degree of achievement
needs.
 David McClelland suggests 6 (six) characteristics
of people who have high achievement
motivation,
1. The level of personal responsibility is high,
2. Dare to take and bear the risk,
3. Have a realistic goal ,
4. Having a comprehensive work plan
and strive to realize the objectives,
5. Utilizing feedback concretely in
all activities, and
6. Looking for an opportunity to realize
the plan of programme.
APPLICATION OF MOTIVATION
THEORY IN WORK PLACE
1. Through job design
▪ job rotation
▪ job enlargement
▪ job enrichment
2. Through Incentives
▪ pay, bonuses, awards
▪ Training & education
3. Through empowerment
▪ arrange own work, schedule, solve problem,
flextime…
▪ Self motivation strategies

4. Learns to love the job you hate

▪ Control your expectation
▪ Build immunity to cynicism
▪ Strive for balance
 What is work culture ?
 Work culture is a concept which deals in the
study of: Beliefs, thought processes and
attitudes of the employees.
 Ideologies and principles of the
organization.
 It is the work culture which decides the way
employees interact with each other and
how an organization functions.
 The mentality of the employees which
further decides the ambience of the
organization.
• An organization is said to have a strong work
culture when the employees follow the
organization’s rules and regulations and
adhere to the existing guidelines.

• However there are certain organizations

where employees are reluctant to follow the
instructions and are made to work only by
strict procedures. Such organizations have a
weak culture.
 Employees must be cordial with each other. One must
respect his fellow worker.
 Each employee should be treated as one. Partiality leads to
demotivated employees and eventually an unhealthy work
culture. Employees should be judged only by their work and
nothing else.
 Appreciating the top performers is important. Praise the
employees to expect good work from them every time. Give
them a pat on their back.
 Encourage discussions at the workplace. Employees must
discuss issues among themselves to reach to better
conclusions. Each one should have the liberty to express his
views.
 Organization must have employee friendly policies
and practical guidelines. Rules and regulations
should be made to benefit the employees. Discipline
is important at the workplace.
 Mentor - Bosses should be more like mentors to
the employees. The team leaders should be a source
of inspiration for the subordinates. The superiors are
expected to provide a sense of direction to the
employees and guide them whenever needed.
 Promote team building activities to bind the
employees together. Conduct training programs,
workshops, seminars and presentations to upgrade
the existing skills of the employees. Prepare them for
the tough times.
 HR's main functions are to attract and retain
high-quality professionals and the culture they
promote in the company affects these
functions.
Communication
 If an HR department learns what people in the
company want and tries to align that with the
vision of upper management, the result will
likely be more harmonious than if it merely
sends out a written policy and expects
compliance.
Confrontations
 To prevent staff from disobeying company
rules, they write down the rules. E.g., in the
case of a workplace dress code policy
several pages long, it may be easier and
more conducive to a positive workplace
culture to discuss major infractions with
individuals privately and have a shortened
version of the dress code with more general
guidelines. When discussions do need to
occur over an employee's attire, HR can
take the attitude of giving feedback instead
of threatening an employee.
Publications
 Publications can help change employees' attitudes
about each other and HR.

Openness
 When an HR department promotes itself as being
open and easily approachable, it helps employees
feel that HR will advocate on their behalf.
Employees may also feel more comfortable
approaching management when they have work-
related problems.
 ETHICS are essential if we are to have a clean,
efficient and trustworthy civil service.

 Civil servants must develop a culture that will

pave the way for the emergence of not only a
dedicated, efficient and ethical civil service, but
also one that emphasises management integrity.

 To achieve this, it is necessary to have a work

culture that incorporates honesty, trust,
discipline, responsibility and transparency.
 Six principal strategies have been employed to
reengineer the public service by advancing reforms
in the Malaysian public service. They are:
1. Providing customer-oriented services;
2. Improving systems and work procedures to
strengthen administrative support mechanisms;
3. Streamlining organizational structures and
strengthening human resource development;
4. Enhancing accountability and discipline;
5. Inculcating values of excellence and best practices;
and
6. Strengthening public-private sector cooperation.
Strengthen by information technology (IT)
 Total Quality Management (TQM)
 Innovation and best practice - The introduction
of the Public Service Innovation Award in 1992
 Quality Control Circles (QCC)
 Client’s Charter
 Counter services
 MS ISO 9000 - to develop an efficient and
effective quality assurance system in the public
service.
 Improving Systems and Work Procedures
 Unequal pay
 Workplace harassment
 Generation inclusion
 Flexible, remote and freelance worker
 Robots and AI
In 2 years of living and working in Malaysia, no one ever told me ‘no’ —
and it took me a months to understand why…
 People from different cultures often have different styles of
communicating.
 In Malaysia, it is extremely rare for people in professional settings to
give negative feedback.
 That’s very different from workplaces in the US, where people are
expected to verbalize their concerns.
 One of the most challenging aspects of moving to a new country is
adapting to a new style of communicating.
 For example, whenever I would submit proposals for school-wide
English programs, I was surprised that there was one word I almost
never heard in response: “No.”
 That doesn’t mean that all my ideas were approved, or even that they
were good. But months into my stay there, practically all of my
proposals were met with a “We can try that” or at least a “Maybe.”
**** Craig Storti, American English Teacher in Terengganu
Performance
appraisal

191
• Methods of performance evaluation
• Problems in performance evaluation
• Schemes in Malaysia

192
 A periodic evaluation of
the output of an
individual measured
against certain
expectations – general

193
 Performance appraisal process - measurements for
achievements or level of performance of the employees are
judged by - the quality, quantity, timeliness and the cost
effectiveness of the work against a set of standards
 Performance standard - determining the outcomes of
employees’ performance
 Participative process (coaching and counseling) rather than a
judgmental review

194
 General purpose – productivity and efficiency
 ‘To let employees know where they stand’
 To determine what has been accomplished and what is
still in the process.
 Provides a check and balance process and can also
serve as a basis for deciding when those
accomplishments deserve special recognition
(Anderson 1994).

195
 Professional and career development
 Accountability check
 Recognition and compensation
 References to disciplinary procedure
 Mechanism to determine salary increment and
Promotion exercise
 Identify strengths & weaknesses
 Opportunity to discuss performance
 Motivation tool

196
 Serve as an objective basis for communicating about
performance.
 Enable the employee to differentiate between
acceptable and unacceptable results.
 Increase job satisfaction because employees know
when tasks are performed well.
 Inform new employees of your expectations about job
performance.
 Encourage an open and trusting relationship with
employees.

197
1. Task oriented
2. Participative
3. Developmental

198
1. Activities and contribution
2. Work quality
3. Knowledge and competence
4. Personal character
5. Teamwork and cooperation

199
1) Essay – appraiser writes narrative about employees
2) Critical Incidents – focus on key behaviours that is
significance in task performed
3) Graphic rating scale – lists number of traits & range of
performance (eg. Strongly agree, agree, disagree….)
4) Forced Distribution/ranking - a form of comparative
evaluation in which an evaluator rates subordinates
according to a specified distribution

200
5) 360 feedback – peers, subordinate, clients, …
6) Paired comparison – ranking the individual performance by counting the
number of times any one individual is preferred compared to others
7) Management by Objectives
process by which superior & subordinate jointly set goals that
then are used to evaluate
must determine objective & how progress will be evaluated
measure results against objective/goals
8) Ranking –
compare one employee to another, resulting in an ordering of
employees in relation to one another.

often result in overall assessments of employees, rather than in

specific judgments about a number of job components

201
9) BARS - Behaviorally Anchored Rating Scales
 scale points are defined by statements of effective and ineffective behaviors.
 the scales represent a continuum of descriptive statements of behaviors
ranging from least to most effective.
 An evaluator must indicate which behavior on each scale best describes an
employee's performance.
 scale points are specifically defined behaviors.
 BARS are constructed by the evaluators who will use them.
10) Computer software - Review Writer 1.0, Performance Now! 2.03,
Employee Appraiser 2.0

202
1. Halo effect
2. Personal bias
3. Central tendency
4. Appraisers skills/experience
5. Time constraint
6. Poor instrument

203
 The performance appraisal in the Malaysian
Public Service (MPS) - a process and
emphasis on increasing and reinforcing
productivity, discipline, creativity,
professional competence, service
contribution, personnel traits, values, and
ethics of the employees

204
 Can be traced the independent of Malaysia from British colony in
1957.
 1976 - Cabinet Committee Report
 2002- New Remuneration System (NRS)/ Sistem Saraan Baru
(SSB).
 Malaysia Remuneration Systems (MRS)/ Sistem Saraan Malaysia
(SSM)
 New Public Service Scheme/ Saraan Baru Perkhidmatan Awam
 Malaysia Remuneration Systems (MRS)/ Sistem Saraan Malaysia
(SSM) (Improved)


205
 Pay for performance
 $$$ -motivation
 Assumption – money → performance
 Replace incremental (fixed, one-line pay
structure with progression following the fixed
rate of increment automatic annual
increment or seniority)
 merit-based/merit pay
 $ → performance
 Excellent performance - good pay
 Merit pay is an approach to compensation
that rewards higher performing employees
with additional pay, sometimes called
incentive pay. Merit pay has advantages and
disadvantages for both employees and
employers.

207
 Implemented in 1992 through the
introduction of the New Remuneration
System (NRS) (SSB)
 Covers all employees irrespective of their
level or position
 In such countries as the USA & Australia this
appraisal system is only applied to senior &
mid-level staff

208
 The performance appraisal process is
considered fair
 There is a clear relationship between
assessment & remuneration
 Awards / rewards can attract employees to
improve performance
 Financial resources are adequate

209
 A continuous process of evaluating every employee’s performance - begins in
January and ends in December
 The system involves several steps - emphasis is given to performance planning,
performance monitoring and review, performance feedback, and development of
action plan to coach and counsel employees on an on-going basis.
 need to set annual work targets and standards of performance between the
manager and the subordinate
 a mandatory mid-year review of the work performance in relation to the target
set
 the use of different appraisal forms for different categories of employees
according to grades
 the setting up of a Panel on the Coordination of Performance Appraisal and
Salary Progression in each ministry/agency to ensure fair, transparent and
objective appraisal, and the selection of excellent employees for reward and
recognition.

210
 New Performance Appraisal System
NPAS ISSUE

 Main issue - the fairness of the evaluation decision (a survey by

the CUEPACS shows that 90% of civil servants were not happy
with the implementation of the NPAS (BERNAMA, 2000).

 Raters do not seem to be knowledgeable and have enough skills

 The issue of subjectivity (raters biased, not fair, and not

objective)

 Quota issue

bab 7 Penilaian prestasi 211

 Revised scheme called Malaysia Remuneration System /Sistem Saraan
Malaysia (SSM) was implemented on 1 November 2002.

 Emphasizes was on a pay system related with performance.

 Performance appraisal management tool for the development of the

human resource of the public service in Malaysian public sector.

 Competency level assessment (CLA)/ Penilaian Tahap Kecekapan (PTK) -

ensure all the government services competence in facing the challenging
globalization and liberalization era
a. Generic competency - K.S.A that must have
for all the workers in the organisation
b. Functional competency - K.S.A to perform
the specific task

213
 Public Service New Remuneration (PSNR) (SBPA) replaced
Malaysian Remuneration Systems (MRS) (SSM) on January 1,
2012.
 PSNR gets rid of many civil servants including CEUPACS
 The government announced PSNR was postponed in January
2012
 Task Force is set up to review PSNR within 3 months
 On March 8, 2012 the government announced a new salary
increase through MRS & PSNR was cancelled.

214
 The Public Service New Remuneration Scheme
(Saraan Baru Perkhidmatan Awam)
 SBPA 1 January 2012. (canceled)

 Malaysia was remain with New Remuneration

Systems/ Sistem Saraan Malaysia (2012-
Current)
216
▪ Fair and appropriate compensation system
▪ Factors influencing organisation compensation
system
▪ Payroll management
▪ Payroll management structure

217
http://edge.alluremedia.com.au/uploads/businessinsider/2014/11/highest-paid-jobs.png

218
http://afterschool.my/as/wp-content/uploads/2014/08/salary_2.png

219
Why do you need to work

https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcSc_OG7jusrmygxtHlKefkCcn0gKroDWKjUby_a8fdwV8K3gEOS

220
 Started with barter system

221
222
223
224
 compensation
→ direct financial compensation
→ indirect financial compensation
 Noncompensation /nonfinancial compensation

225
 Total of all rewards provided employees in return to their
services.
 direct financial compensation
wages, commissions, bonuses
 indirect financial compensation
 Nonfinancial - recognition
• Both the extrinsic & intrinsic reward employee receives for
performing their job (Martocchio, 2006)
• Extrinsic – monetory & non-monetory
• Intrinsic – reflects employees’ psychological
mindset

226
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229
 Balance between what the organization can
offer vs what employees think is equitable

230
 Internal factors
i. Financial strength
ii. Employee’s factors
iii. Other benefits
iv. Internal equity
v. Job complexity

231
 External factors
i. Labour market –compensation survey
ii. Economic factor - COLA
iii. Competitors influences
iii. Legislative and union constraints
iv. Social trend
v. Technology

232
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 http://www.payscale.com/research/MY/Job=
Human_Resources_(HR)_Manager/Salary

238
 http://www.intel.com/jobs/malaysia

239
 The administration of the financial record of
employees' salaries, wages, bonuses, net pay,
and deductions.
 Basically used to build an application
program, that a company uses to manage the
records of the employees working in the
company
 Legal right - administration

240
 Compensation elements?

241
 Work Act/ Akta Pekerjaan
 EPF Act/ Akta KWSP
 Social Security Act/ Akta Keselamatan Sosial

242
 eBOS Technologies
 Paramount software
 HR technology partners
 Elixtra

243
❑ Involving the relationship between workers and
employers in orgn
❑ There has to be a trade union (TU) which
comprises official employees who represents the
workers
❑ Involves the question of law, regulations, working
environment, workers 'rights and employers‘
❑ Responsible under Ministry of Human Resource
(MOHR)
❑ http://www.mohr.gov.my/index.php/en/i-statistics
❑ An independent orgn / combined WORKERS who have
a voice for governing relations between workers and
employers relating to industrial relations, developing
econ status and find a solution for the benefit of both
parties
❑ Set up by the workers union and the workers
representative
❑ Official channels for workers to negotiate with
employers regarding wages, employment, labor law
etc. workers welfare.
❑ Try to get a fair treatment and get better conditions of
service
▪ IR started in Europe since the 19th century
▪ Introduced in Malaya 1920
▪ Industrial Relations Act 1967
▪ Trade Unions Act 1959
1) Strive for Jobs Salary & Benefits
The minimum salary, bonus, promotion,
incentives, medical, holidays etc.
2) The effect of TU
majority
representatives who are wise, influential
3) Equal rights
equality and justice in the payment of salaries and
benefits compared with sector / other orgn
Through a comparison with other orgn
EEO (Equal Employment Opportunity)
4) Social pressure
social pressure from certain groups of workers
if the majority of the workers join TU will
influence minorities to join in
might give the impression of performance if not
join the TU
▪ Laws that prohibit specific types of job
discrimination in certain workplace
▪ Independent federal agency (US) that promote
equal opportunity in employment through
administrative & judicial enforcement
▪ Prohibit workplace discrimination based on
race, color, national origin, gender, age,
disability, genetic information
Workers have the right to create a union with min 7
members
Employees must apply to TU Affairs Department
for registering unions
TU Act 1959 provides that anyone can become a
member TU only if :-
1) Over 16 years
2) Applying appropriate to TU- must work in a job /
industry cooperation
Workers from Pen M'sia only can join TU in PM, Sabah
workers join TU in Sabah and workers in Sarawak only
join TU in Sarawak .
All members TU must be in one of the sectors either go
for the Public Sector or Private Sector
TU members who are under 21 years can not be
appointed as committee members
Managers can join KS on condition that all its members
are managers but very rare because they represent the
management and decision-making by employers and
org
1) Workers held a special meeting among
themselves to discuss the establishment of TU
2) Agree on the basics & appoints Committee
3) Committee design goals / obcj
4) Within a month after the meeting of the
committe must ask Direction of TU to registar
this union.
Industrial Relations Act 1967
A dispute between an employer and employee-
related jobs, not jobs or conditions of
employment.
The matter in dispute by employees: the
question of the rights, terms, conditions,
benefits, facilities and working conditions.
Can lead to a picket, strike
Discussion process among TU and employers for
improving regulation and better conditions of
service for members
Before consulting the employers' and workers
should be given advance notice that set the date,
venue, time and agenda as well as the number of
representatives
TU & employers will be prepared jointly subjected
to conditions in the Industrial Relations Act 1967
1) Collect information - eg. Wage claims (check
market prices, economic conditions, the cost
of living ....)
2) Thorough check on existing agreements
conditions - whether justified or not
3) Initial claims
4) Determine obj / strategies that will be used -
psychological approach, alternative plans
Written agreement that is negotiated between the
employer and TU concerning conditions of
employment for workers who are eligible to join TU
All eligible employees who are included in collective
agreements although they do not join TU
The law set a minimum period of 3 years agreement
When the agreement is approved by the Court of its
terms and conditions can only be amended with the
consent of both parties
When the agreement failed then there will be trade
disputes
Can report on Industrial Relations Dept. to solve
If it fails, it will be taken to the Industrial Court
When it was brought to court then strike pickets and
no longer allowed
TU tried to force the employer to comply to their demands
May act to hold a picket / strike
Picket:
Employees are outside the premises orgn with banners /
posters and chanting slogans aimed to get support
Must meet some conditions eg. Not report to the court
yet, must be members of TU, held near to the
workplace, do not stop walking in, outside working
hours and made safe
Strike
Act to stop working or work delays /
postponements work
More extreme action
Must meet several requirements: -
Hold a confidential vote by members and passed by a
majority of 2/3 of members
Ballot papers sent to TU Affairs dept does not exceed 14
days after the vote day
Wait a minimum of 7 days after send ballot papers
▪ Mechanisms for controlling / monitoring the
behavior of employees
▪ Aimed to improve the misses behavior to
productive and efficient behavior
▪ Most orgn use the concept of progressive discipline
(action starting with the most minimal to most
severe)
Employment Act 1955
Industrial Relations Act 1967
Employees Social Security Act 1969
Occupational Safety & Health Act 1994
Revision 1981, Amendment 1989
The most widely adopted
Private Orgn have made this act as a guide in
the management of HR
Provisions on workers to protect their rights
Content - service contracts, recruitment of
employees, payment of wages and salaries,
working hours and holidays
Protect employees not more RM1500 a
month or employee follows:
1) Involved in work rough / handyman/craftman
2) Workers who control transport vehicles / trade
3) Employees who supervise others who perform
manual labor
4) Inboard workers registered
5) Domestic workers / helpers
Administered by PERKESO
Aims to provide protection for workers for
unforeseen circumstances such as accidents,
disability or death
Covering all workers earning up at the Malaysian
who RM2000 a month
Contributed by employers
 Aimed at promoting a work environment that match
a physiological and psychological workers
 The provisions based on approach SELF CONTROL -
the responsibility of ensuring the safety and health is
at risk and those who create works with those risks.
 Ensure the safety, health and welfare of workers in
the workplace and protect them other than
employees who are at work.
 Subjected to all sectors of employment, whether
private or government
 Exempted application of this Act for work on board
and the armed forces.
The Act details the duty of the employer to the
extent practicable as follows:
1. General duties of employers on the issue of
Occupational Safety and Health (OSH) to the
employees and the workplace
2. Establish policies or policy
3. The obligation to protect those other workers
who are in the workplace
The Act details the general duties of employees such
as :
1. Responsibility Occupational Safety and Health
(OSH) to yourself
2. Does not interfere with or misuse anything
provided by the employer for the purposes of the
OSH
3. Not to be discriminated against by reason of
implementing OSH activities
According to the situation and needs of the workplace, the Act
also provides for employers to take a Safety and Health Officer
(SHO) for activities and ensuring compliance with OSH at the
workplace and establish a Safety and Health Committee (SHC).
In the event of an accident, dangerous occurrence, occupational
poisoning and occupational diseases, the employer shall report to
the Department of Occupational Safety and Health (DOSH) for
investigation and improvement of OSH at the workplace.
Other items in this Act is the duty of designers, manufacturers
and suppliers, the use of industry codes of practice, forbidden-
specific ban, enforcement and investigation, liabilities and appeal
AS EMPLOYER, the Act requires :
To provide and maintain plant and systems of work that are safe and
without risk to health
To draw up measures to ensure the safety and health in the use or handling,
storage and transport of plant and substances
To provide information, instruction, training and supervision to ensure the
safety and health of workers at work
To maintain a workplace that is safe and without risks to health, including
how to enter and exit it
To provide and maintain a safe working environment and without risk to
health, with adequate facilities for employee welfare.
Penalties for failing to comply is: FINE RM 50,000 or two years
imprisonment or BOTH
 AS EMPLOYEES the Act requires :
Reasonable to pay attention while working for the safety and
health of self and others
To cooperate with the employer or other person in the
discharge of such duties under the Act or their regulations
To wear or use any protective equipment or clothing
provided
To comply with any instructions or safety and health
measures required by the Act or their regulations
Penalties for failing to comply is: FINE RM 1,000 or three
months in prison or BOTH
AS DESIGNER / FORMULA / MAKERS / SUPPLIER /
IMPORTER, the Act requires :
To ensure the plant or substance is safe and without risk to
health when properly used
To carry out or arrange to be carried out tests or inspections
necessary to the plant or materials
To provide information on the use of plant or material that is
safe and without risk to health when used
The designer or manufacturer of the plant, and the
manufacturer or supplier of materials for use at work shall
carry out or arrange for the necessary investigation to remove
or reduce any risks to safety or health may be caused by the
plant or substance
AS DESIGNER / formula / MAKERS / SUPPLIER / IMPORTER,
the Act requires :
Plant builder or installer must ensure that the plant is built
and installed safely and without risk to health when used by
employees
Penalties for failing to comply is: FINE RM 20,000 or two
years imprisonment or BOTH