CHAPTER 1 INTRODUCTION TO THE ORGANIZATION

1.1 Profile of Telekom Malaysia Berhad

Telekom Malaysia Berhad (TM) is the largest integrated information and communication group in Malaysia, with the total workforce of 27,257 employees. It was established in 1946 as Telecommunications Department of Malaya and was later privatized in 1987. With the total revenue of RM 9.99 Billion in 2012, TM is among one of Asias leading telecommunication companies. As the largest integrated information and communication group in Malaysia (see Appendix 1 for products and services of TM), TM delivers an enhanced customer experience through innovation and customer service quality improvements. Its milestone in 2008 was the high speed broadband (HSBB) project with the signing of Public-Private Partnership Agreement with the Malaysian government and actualized in 2010 by the launch of Unifi, TMs high speed broadband. To date, Unifi has over 100,000 subscribers. In line with Malaysias Leading New Generation Communication Provider as well as Malaysias Broadband Champion, Telekom Malaysia has implemented Performance Improvement Program which has four strategic thrusts abbreviated in COOL, which are: Customer centricity and quality improvements, Operational excellence and capital productivity, One company mindset with execution orientation and Leadership through innovation and commercial excellence. Being Malaysias leading new generation communication provider, TM needs to ensure long term sustainability of the organization, in which TM formulates the strategic journey. TMs strategic journey consists of 3 phases: The broadband champion, Information exchange and Institution building towards growth, efficiency and productivity. The first phase; broadband champion, is already achieved by the current performance of the organization. Being the leading new generation

telecommunication provider, TM has completed forming basic building block for the high speed broadband across Malaysia in 2010, fulfilling the Public Private Project with the Malaysian government. On March 2010, TM deployed its first high speed broadband service, UniFi. By the end of 2012, UniFi already cover 1.377 million premises.

Figure 1.1 Logo of Telekom Malaysia Berhad

Source: TMs Website

To date, TM has a total customer of 4.5 million (1.7 million customers of broadband subscribers and 2.8 million for telephony subscribers). To retain the existing customer in order maintaining the status of Malaysias broadband champion, it is essential to have a continuous human resource development. Telekom Malaysia realizes that employee play a major role for the sustainability of the company, in which it provides ongoing training & development program for its employee. Telekom Malaysia provides broad range of training development program, from technical academy, customer service academy to leadership development unit. This comprehensive training program made TM won the Gold Award for the Employer of Choice by the Malaysian Institute of Human Resource Management (MIHRM). To date, TM had already trained a total of 20,924 employees in High Speed Broadband and IP-related training. To support its comprehensive training program, TM had built TM Training Centre (TMTC) across the country. Looking ahead, TM would like to pursue its vision to be the information exchange with the objective of transforming TM to be connectivity, ICT and a content hub for the region.

1.2 Vision and Mission of Telekom Malaysia Berhad and the National Network Operation (NNO)
1.1.1 Vision and Mission of Telekom Malaysia Berhad

The goal of Telekom Malaysia Berhad is to provide faster, richer and a more reliable customer experience, backed by years of experience. It also wants the customer only to get the service from a name that they know and trust. Thus, Telekom Malaysia formulates its vision and mission to accomplish the goal. Vision
generation communications following: Strive towards customer service efficiency Enrich customer lifestyle and experience by providing innovative new generation services Improve the performance of our business customers by providing high value information and communication solutions Deliver value for stakeholders by excellence and operational

Mission

To be Malaysias leading new To achieve our Vision, we are determined to do the

provider, embracing customer needs through innovation and execution excellence

generating shareholder value and supporting Malaysias growth and development

1.2.2 Vision and Mission of National Network Operation Division Vision The vision of Network Operations is to be a model of operational efficiency in striving to be Malaysias leading new generation communication provider To manage, Mission operate and maintain a

telecommunication network comprising voice, data and info-structure so as to achieve high quality and reliability, exceeding customer expectations, in a competitive environment. We shall provide

differentiated customer services in a proactive manner. We will be a committed team of highly competent and motivated professional.

1.2 Organizational Structure of Telekom Malaysia Berhad This section would display and brief the organizational structure of Telekom Malaysia Berhad and National Network Operation Division.

1.2.1

Organizational Structure of Telekom Malaysia

Figure 1.2 Organizational Structure of Telekom Malaysia

Source: Telekom Malaysias Website

1.2.2

Organizational Structure of National Network Division

Figure 1.3 Organizational Structure of National Network Operation Division

Source: Internal Site of Telekom Malaysia

National Network Operation (NNO) is working under the business function of Telekom Malaysia Berhad, specifically under the Information Technology and Network Technology (IT & NT) section. Basically, NNO is the division who maintain the network across the country which is very essential to the business of Telekom Malaysia. NNO, then, derogate its authority to 6 regions operating independently as Regional Network Operation (RNO).

CHAPTER II JOB DESK AND INTERNSHIP ACTIVITY

2.1 Internship Background

The goal of the university is to generate a capable graduate that is employable in the job market. This goal is not an exception for Telkom Institute of Management. The university needs to prepare the student in order they compete in a global job market soon. One thing that matters for the preparation is the practical training for the student. Practical training for the student is beneficial. The student could expose to working environment earlier before they actually enter the job market and also applied the theory that had actually been learned in the class. Application of the theory to assess the company process is essential in which the practical training gives the chance to do so.

During the internship period, the author had a chance to do a practical training in Telekom Malaysia Berhad. The author was assigned in the National Network Operation (NNO) division under the business function of Telekom Malaysia. Assigned in the Human Competency and Capability Building division, this division basically is the human resource division who does the training and development of the technical employee. Not to be confused with the human resource division in the head quarter who mostly do the recruitment process.

With the total employees of 27,000+, training and development is very essential to maintain the status of Malaysias broadband champion. The training and developments is done by national network operation division who responsible for the employees nationwide. The division had formulated training curriculum, scheduling and certain rules for who oblige to join the training and who does not have to. Currently, it is compulsory for all non-executive employees to take

certain hours of training to increase their ability and capability. The training comprises all technical modules, network and also soft skill courses which are also essential. Several executive employees are also obliged to take certain hours of training although the portion and obligation is not as much as the nonexecutive employee.

There are several problems, however, arose in the authors mind due to this current mechanism of training: 1. What is the constraint of the current training mechanism? 2. How to measure the outcome of the trained employee and compare to those who are not? From the background of the internship and several problems which were arisen, the author would like to create a report entitled, Maintaining Competency of the Organization as the part of Human Capital Development in Telekom Malaysia Berhad.

2.2 Internship Timeline During the internship program, the author had 4 weeks in total which consist of 18 working days and total of 30 days in Kuala Lumpur. The following is the detailed activities during each day. Terms and Conditions: Working hours: 8.30 am 5.30 pm Working days: Monday to Friday Locations: Level 10, TM Annex 1 Jalan Pantai Baharu Kuala Lumpur 50672

TABLE 2.1 INTERNSHIP DAILY ACTIVITIES

No 1

Day Monday

Date April, 29th 2013

Activity Tour around the division

Description Short tour around the buildings visiting the NNO and NMI division

Tuesday

April, 30th 2013 May, 2nd 2013

Introduction to the training modules Meeting: Discussed regarding the pilot project implementation Discussed regarding pilot project of preventive maintenance in Johor

Thursday

Friday

May, 3rd 2013

Visit to TM Training Centre

Short tour in TM Training Centre at Jalan Semarak

Wednesday

May, 8th 2013

Data entry for General Election result

Result from general election would be used for the training material

Thursday

May, 9th

Data entry for General

Result from

2013

Election result

general election would be used for the training material

Friday

May, 10th 2013 May, 13th 2013

Learned how to do pivot analysis

Pivot analysis from general election result

Monday

Data Analysis

Data analysis from the general election result

Tuesday

May, 14th 2013

Data Analysis

Data analysis from the general election result

10

Wednesday

May, 15th 2013 May, 16th 2013 May, 17th 2013 May, 20th 2013 May, 21st 2013 May, 22nd 2013 May, 23rd

Report

11

Thursday

Report

12

Friday

Questionnaire Design for the Employee Distributed the questionnaire to the employees Questionnaire collection

13

Monday

14

Tuesday

15

Wednesday

Questionnaire collection

16

Thursday

Report

10

2013 17 Monday May, 28th 2013 Data Compilation Compilation process of the training feedback nationwide 18 Tuesday May, 29th 2013 Data Compilation Compilation process of the training feedback nationwide

2.3 Job Description During the internship period, the author was assigned in National Network Operation, Human Capabilities and Competencies Building Division. There are several roles that the author was given. The following is the list of task that the author had completed a. Design a questionnaire To develop a proper training plan, the organization needs to do a training need analysis. One way to determine the need is from the questionnaire. The author was assigned to develop a questionnaire regarding the current knowledge of the employees about business plan and key performance indicator (see appendix 2). The result of the questionnaire finally been processed by the supervisor to develop the proper training program (not included in the task that was given). b. Training Feedback compilation TM has the list of training modules that are pre requisite for the employees and spread nationwide. Once the training modules in the regional level are completed, it needs to report to the HQ of national network division. The authors

11

task was to compiled the training feedback from the regional level, so that the progress or result of the training could be reported and be as an assessment for the manager. c. Develop Training Material One training material sample was the result compilation of the Malaysia 13th General Election. The compilation result is used as one of the training material for the employee, as a sample of analysis practice.

2.4 Literature Review Training and development is very essential for the employee, in which it affects the performance of the organization. Training and development are related to the increment of the employees competency. a. The Definition of Competency There has not been any consensus upon the definition of competency. Several definitions proposed were slightly biased in accordance to the field of usage. However, Strebler, et al in Hoffmann (1997:1) suggested there are 2 definitions competencies. It is either expressed as a behavior that an individual needs to demonstrate or expressed as a minimum standard of certain performances. This differ definition is according to the goal of defining competency itself for the organization. A review from several literatures suggested there are three main definitions of competency, depending on the position that is taken toward: 1. Observable performance 2. The standard or quality of the outcome of the persons performance; or 3. The underlying attributes of a person From the several definitions of competency that are suggested, the author decided to take the first definition. The definition of observable performance means that it observes the output of the learning process (Strebler, et al in Hoffmann, 1997:2). This definition could provide the human resource manager as a guideline for making a framework for a

12

learning program. The organization needs an outcome which either train an accredit staff according to their field or a new starters learning a job. It intends to establish clear and measurable performance for assessment. Individual performances were defined as competencies in order for them to performed, observed and to be assessed. b. Training and Development Training and development are important for either new or present employee. It intends to improve the current or future performance. Training defines as a systematic process of altering the behavior of employees in a direction that will achieve organization goals (Ivancevich: 2009). According to Ivancevich (2009), there are 4 goals that are important from training and development, which are: 1. Training Validity, whether or not the trainee acquire knowledge from the training process. 2. Transfer Validity, whether or not the trainee could apply the knowledge in the training to improve the performance on their job. 3. Intraorganizational Validity, whether or not the improved performance of the trainee is comparable to those who are actually in the same group. 4. Interorganizational Validity, whether or not certain training programs and modules in one organization are applicable in another organization. Before engaging to the training program, the organization should determine the needs and the objectives first. It intends to align the training material and the goal of the organization. The goal of the organization should then be matched with the current competency and the ability of the resources; either human resources or the financial resources. Any gap between the expected result (the goal of the organization) and the current result (current competency of the resources) suggests that the organization needs training program.

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There are basically 4 ways to determine employees needs for training: 1. Observe employees 2. Listen to employees 3. Ask the supervisor about the employees needs 4. Examine the current problem that is experienced by the employee Those 4 steps to determine the employee needs called the performance analysis (Ivancevich. 2009) The performance analysis provides the outline upon how to determine the training needs. The detailed explanation of performance analysis is as followed: Step 1: Behavioral Discrepancy This step intends to appraise the current performance of the employee. It measures how the employees doing now and what is the expected level of performance. If the current performance does not meet the result expectation, it suggests that the discrepancy exists. Step 2: Cost-Value Analysis The next step is to determine the worthiness of the proposed training program. Whether or not the proposed training program is cost effective and could generate an increment in the employees performance. Step 3: Determine whether it is a wont do or cant do situation There are three questions that need to be answered to measure the current performance of the employee. First question is whether or not the employee is well informed upon what they should do. Next, whether or not the employee could do the job if they want to and the last question is whether or not they want the job. Answering these questions requires a deep observation and a scrutiny upon the employees day to day activity.

14

Step 4: Set Standards Sometimes some employees are underperforming because they do not actually know what the standard of their jobs is. Set the standard and communicating it would eventually be able to improve the performance. Step 5: Remove Obstacles During the improvement phase, there might be certain obstacles that come. From insufficient budget to a job that does not received on time. Removing and minimizing these obstacles are required as a complete step of a performance analysis. Step 6: Continuous Practice Continuous practice would eventually one way to increase the job performance. Step 7: Training If the current performance indicates there are certain behaviors needs to be altered, training should be taken as a consideration. Step 8: Change the Job If necessary, redesigning the job through job enrichment, job simplification or job enlargement is needed. Step 9: Transfer or Terminate Employee that fails during training process should then be transferred or terminated. Step 10: Creating motivational climate From all steps above, motivation needs to be done continuously in case the trained and qualified employee is under performing because of lack of motivation.
15

Figure 2.1 General System Model of Training and Development

Source: Human Resource Management, Ivancevich (2009:331)

c. Evaluation of the Training and Development Although the needs assessment conducted thoroughly, the result from the training program needs to be evaluated. The flaw of most training program is that the result of the training is not evaluated (Werther, et al: 2006). In the evaluation phases, it should follow figure 2.1. First, the HR manager should establish the evaluation criteria that are soon to be used for evaluation method. The criteria usually consist of: 1. The reaction by trainees to the training content and process.

16

2. The knowledge or learning acquired through the training experience. 3. Changes in behavior that result from the training. 4. Measurable result and improvements in the individuals or the organization. Then, the employee should be given a pretest, intended to measure the current competency and decided what training program is suitable for them. After the training program have completed, the employee should be given posttest or post training evaluation to reveal the improvement from the training program.
Figure 2.2 Steps in the Evaluation of Training and Development

Evaluation Criteria

Pretest

Trained or Developed Workers

Post Test

Transfer to the Job

Follow-up Studies

Source: Human Resources and Personnel Management, Werther, et al (2006:299)

d. Human Resource Information System (HRIS)

An HRIS is an integrated approach to acquiring, storing, analyzing and controlling the flow of information throughout the organization (Ivancevich: 2009). The system might contain programs for tracking applicants, a career planning program, set of training modules and employee benefit program. With this seamless information system, the application of HRIS would increase the efficiency and high response time of various human resources activities, such as training scheduling to mention the least. 2.5 Problem Analysis Following the literature review above, it is now possible to overcome the problems arose during the internship period by applying the theory that is used.

17

a. Training Mechanism in Telekom Malaysia Berhad Awarded gold medal for Employer of Choice, it is obvious that the training mechanism provided by Telekom Malaysia to their employee is comprehend and thorough. Telekom Malaysia Berhad held their jobs opening once every 2 years. It means, the number of new employee after every opening is huge. In every opening, at least there will be around 1000 new employees. These new employees, then, is obliged to attend new employee orientation. It is basically a leadership orientation and the introduction to the company. The mechanism of training in Telekom Malaysia is continuous. By this mechanism, every single employee in Telekom Malaysia is given certain hours of pre requisite training either in TM Training Centre or an individual training held by the company. This policy is applicable to both executive and non-executive employee. The training material or the curriculum comprises from soft skill training to technical skill that is required for the engineer.

18

Figure 2.3: TM Training Centre in Jalan Semarak

Source: Authors personal documentation

b. Solution to the first problem: The Constraint in Current Training Mechanism As the training mechanism suggests, every single employee is required to have certain hours of training either in the training center or collectively held training by the organization. Under this scenario, everyone is treated the same. Either they are already capable in certain courses or not, they are subject to the obligation attending the training. This scenario might cost the company for the expense of training. The training mechanism could be improved by understanding the current competency of the employee in the first time they are accepted using various methods for example written test in the selection process. So that the employee who is already capable in certain required subject does not have to go to class attending training that they are actually capable already, making the productivity of the employee does not decrease.

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Minor constraint of the current mechanism is upon the scheduling process of the training. During the scheduling process, the author was given thousands of data which contain the name of Telekom Malaysias employee nationwide, identification number and courses that is pre requisite for each employee. The data feedback from each state, then, needs to be compiled in the head quarter as a report. Finally the head quarter schedules the training by making report to the TM Training Centre. The current system is time consuming. During the waiting time, employees who wait to be assigned in the training sometimes off duty or still be assigned with the task that is new for them. It could be improved by derogating the authority to the individual states. The head quarter would only be responsible for making the curriculum of the training. Otherwise, to maintain the data integrity, the organization should adapt the use of HRIS to increase the efficiency of the organization. By the using of HRIS, training scheduling is now more efficient, not to mention the feedback compilation process for the report purpose to the head quarter. c. Solution to the second problem: Measurement of Training Result Second problem that the author observes in the training mechanism in Telekom Malaysia is that the result from the training is not measured. If the result of the training is not measured, the training expense would be a waste cost to the organization, so that the outcome of the training needs to be measured. Measurement of the training outcome would also help to design a more effective training program for the future. As long as the employee already fulfilled certain hours of training that is required, then they are exempted from the obligation, whether or not they are succeed in the training or their competency is increasing. This problem could be overcomed by following the guideline of the evaluation model by Werther, et al (2006:299). The systematic evaluation process should provide the HR manager a proper effective evaluation measurement that would be beneficial for the organization. Not to

20

mention, it is also effective to retain the trained employee as well as to design future training and development program. d. Summation of the Problem Analysis No Theory Problem Implementation Remarks and Analysis 1 The Definition of Competency HR Manager defines competency as the same to the literature The definition of the competency by Telekom Malaysia is already aligned to the literature, making the process designing training framework is aligned. 2 Training and Development The Constraint in the Current Training Mechanism Due to the size of the company, the training need analysis does not performed well, making a generalization to Telekom Malaysia should revised its compulsory training policy to

21

every single employee exists; which is costly to the organization

every single employee where; in some cases; sometimes the employees have differ competency

Evaluation of the Training and Development

The Measurement of the Training and Development

Measurement of the training is not applied. Even if it is, it applies to certain random samples of the employees, making the measurement of the training result is rather hard.

To measure the effectiveness of the training result, Telekom Malaysia should now measure the training result using the model provide by Werther. By that, the result of the training could be

22

quantified, increasing the efficiency of the training 4 Human Resource Information System (HRIS) The Manual System of the Training Feedback Compilation Telekom Malaysia does not implement the use of HRIS, making the process of the compilation is ineffective To maintain the integrity of the data, Telekom Malaysia needs to get rid of the manual feedback compilation system. The use of HRIS would increase the data integrity and also the time spent in compiling the feedback

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CHAPTER III CONCLUSION AND SUGGESTION

3.1

Conclusions

As the leading telecommunication operator in Malaysia, the employee as the main asset of the organization needs to be retained. Telekom Malaysia had committed to the development of every employee. TM Training Centre is one commitment that Telekom Malaysia provides for the continuous development of their employee. With 27,000+ employees nationwide, training and development play a central role for the organization sustainability. However, there are still few constraints in the current training mechanism of Telekom Malaysia Berhad, despite its comprehensive and sophisticated training program. a. Conclusions to the first problem: The Current Training Constraint Managing the training of tens of thousands employee is not easy. Not to mention the employees had differ competency. The compulsory hours of training for each employee could not be generalized and applied to every single employee, since they might have a differ competency one to another. It might results in a waste training expense since the training program would sometimes does not needed by the employee. The feedback compilation for the training is also time consuming. Thousands data of the employee training program in each states needed to be compiled by the head quarter to decide the upcoming proper training material. b. Conclusions to the second problem: Measurement of the outcome With the compulsory training approach for either executive or non-executive employee, Telekom Malaysia spent a lot of money for the training expense. This expenditure should actually worth the benefit, while in fact in does not always reflect so. The outcome of the training is not measured by the organization, making a probability that an employee who had done 40 hours of training is consider exempted from the training obligation although his or her competency is not actually increasing.

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3.2 Suggestion Suggestion for Telekom Malaysia Berhad Improve the training need policy for every employee, so that ever employee does not have to attend unnecessary training. Measure the outcome of the training program by using systematic evaluation process proposed in this report. Derogate the authority to the state level for the training program, so the training could run more efficiently rather than the current mechanism. Make an employee training portal or system in which employee could input their attended courses of training avoiding the manual process of the feedback compilation to the head quarter. Manual feedback compilation does not uphold the data integrity, making the probability of duplication is rather high Telekom Malaysia should redesign the recruitment process, to an extent, Telekom Malaysia should obtain the data of the current competency of every single employee, making the compulsory training hours implemented very well. Suggestion for the University Prepare the student before they go for the internship period. By the definition of prepare, it could mean either the university prepare the internship places or prepare a proper cover letter and paper work for those who seek the internship by themselves. Adapting to the international standard for internship period. Since the internship is done abroad, most countries adapt at least a 60 working days of internship. Requiring the students to have their internship abroad but stick to the 30 working days regulation is not make any sense for the student.
25

Inform the student about what to prepare for the internship. Several things that could be informed such as: an introduction to the working environment, internship report making and also the supervisor for the internship.

26

REFERENCES

Ivancevich, John M. (2010). Human Resource Management. Eleventh Edition.. McGraw-Hill International Edition.

Hoffmann, Terrence (1995). The Meaning of Competency. Journal of European Industrial Training.

Telekom

Malaysia

Berhad.

(2013).

About

us.

Online.

http://www.tm.com.my/ap/profile/corp_info/Pages/aboutus.aspx [April 20th, 2013]

Werther, William B. Davis, Keith. (2006). Human Resources and Personnel Management, Fifth Edition. McGraw-Hill International Edition.

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Appendix 1: TM Groups Product and Services

VOICE SERVICE ACCESS Homeline Businessline CDMA ISDN Centrex VALUE ADDED SERVICES Infoblast BB Phone Voicemail TollFree 1300/1800 600 Premium Services PREPAID SERVICES iTalk CONFERENCING SERVICES Audio Conferencing Video Conferencing Audio with Data Conferencing Broadband (Consumer) UniFi VIP Streamyx TM WiFi Streamyx Wireless (CDMA/EVDO) Broadband (Business) UniFi Biz Business Broadband Direct In-Building Broadband Service (IBS) INTERNET VAS Global Roaming iShield Plus Online Guard Plus Virus Shield & Anti Spamming DATA SERVICES MANAGED NETWORK IPVPN Premier IPVPN Lite IPVPN Value MANAGED CONNECTIVITY DLL Digitaline 1 (DG) DLL Wideband (DQ) DLL Broadband (BLL) VSAT Premier VSAT Classic VSAT Value

28

 Hyperband METRO.Ethernet GEOMATICS AVLS (Automatic Vehicle Location) SmartMap Navigation System Application Service Webmail Content Services HyppTV Hypp.tv Hypptunes Voice Services PSTN Minutes Interconnect Minutes Wholesale VoIP Access Services High Speed Broadband (Access) Service Payphone Access Digital Subscribers Line (DSL) Wholesale DSL Resale Backhaul Services High Speed Broadband (Transmission) Service Wholesale Ethernet Managed Bandwidth Optical Bandwidth Interconnect Bandwidth Wholesale Internet Access Domestic Transit Access IP Wholesale Infra Services Tenancy Services Infrastructure Sharing RETAIL BUSINESS Wholesale Business Global Business Government Segment VOICE SERVICES Bilateral Voice Services Wholesale Voice Services PSTN VoIP International Value Added Services Global Voice Solutions ISDN Hubbing International Freephone Services 29

via VoIP DATA SERVICES Global Ethernet Services Global Ethernet Virtual Private Line (EVPL) International Ethernet Private Line (IEPL) International Bandwidth Services International Private Leased Circuit (IPLC) Bandwidth Transit Bandwidth Backhaul Bandwidth Interconnection Global VSAT IP Services IP Transit VPN Services Global IPVPN Value Added Services Managed Security Services (MSS) Managed Firewall Services Managed Intrusion Prevention System (IPS) Managed Anti Virus Services Managed Content Filtering Services Bandwidth Management Services Public Key Infrastructure Services Infra Services Managed Hosting Services Managed IPVPN

30

Appendix 2: Questionnaire Sample for the employee

TELEKOM MALAYSIA BERHAD NATIONAL NETWORK OPERATION, IT&NT KAJISELIDIK BUSINESS PLAN & KPI BAGI KAKITANGAN BUKAN EKSEKUTIF RNO Pihak Pengurusan sentiasa ingin meningkatkan kualiti dan komitmen semua kakitangan RNO. Oleh itu, adalah penting untuk mengetahui tahap pengetahuan anda terhadap Business Plan dan Key Performance Indicator (KPI). Terima kasih kerana sudi meluangkan masa untuk kajiselidik kami.

Bahagian 1: Maklumat Peribadi 1. Nama 2. Nombor Kad Pengenalan 3. Jawatan 4. Unit / Bahagian 5. Tempoh Bertugas : : : : : Tahun

Bahagian 2: Pengetahuan anda tentang Business Plan & Key Performance Indicator (KPI)

Arahan: Sila nyatakan jawapan anda dalam kenyataan berikut dengan memberikan bulatan kepada angka yang disediakan 1= Tidak Faham 2= Sedikit Faham 3= Faham 4= Sangat Faham

31

Pengetahuan akan Business Plan

1. Saya faham definisi daripada Business Plan

2. Saya faham tujuan daripada Business Plan 3. Saya faham setiap bahagian-bahagian daripada Business Plan 4. Saya faham cara-cara membuat satu Business Plan 5. Saya faham cara-cara menganalisis Business Plan

Pengetahuan akan KPI

6. Saya faham definisi daripada KPI

7. Saya faham tujuan daripada KPI

8. Saya faham KPI daripada bahagian saya 9. Saya faham cara memenuhi KPI

1 1

2 2

3 3

4 4

10. Saya faham bagaimana membuat KPI Dalam bahagian saya 1 2 3 4

32

Bahagian 3: Pengurusan (sama ada pihak pengurusan telah memberikan maklumat)

Arahan: Sila nyatakan jawapan anda dalam kenyataan berikut dengan memberikan bulatan kepada angka yang disediakan 1= Sangat Tidak Setuju 2= Tidak Setuju 3= Setuju 4= Sangat Setuju

1. Pihak pengurusan telah menerangkan kepada pekerja kepentingan daripada memenuhi target business dan KPI 1 2 3 4

2. Business Plan dan KPI ialah penting

3. KPI mencerminkan prestasi pekerja

4. Ganjaran berkaitan dengan KPI dan prestasi

5. KPI dan Business plan memotivasi pekerja supaya melaksanakan kerja lebih baik 1 2 3 4

Cadangan / Ulasan

33