Reforming the image and the integrity of government agencies in Malaysia

Reforms in government agencies is still an issue that is still relevant to be for debated across the society.Society is now more sensitive and intelligent in assessing performance relating of government. They demanded that the status of the government agency level with private sector services. When talking about public sector reform, we cannot run without the issue of integrity and image of the government sector itself.This is because the problem of poor image and integrity and government agencies continue to spread and become more severe. Let have a look on the history of reconstruct the good image and integrity in Malaysia After independence, the role of the civil service remained relatively unchanged. In the late 1960s, however, strong pressure was exerted upon the civil service to increase its performance and play a more developmental role. Fresh from the triumphant general election of 1964, the Alliance Government sought to fulfill its promises of increasing the welfare of the citizens and raising the standard of living of the masses. It appeared, however, that the burdens the bureaucracy had been asked to shoulder since Independence had increased more rapidly than their capabilities. So, in 1965, the Government of Malaysia obtained the services of a team of consultants to undertake a review of the public administration. This was the first time in the history of the public service that a deliberate attempt was made to study the administrative systems of the country with a view to suggesting reforms and innovations. The main objective of the study was, to improve the administrative system and achieve efficiency and administrative leadership in the public service to meet the need of a dynamic and rapidly developing country1. The pressure and demand for good governance in the public agencies is still exerted in till today. During Tun Abdullah Ahmad Badawi time as Prime Minister of Malaysia, he has put a lot of effort in upgrading the image and integrity level of government agencies. He have brilliant visionary in shaping in the government agencies for future purpose .He has constructed several new ideas and reconstruct ideas or steps that has been highlighted by his precedents. The ideas and steps taken to upgrading the image of the government will be as shown below

Montgomery, John D., and Esman, Milton J. 1966. Development Administration in Malaysia. Kuala Lumpur: The Government Printer

The

establishment

of

Institut

Integriti

Malaysia(IIM)
Government agencies in Malaysia are among the best in developing countries. Government service and together with the political machinery is the backbone of the strength of the community and nation. Administration is an important aspect that determines the success of the policies and programs implemented by the Government. Public sector administration is the market leader serving the community and nation. Public sector delivery system efficient and quality is essential to meet the needs of the community and ensure well-being. Therefore, the integrity and image government agencies are very important to be addressed. This is because the public sector's role is to carry out programs and activities to enhance the integrity of civil servants in the federal and state level and thus creating a system of effective public service criteria as an delivery in the country. An accurate, cost excellent delivery effective system should meet the efficient, fast, and delivered with integrity.

Transformation of values and integrity of the civil service is needed because they are the largest service sector in Malaysia that plays a key role in national development. This will only can be achieved if the entire public service employees uphold and practice the values of high integrity. Integrity can be defined as the quality of being honest and having strong moral principles or moral uprightness. In dealing with integrity matters that twine Malaysia government agencies, there is a specialised body that is established to cope with integrity matters. Institut Integriti Malaysia (IIM) is the idea of Prime Minister of Malaysia to the 5th, Tun Abdullah Haji Ahmad Badawi and this institute is officially launched on 5 November 2003. IIM is controlled by a Board chaired by the Ketua Setiausaha Negara (KSN) and consisting of some authoritative figure in their respective fields. IIM is established as a coordinating agency and monitor the implementation of the Pelan Integriti Nasional (PIN). The vision of IIM is to develop a strong civil service characteristics with the moral and ethical citizens have religious values and spirituality anchored by the strong and noble character. Meanwhile the mission of IIM is to Plan and mobilize strategies and programs strengthen ethics and integrity of the Malaysian Civil Service in an effective and comprehensive .From the mission and vision of IIM, this institute is strongly emphasizing on integrity matters. Implement training and education about the integrity of the Public Service. There are several essential steps taken by IIM to upgrade the integrity level in government agencies. Firstly is IIM is actively organizing conferences, seminars and forums on integrity in public sectors. All representatives from various public sector agencies are invited to attend this academic session. Secondly is IIM provided advisory services program of integrity. This advisory session also can also be done through the internet. For any inquiries or complaints can be

made manually or through sms and online services. Thirdly is IIM is in charged in meeting application to give briefings and lectures integrity. Fourthly is establishing partnerships with other agencies to implement programs of integrity. Fifthly is IIM has the duty to assemble opinions of various sectors and conducting research to improve the integrity of the public services. There several researches that have been made. For an instance, The Research on the Integrity Level among Civil Services in been published 2009. Sixthly is IIM has the authority to submit the certificate policy of the authorities and stakeholders. All government agencies are been made compulsory to receive the integrity policy regards on their agencies. Lastly is research and publication. IIM has its own information site and that been displayed in their website. The result of research can be access by public by downloading the content of research.

Pelan Integriti Nasional(PIN)

Recognizing the importance of integrity in society, the Government provided the Pelan integriti Nasional(PIN). This plan was developed with the main focus to plant and nurture a culture of ethics and integrity among all segments of Malaysian society.Such plans allow the Government to plan various programs on a regular basis in order to inculcate ethics and integrity of society.Prior to this there are many efforts made, but this effort is inconsistent and not comprehensive and as a result a large number of these efforts are doomed to failure, especially in order to create synergies across sectors.Scope and concepts brought by the PIN seems more comprehensive and holistic in providing guidance for each component of the community to cultivate integrity. PIN, which was launched on 23 April 2004, the Honorable Prime Minister of Malaysia, Datuk Seri Abdullah Haji Ahmad Badawi, is consistent with the fourth challenge of Vision 2020 is to "Develop a strong community features moral and ethical, with his fellow-citizens have religious and spiritual values intact, and anchored by the character noble. PIN is formulated by incorporating the spirit and principles of the Federal Constitution. The fact of life in Malaysia, comprising many races and religions is a gift and the advantages to be utilized. PIN also absorb the philosophy and tenets as, which is building an integrated society, just, democratic, liberal and progressive as well as adhere to five principles of National Pillar. PINs are also guided by the philosophy of Vision 2020 to create a developed nation by 2020 in its own mold. As a birth plan in line with the aspirations of the people and implemented for their welfare, PIN reflect the specific characteristics of the community and the country of Malaysia. In addition, PIN taking into account international developments, the experience of other countries as well as the impact of globalization. In short, the PIN is a continuation and translation philosophy, principles and goals to be achieved in the Federal Constitution and the Fundamental and several strategic policies before, while taking into account various new developments and challenges. PIN concept is a master plan that aims to provide direction and guidanceto all the components or sectors of society and country. PINs are also fostering, nurturing and fertilizing system and national life in the larger effort to build a society with strong moral and ethics and integrity country. PIN is a movement initiated by the party leadership with strong support from people of all races, levels and regions. Cooperation between all parties is the strength of the change or improve the value and practice of the community and its institutions. PIN approach is to coordinate the efforts of all sector of the components

and enhance integrity. PIN requires governance institutions of the nation's overall executive, legislative fair and and effective. judiciary to improve their integrity, respect PIN also requires various components and defend the principle society of separation of powers, and perform their respective functions in an efficient, transparent, and institutions in to formulate and implement their programs to enhance integrity. Synergistic implementation of the integrity of all components and the sector will in itself contribute to strengthening the integrity of the whole society and country. PIN has play important role in upholding the integrity level of public By looking at the PIN, there are several sine qua non objectives that is been laid down towards achieving the goals and mission. The overall objective of the Pelan Integriti Nasional is to realize the aspirations of Vision 2020, that is, to become a fully developed country and to establish a fully moral and ethical society whose citizens are strong in religious and spiritual values and imbued with the highest ethical standards. There several specific objectives of the PIN. Firstly is giving direction and guidance to various sectors so that they will work together to build a united, harmonious, moral and ethical society. Secondly is raising the level of awareness, commitment, and cooperation among all sectors in their efforts at enhancing integrity so that integrity becomes a way of life and practiced in all fields. Thirdly is encouraging a sense of responsibility among members of the community and promoting the development of civil society that respects and upholds the principles of integrity. Fourthly is strengthening the moral foundations of the community and the country, and improving the well-being of the people. Lastly is raising Malaysia's competitiveness and resilience in meeting the challenges of the twenty first century, especially the challenges of globalisation. Tekad 2008 PIN( second period 2008-2013) There are five target Tekad 2008 but for our purpose of discussion we limited to two tekad which relevant to our decision. The first target is reduce corruption, malpractices and abuse of power. For the purpose of monitoring and benchmark these targets will be adopting international benchmarks and domestic. International benchmark used in assessing the level of corruption is the country's position in the Corruption Perception Index issued by Transparency International. The index of success of the Anti-Corruption Agency (ACA) in the investigation and the number of cases resolved were also used as a benchmark achievement of this first target group. The second target to increase efficiency in public service delivery system and overcome bureaucratic red tape. For agencies that are under government regulation, public perception index used as indicator level. In this second target to be achieved is to score points is 2.5 points below the level which one is the best score and 5 the worst score. Other government agencies such as the Public Complaints Bureau (PCB),

the ACA and the Auditor General used to see the number of complaints and public feedback. Complaints made by government departments or agencies as well as other complaint channels that can be a source of information to evaluate the level of service. If appropriate international benchmark in the country will be taken into account to measure the efficiency of government administration. From explanation regards to PIN, we may see that the enhancement of integrity is a comprehensive and continuous movement guided by the principles and objectives of the PIN. The general approach is to move all the components and the state and society to support and appreciate the objectives and goals and work together and coordinate their efforts PIN with each other to achieve his ambitions. This approach involves the synergy of various components 'from below' in cooperation with each other as well as mobilization of the strength of 'the top' for the purpose of enhancing integrity. Among the various components, there are countervailing continued. While 'the top' to give guidance and set the example for integrity, 'the bottom' will provide support, feedback and control to 'the top'. In this way, the movement to enhance the integrity will increase the dynamism and strength. Each component or sector should have and implement strategies and programs their integrity in accordance with the PIN. Strategies, programs and activities need to be reviewed from time to time. Revision is to assess the effectiveness and improve the integrity of the drawbacks to a step by step into the long-term culture

Establishment

of

Committee

on

Integrity

Governance (CIG)
Objective
The objective of this Directive is to enhance the management of the Malaysian Government Administration under the Special Cabinet Committee on Government Management Integrity (SCCGMI) chaired by the Right Honorable Prime Minister2. The mechanism for implementation is through the establishment of Committee Integrity Governance (CIG) at the Federal and State levels to further strengthen the Management Integrity Committee that was initiated since 1998. This initiative focuses on strengthening quality delivery system of Public Administration based on aspects of integrity encompassed in the 7 terms of references. This effort is regarded as strategic extension and a comprehensive approach towards efforts to inculcate noble values, strengthen integrity, and combat the scourge of corruption, malpractices and abuse of power by public officials. This Directive also aims at translating the aspiration and commitment of national leaders that underpins the concept of 1 Malaysia: People First, Performance Now in the implementation of public service delivery system for the general public. For this reason, satisfaction of customers and stakeholders should be a priority and performance continuously improved

Field of Task
CIG is responsible to identify study and recommend amendments to any policy and laws as well as regulations of ministries, departments and agencies so as to overcome weaknesses in management, improve controls against corruption, malpractices, abuse of powers and administrative weaknesses. Subsequently to create and document strategic plans for enhancing the best governance practices. Such practices provide the capacity to overcome bureaucratic hassles towards achieving Public Service delivery system that is infused with integrity, accountability, trust, fairness, monitoring and stewardship, transparent and responsive to clients CIG specific task is to review, annul, amend as well as draft policies, laws and current regulations to simplify certain tasks. These committee also carry out duty to identify laws that are ambiguous, ineffective or even deficient that can be exploited by those who are
2

Prime Ministers Directive No.1 of 2009 An Intiative to Conslidate The Integrity Management System of Malaysia Government Administration.pdf

dishonest. Such laws must be studied and amended to block avenues and opportunities that give rise to corruption, malpractices and abuse of powers. In other hand Ministries, departments, and agencies should set up and document long, mid and short-terms strategic plans. Such plans should be communicated to all staffs in their respective ministries, departments and agencies. Strategic plans and organizational direction that are adequate and comprehensive could only ensure that the vision, mission and objective predetermined be achieved. Meanwhile the ministries, departments, and agencies must carry out monitoring and performance audit of their strategic plans using strategic key performance indicators on a partial and yearly term basis to ensure that long-range objectives of the organization are achieved.

Systems and Work Procedures

CIG also committed to identify and review weaknesses in systems and work procedures of ministries, departments and agencies that are obsolete and complicated so much as giving rise to various bureaucratic red-tapes. This could possibly weaken administration, reduce efficiency, non- accountability at the same time giving rise to avenues for bureaucratic hassles, delays, injustices and indiscriminate (usage of) discretion as well as providing opportunities for corruption, malpractices and abuse of powers. Ministries, departments and agencies ought to identify study and make recommendations to the relevant authorities regarding any changes in the systems and work procedures in order to overcome such weaknesses. The reconstruction of framework systems and work procedure is essential to upgrade the image of government agencies.

Noble Values and Code of Ethics

In adapting new challenging era, CIG has to carry out activities that encourages the internalization of noble values and ethics to enhance integrity of staffs at the ministries, departments, and agencies. Efforts must be made to integrate noble values and code of ethics with consolidation and implementation of policies, laws, regulations as well as systems and work procedures in bringing abeyance to temptation of staff to commit all forms of negative conduct inclusive of corruption, malpractices, and abuse of powers. Ministries, departments, and agencies should make effort to promote noble values among the staff as an encouragement for the effectiveness of enculturation. For example, through campaigns, motto and work philosophy and arranging programs/activities towards internalization of noble values and work ethics. This parties also need to carry responsibility to provide guide-lines regarding attitude and conduct required of ministries, departments, and agencies to ensure consistency in the standard of conduct by all staffs of ministries, 8

departments, and agencies. For purpose of people(rakyat), the ministries, departments and agencies have a reputation of being fair, transparent and responsive in all its actions.

Malaysia Anti-Corruption Council (MACC)

Background of MACC The Malaysian Anti-Corruption Commisssion (MACC) began its operation officially on January 1, 2009 replacing the Anti-Corruption Agency (ACA) Malaysia. It was established by legislation namely the Malaysian Anti-Corruption Commission Act 2009 (Act 694). Prior to that, efforts to combat corruption were formally carried out by a small unit under the Prime Ministers Department which handled corruption prevention activities mainly through lecturing. Concurrently criminal investigation involving corruption were being handled by the Special Crimes branch that was set up within the Police Department while the prosecution of corruption cases were conducted by the Prosecution Division of the Law Ministry. In view of the fact that anti- corruption activities were carried out independently by these different agencies, the Government decided to consolidate them under one roof known as the AntiCorruption Agency (ACA). On the 1st of July 1973, the National Bureau of Investigation Act was passed by the Parliament and hence the name "ACA" had been changed to National Bureau of Investigation (NBI). This change of name was for the purpose of giving more power to the Bureau, which not only handled cases related to the National Interest. This was the first time a department was established by a legal Act. The name of this department was then reverted back to the original name, ACA on the 13th May 1982 when the Anti-Corruption Agency Act 1982 was passed by the Parliament and came into force. The main objective in changing the name was to reflect more accurately the role of the Agency as an institute that was solely responsible for prevention of corruption. In 2008, the Government and Parliament had agreed that a MACC be established in order to enhance effectiveness and efficiency of (its) anti-corruption efforts as well as to improve perception of independence and transparency of the functions of the Commission. The MACC would be simultaneously sustained by check and balance mechanism in ensuring that the Commission operates in line with national laws and the aspiration of the society. The Commission has started its operation on January 1, 2009 and was officially launched on February 24, 2009 in which the five mechanisms established by law and the administration also has been officially formed.

Roles and function to enhance the effectiveness and efficiency of MACC

The functions of the Malaysian Anti-Corruption Commission are provided under Section 7 Malaysian Anti-Corruption Commission Bill 2009. Firstly is to receive and consider any report of the commission of an offence under this Act and investigate such of the reports as the Chief Commissioner or the officers consider practicable. Any reports that have been submitted to MACC shall be investigated according to the procedure and under the authority given. Secondly is to detect and investigate any suspected offence under this Act or any suspected attempt to commit any offence under this Act; and any suspected conspiracy to commit any offence under this Act MACC have the authority to examine the practices, systems and procedures of public bodies in order to facilitate the discovery of offences under this Act and to secure the revision of such practices, systems or procedures as in the opinion of the Chief Commissioner may be conducive to corruption This council also may instruct, advise and assist any person, on the latters request, on ways in which corruption may be eliminated by such person.In other hand, this council have the power to advise heads of public bodies of any changes in practices, systems or procedures compatible with the effective discharge of the duties of the public bodies as the Chief Commissioner thinks necessary to reduce the likelihood of the occurrence of corruption. MACC also carry the duty to educate the public against corruption; and enlist and foster public support against corruption. MACC frequently hold campaign, conference, and other channel to interact with the public. MACC also use utilizes media press, television, and others to make public aware about information that delivered by the MACC. Public need to be reminded from time to time of the evil of corruption. The younger they are instilled with the anti-corruption values the better. Therefore the commission tackles the public at their early age. Students at the primary and secondary schools are exposed with the anti-corruption values. The activities to instill the values are put on them until they reach universities. Anticorruption outreach programmes are also carried out to the other sectors in the community. To name some of the activities in the outreach programmers are lectures, dialogues, youth programmes, oratory/debate on anti-corruption, team building programmers. To enhance the effectiveness and efficiency, MACC took a bold step to create the post of Deputy Chief Commissioner of Management and Professionalism in addition to the other two namely Deputy Chief Commissioner (Operations) and Deputy Chief Commissioner 10

(Preventions). The establishment of a special division called Excellence and Professionalism to maintain and enhance professionalism in and within the human capital of MACC, Corporate Communication Unit to disseminate information and liaise with internal and external key communicators especially the media, Special Operations Division to focus on high profile and public interest cases, and Transformation Unit to study, evaluate and formulate comprehensive strategic plan pertaining to organization, structure, processes, human resource and work culture within MACC. The MACCs transformational leadership outlined specific vision to realize the aspiration through formulations of big wins focusing on high profile and public interest cases, enhance public confidence, and the shift from output to outcome base performance that could be seen, felt and which will derive intended impact in the fight against corruption. Thus, the transformation strategic planning outlined comprehensive focus points on four matters namely effective investigation management, effective prevention and community education, sustaining public confidence, and capacity and capability building. The leadership did not immediately implement all the strategic plans that were formulated by the Transformation Unit but instead formed an Executive Committee on Transformation to peruse and advice the management on the implementation of the strategic plans. The Committee is lead by the Chief Commissioner himself with members comprising the three Deputy Chief Commissioner, members from the oversight committee and panel, and two experts in law i.e. a former appellate court judge who is also the chairperson of the Complaints Committee and a former federal court judge, who was a panel member of the Royal Commission of Inquiry on the death of Teoh Beng Hock.

11

The Independence and Transparency of MACC

We hope this re-branding and restructuring of anti-corruption body would help to clear the negative perception on anti-corruption works in Malaysia. This would lead to a better understanding to the mind of the public on how the commission carries out its work subsequently the commission would get more and better cooperation from them in its daily operations. MACC is also provided with greater powers and more staffing. Staffs of the commission are now enjoying better remuneration compared when they were with the AntiCorruption Agency. The establishment of MACC is hopefully will enhance the effectiveness and efficiency of anti-corruption works in Malaysia. , Dato Sri Haji Ahmad Said Hamdan, former Chief Commissioner of the Malaysian Anti-Corruption Commission, Malaysia3 While the MACC had geared up in the fight against corruption as being wished for by the nation, there were some quarters that politicized issues of corruption. The MACC was blamed to be selective in its investigations when many issues of corruption were not revealed to the public and there seems no immediate action that the public wanted. The public perceived that the MACC will just nab and prosecute the person merely on complaints. Time became the accent and test for effectiveness of MACC. The public wanted swift and fast action. When the MACC moved in to investigate corruption in illegal sand mining and export across the country, it was said to be a tool to the Federal Government to bring down certain states under the PR government, especially Selangor. When there were not many politicians especially those who fell out in the election were not arrested for perceived corruption, the issue of big fish and small fish became the talk of the street. MACC was made to do lots of public relation job rather then focusing on investigations of corruption cases. The public were not patient enough. The politicians took advantage of their bigger share of voice to politicize corruption for their own political agenda. MACC was made to be their black sheep. While MACC was moving in the right direction in changing the perception, suddenly and unfortunately incident after incident occurred within its environment. The incidents were the demised of a witness, who was then a political aide for

Anti-Corruption and Transparency Symposium that was held in Seoul, Korea on 16-17 September 2009

12

an Executive Councilor in Selangor and later the death of an accused person, who was an assistant director of Customs. Both the incidents took place within the premises of MACC.

The first incident brought serious implications to MACC.

Public confidence eroded,

politicians took advantage of the incident and made it a political agenda for their own political mileage. The issue was never allowed to rest even after the inquest and the recently concluded Royal Commission of Inquiry. The transformation process of ACA to MACC were perceived a failure It is sad fact that MACC do not possess absolute independence. The committee team

members is not truly independent because they may have direct or indirect interest in MACC or A-Gs (Attorney-General) chambers. It is true that MACC is directly responsible to Parliament but MACC was a mechanism to tackle corruption and an agency responsible for such matters had to be managed through proper system. In the context , previously the anti corruption which under the jurisdiction of Prime Minister Departments Department but it does not mean that all this mean that all this while the prime minister had tried to shield those who had been involved in corruption but then it is a matter of perception as some viewed as not being independent. Some expert may said that MACC will be independent only if it was not under the purview of any ministry. This means that absolute independence and new authority should be given to other person so that he may investigate and prosecute those all allegedly involved in corruption. Absolute power will corrupt absolutely. This person may abuse in using may be influenced by certain political parties and indirectly divert the justice way. MACC practices its transparency by the room of jurisdiction, power that granted by the parliament. The MACC leadership practices transparency and wanted to precisely sure the effectiveness on the implementation of all strategic plans on transformation. The inclusions of experts in various fields are to advice, implement and ensure the success in implementation of the strategic plans on transformation. A number of the transformations that have been outlined and even immediately implemented were the Video Interviewing Room for recording of statement from accused person, potential accused person or witnesses with potential hostility. The Chief Commissioner hence had advised the Directors of all state branches to be

prepared for changes. They were advised to equip themselves with knowledge and understandings on financial investigations, private sector investigations and proactive investigations. All functions were to be carried out with the objectives of outcome base. All

13

actions must have high impact and felt by the public. Investigations were not only being focused on all corruption but must also give emphasize on high profile and public interest cases. Investigations must be conducted and completed swiftly, accurately professionally. The Directors were also advised to make a drastic move from reactive to proactive investigations. They were now expected not only to initiate investigations based on information or reports received from complainants but to also initiate proactive investigation through intelligence based investigations. The Directors were also expected to plan, lead, organize and control their officers to the changes. They were expected to ensure high motivation and drive within their work force to compliment and realize the initiative on transformation. Officers are expected to be knowledgeable and professional in all the functions of MACC. A highly motivated, knowledgeable and skilled human capital with good sets of attitude for transformation will be the driving factor in the proposed transformation of MACC. Thus, the transformation is a way forward to creating a new landscape in the fight against corruption. and

14

Conclusion
In line with the expansion of borderless world, many measures and approaches had been implemented by all quarters in efforts to combat corruption, malpractices, abuse of power and administrative weakness. It is imperative that efforts in strengthening the administration, enhancing governance and reducing bureaucratic hassle in the public sector have to be implemented in a concerted and comprehensive way. Such actions must not be carried and initiated in isolation as they involve complicity of task which would invariably be a waste of time, energy and cost. Thus there is a need to have a singular approach that can be accepted by everyone to ensure that the government agencies delivery system is at the highest level. The measures elaborated in this directive need to be implemented with the full and continuous commitment to realize the objectives of to first class country in term of public service and corruption zero tolerant level. Regards on MACC bad perception, the public need to give sufficient time for the MACC to perform their duty well effectively. The politicians should give supports to MACC and do not interfere or give comments that may influence the society as a whole. Although MACC may have some lacuna in term of jurisdiction of law, authority and the absolute independency, MACC need to perform their duty neutrally without fear to any political party.

15

References
Internet Sources Azizan, H. (2008, december 14). A watchdog to emulate. Retrieved november 29, 2011, from the star: http://thestar.com.my/news/story.asp?file=/2008/12/14/focus/2804619&sec=focus Malaysia Anti Corruption Council. (2010, October 20). Retrieved November 30, 2011, from www.sprm.gov.my Malaysia, I. I. (2011, July 26). Retrieved December 7, 2011, from http://www.iim.com.my nazri, m. (2009, may 23). Nota PTK DG44. Retrieved November 29, 2011, from http://ptk44.blogspot.com/2009/05/pelan-integriti-nasional.html

Report Malaysia, P. M. (2009). An Initiative To Conslidate The Intergrity of Management. Kuala Lumpur: Prime Minister's of Department Malaysia. (2010). THE CRIMINALISATION OF BRIBERY IN ASIA AND THE PACIFIC. Kuala Lumpur: ADB/OECD.

Slide show presentation Negara, I. T. (2010). Integriti dalam perkhidmatan awam. Kuala Lumpur, Malaysia.

Book Barendt, E. (2005). Freedom of Speech. Great Britian: Biddles and King's Nylnn Ltd.

16

17