HUMAN RESOURCE

&
INDUSTRIAL RELATIONS

By
ZAINOL ABDULLAH
 RULES OF THE GAME
• Linguistic and lingo.
• Be happy, be jolly.
• R & R (Rest & Relax).
• Be democratic & Respect others.
e.g. arts of using HP
• Interactive.
• Slowly BUT surely.
• If you are blur, its OK, you are a normal.
• ‘ABNORMAL’ IS THE BEST.

ENJOY & GOOD LUCK !!!!!!!!

 QUOTATIONS
• Ngarere, Ex-President of Tanzania:
THE TRANSFER OF WEALTH FROM THE RICH TO THE POOR IS NOT
CHARITY, IT IS A JUSTICE.

• Principle of Learning Organization:

LEARNING, UNLEARNING & RELEARNING.

• Jedi Master, Star Wars:

DO IT OR DON’T, DON’T TRY.

• Italian Job:
TRUST OTHERS, BUT NOT THE DEVIL IN THEM.

• YOU COULD ONLY MAKE MISTAKE ONCE, IF YOU MAKE THE SAME
MISTAKE AGAIN, YOU JUST A FOOL.

• OPPORTUNITIES MAY COME MANY TIMES, THE PROBLEM IS THAT ARE

YOU PREPARED TO TAKE IT.
 MAJOR OBJECTIVES
• Understand HRM and the importance of HRM.
• Understand the influence of environmental
factors toward the dynamic of HRM.
• Understand the process of HRM.
• Managing productivity: employer & employee.
• Understand the issues of human resource
management and techniques to solve the
problems.
 INTRODUCTION

WHAT IS
HUMAN RESOURCE?
• Individuals …from outside…forming group.
• Different culture & values.
• Different needs & wants.
• Different abilities (knowledge & skills) &
motivation.
• Asset to organization.
• Main element/factor to the survival of the
organization.
• Need to manage to be productive.
 PRODUCTS/
GOLDEN TRIANGLE SERVICES
CONCEPT

ORGANIZATION ENVIRONMENT

CUSTOMERS

MANAGEMENT/S
YSTEM
HUMAN
- HRM
RESOURCE - PRODUCTION
- PROCESSING
- MARKETING
- LOGISTIC
- IT
- LEGAL
- ect
IF YOUR EMPLOYEE LOOKS LIKE THIS PROBABLY EASY TO MANAGE
 HUMAN FACTOR
(FAKTOR MANUSIA)
SIAPAKAH DIRI KITA
SEBENARNYA?
 SIAPAKAH DIRI KITA
SEBENARNYA?
• KEJADIAN & KELAHIRAN
• DIRI KITA
• NILAI DIRI
• PENINGKATAN NILAI DIRI
1: KEJADIAN & KELAHIRAN

IBU + BAPA DIRI KITA

 HUMAN BEING
(MANUSIA)
DIFFERENT
VISION/GOALS/ UNIQUE
OBJECTIVES

DIFFERENT
COMPLEX
CULTURE

DIFFERENT COMPLICATED
ETNICS/BACKGROUND
IBU + BAPA

DIRI KITA
FIZIKAL & MENTAL/SIPIRITUAL

OTAK
KANAN & KIRI

AKAL

KEBAIKAN (+) KEBURUKAN (-)

NILAI
 2: DIRI KITA
• LUARAN (FIZIKAL)
- Bentuk tubuh
- Rupa paras

• DALAMAN (SIPIRITUAL)
- Dikuasai oleh: otak pemikiran (akal)
- Otak kanan (kreatif) & otak kiri (logika)
- Akal mempertimbangkan baik/buruk (nilai).
 3: NILAI DIRI
PERBEZAAN DIANTARA KEKUATAN &
KELEMAHAN SESEORANG INDIVIDU.

• KEKUATAN:
- sikap, personaliti & tanggapan yg
positif (baik) pada seseorang.
• KELEMAHAN:
- sikap, personaliti & tanggapan yg
negatif (buruk) pada seseorang.
 FAKTOR-FAKTOR PEMBENTUKAN
NILAI DIRI
• DIRI SENDIRI

• PERSEKITARAN
- Ibu & bapa
- Keluarga
- Kawan-kawan
- Lain-lain faktor persekitaran
• Ekonomi
• Politik
• Sosial
• Budaya
• Demografi
• Geografi
• Persaingan
• Teknologi
KAITAN INDIVIDU & PEMBENTUKAN
NILAI DIRI DENGAN PERSEKITARAN

KELUARGA

UDARA, TANAH
& RAKAN
AIR

FLORA &
INDIVIDU ORGANISASI
FAUNA

GLOBAL MASYARAKAT

NEGARA
 KEPENTINGAN NILAI DIRI
• ASAS pembentukan BUDAYA (culture).

• BUDAYA: (cara hidup)

Elemen budaya:
- Hero : mentor, guru, dll
- Simbol : kostum, religion, dll
- Ritual : adat, perayaan, protokol, dll
- NILAI
 NILAI RAKYAT MALAYSIA
• Keputusan ramai/demokrasi
(Focus on collectivity).
• Orientasi hubungan (Relationship-oriented).
• Menghormati orang tua (Respect elders).
• Ketaatan (Loyalty).
• Lapisan kekeluargaan (Hierarchical).
• Kefahaman keugamaan (Religion).
• Kehamonian/Kedamaian (Harmony).
• Maruah (Face/dignity).
 3: PENINGKATAN NILAI DIRI
• KEBOLEHAN & MOTIVASI
• ISU PANDAI & CERDIK
• BEKERJAYA
• KEPENTINGAN INDIVIDU DALAM
ORGANISASI
• KITA SEBAGAI PEMIMPIN &
USAHAWAN/ INTRAPRENEUR
 (i) KEBOLEHAN & MOTIVASI
(Asas produktiviti individu)
• Individu (sumber manusia) yg produktif iaitu seseorang yang
mampu melaksanakan tugas dengan efektif & efisien.

• BERKAITAN DENGAN PERLAKSANAAN TUGAS

(JOB PERFORMANCE):

Perlaksanaan Tugas = f (Kebolehan) (Motivasi)

• Kebolehan = Pengetahuan + Kemahiran

Pendidikan + Latihan

• Motivasi = Sikap

Pembangunan
 (ii) ISU PANDAI & CERDIK
• PANDAI = KEBOLEHAN
(pengetahuan + kemahiran)

• CERDIK = TAHU MENGGUNA AKAL/KEPINTARAN

(tahu menggunakan KEBOLEHAN tertentu pada
MASA tertentu dan di TEMPAT tertentu).
 (iii) BEKERJAYA

• SUATU PEKERJAAN

• MEMPUNYAI CIRI-CIRI BERIKUT:

- PROSPEK
- GANJARAN (EKTRINSIK &
INTRINSIK)
- SUASANA PEKERJAAN
 PEMBANGUNAN KERJAYA

1.Pekerja kepada majikan (pekerja).

2.Bekerja sendiri (self employed) (BOSS +

pekerja).

3.Anda seorang BOSS (taukeh).

 (iv) KAITAN INDIVIDU &
SUMBER MANUSIA DALAM ORGANISASI
• INDIVIDU DATANGNYA DARI LUAR SESEBUAH
ORGANISASI.

• SETELAH MENJALANI PROSES PEMILIHAN

SESEORANG INDIVIDU AKAN MENJADI
SUMBER MANUSIA TERPENTING PADA
SESEBUAH ORGANISASI.
 PENTINGNYA SUMBER MANUSIA DALAM
PEMBANGUNAN ORGANISASI
• Sumber terpenting & terhad.
• Memiliki kebolehan (pengentahuan &
kemahiran) & motivasi.
• Susah dibangun & dikekalkan tahap
kebolehan & motivasi.
• Sensitif – sukar memahami & memenuhi
keperluan ekonomi & sosial.
 (v) KITA SEBAGAI PEMIMPIN &
USAHAWAN/’INTRAPRENEUR’
• PEMIMPIN:
- Ada pengikut.
- Dilantik/diterima oleh pengikut.

• USAHAWAN:
MEMPERNIAGAKAN HASIL KREATIVITI/INOVATIF SENDIRI.

• PENIAGA:
MEMPERNIAGAKAN HASIL KREATIVITI/INOVATIF ORANG LAIN.

• INTRAPRENEUR:
- PEKERJA yang produktif
- mengutamakan produktiviti
(faedah > kos)
 Kata-kata Prof. Hamka:

Disaat KELAHIRAN kamu menangis tetapi orang lain

gembira menerimanya, oleh itu BERUSAHALAH
UNTUK KEJAYAAN SEMASA HIDUPMU agar
disaat KEMATIAN biar kamu tersenyum
menerimanya tetapi orang lain akan bersedih
menghadapinya.
 DEFINITIONS OF HRM
Definition of Human Resource Management Human resource
management (HRM), as defined by Bratton, J. & Gold, J.
(2003), is
“A strategic approach to managing employment relations
which emphasizes that leveraging people’s capabilities is
critical to achieving sustainable competitive advantage,
this being achieved through a distinctive set of integrated
employment policies, programs and practices.”

Purpose:
• To ensure people employed by the organization are being
used as efficiently and effectively as possible and they
contribute towards achieving the organizational goals.
• To improve the productive contribution of people to the
organization in ways that are strategically, ethically and
socially responsible.
• The utilization of a firm’s human resources to
achieve organizational objectives.
• A group of people who work together to
achieve common goals.
• Human Resource Management (HRM) is the
function within an organization that focuses on
recruitment of, management of, and providing
direction for the people who work in the
organization.
• ‘It is the organizational function that deals with
issues related to people such as compensation,
hiring, performance management, organization
development, safety, wellness, benefits,
employee motivation, communication,
administration and training”.
 Benefits of effective
human resource management
• Employees will be satisfied and motivated thus enabling
them to perform their duties to the best of their
abilities.
• Help an organization to improve its performance and
increase success.
• Encourage talent retention by making employees work
meaningful and providing them with career satisfaction.
• Enables employees to develop their personal and
organizational skills and knowledge (abilities)
consequently increasing their ‘market value’.
• Looks into the welfare and safety of the employees.
 HISTORICAL FOUNDATIONS
1850 - 1920 : INDUSTRIAL REVOLUTION
- Specialization
- Exploitation of workers
- Worker alienation

1930 - 1950: HUMAN RELATION

- Emphasis on supervisory training
- Recreational programs
- Welfare programs

1960 - 1990: NEW DEVELOPMENTS

- Increased labour legistlation
- Organizational growth
- Rapid technological changes
- Improvement of labour training
requirements
- Utilization of advanced technologies
- Increasing of women labours
- Less skilled labours
• The terms "human resource management" and "human
resources" (HR) have largely replaced the term
"personnel management" as a description of the
processes involved in managing people in organizations.

• Human resource management has it roots in the late and

early 1900's when jobs became less labor intensive due to
machinery.

• This movement was started by Frederick Taylor when he

wrote about it a book titled The Principles of Scientific
Management.
- To maximize prosperity for the employer.
- To maximize prosperity for each employee.
• Development of modern human resource management
through:
- Involvement of the industrial welfare
movement (voluntary effort by employers) - to
improve the conditions of employees inside
and outside of the work place.

- To provide assistance to employees to

purchase a home, medical care, or
assistance for education.

- Human relations movement - focused on

employees group behavior and employees
feelings.
 TARGET OBJECTIVES

• To improve the overall organizational performance

by improving employees’ performances as well as
training and giving them opportunities to be more
effective and productive.

• To satisfy the needs of the employees, so in turn;

they are better equipped to be more productive in
achieving the objectives of the organization.
 OBJECTIVES OF HRM
• Organizational objective
• Functional objective
• Societal objective
• Personal objective

ORGANIZATIONAL OBJECTIVE:
- To contribute to organizational effectiveness
and efficiencies.
- To assist management to solve HR issues.
FUNCTIONAL OBJECTIVE:
- To maintain the department’s contribution at a level
appropriate to the organization’s needs.

SOCIETAL OBJECTIVE:
- To be ethically and socially responsive to the needs
and challenges of society while minimizing the
negative impact of such demands on the
organization.

PERSONAL OBJECTIVE:
- To assist employees in achieving their personal goals.
 RELATION OF ACTIVITIES TO OBJECTIVES IN HRM
MANGEMENT OBJECTIVES SUPPORTING ACTIVITIES
• SOCIETAL OBJECTIVE 1. Legal compliance
2. Benefits
3. Union-management relations

• ORGANIZATIONAL OBJECTIVE 1. Human resource planning

2. Employee relations
3. Selection
4. Training & development
5. Appraisal
6. Placement
7. Assessment

• FUNCTIONAL OBJECTIVE 1. Appraisal

2. Placement
3. Assessment

• PERSONAL OBJECTIVE 1. Training & development

2. Appraisal
3. Placement
4. Compensation
5. Assessment
 AREAS OF HUMAN RESOURCE
FUNCTIONS
  compensation and
• Must understand complex
benefit systems, apply labor relations law,
forecast working needs, increase individual
and organizational learning, and implement
organizational change.

• Must possess broad based business acumen

so that they can contribute to the business
strategy and help manage operations.
 Human Resources Managers posses
a new important role, that requires
demanding skills and responsibilities, and multiple fu
nctions
within the organization:

• Human Resources Development is dedicated to

improving the performance of individuals.
• Organizational Development: is dedicated to
improving the performance of groups.
• Human Resources Management is dedicated to
managing the performance of individuals and groups.
• Environmental Engineering is dedicated to providing
the tools and facilities that support improved
performance.
CHARACTERISTICS OF A HUMAN
RESOURCE PROFESSIONAL
•   people
Energized by helping
• A good communicator
• Calm under pressure
• Able to think critically
• A good listener
• Interested and savvy in business
• Good at analyzing data and people
 THE HUMAN RESOURCE MANAGER
 
• The firm has more than 100 employees.
• Employees are represented by a union.
• Turnover is very high (and costly).
• The need for skilled or semi-skilled labour
creates problems in recruitment or selection.
• Employee morale is low.
• Competition for good personnel is especially
keen in the market area.
 
ENVIRONMENTAL
CHALLENGES
 EXTERNAL CHALLENGES
1. WORKFORCE DIVERSITY:

• Demographics.
- Ethnic, age, education level, income level, sex, marital status, etc

• Cultural and attitudinal diversity.

- Cultural values, social norms.

• Diversity through immigration and migration.

- Immigration – movement inter countries.
- Migration – movement intra country.

• Diversity and professionals.

- Increase aging workforce & professionals.
- Increase young workforce.
- Less work opportunities for new job entrants.
2. TECHNOLOGICAL CHALLANGES:
• Robots
• Artificial intelligence
• Shrink job opportunities
• Increased demands for skilled workers

3. ORGANIZATIONAL CHALLENGES:
• Increasing pressure from unions – higher wages &
better welfare.

4. INFORMATION SYSTEMS:
• Requirement large amount of detailed information –
to make quality HR decisions.
• To safeguard the privacy of employee records.
5. ORGANIZATIONAL CULTURE AND CONFLICTS:
• Organizational culture reflects the past and shapes of
the future.
• Need to adjust proactively to achieve acceptable
organizational culture.
• Need to resolve conflicts in workplace.

6. PROFESSIONAL CHALLENGES:
• Required personnel with high abilities (knowledge
and skills) and relevant dynamic job experiences.
 INTERNATIONAL CHALLENGES
• Globalization
• Legal requirements
• Government interference
• Merging and acquisition
• Information accessibility
• Employee rights
• Equal employment & opportunities
• Training and development
• Education and career development
• Overseas placement
• Orientation
• Age discrimination in employment
• Compensation and protection (safety & health)
• Employee relations and assessment
• Immigration
• Workplace diversity
• Cultural awareness
• Changing roles of women
• Sexual harassment
 MENGAPA PERLU SENSITIF TERHADAP
PERUBAHAN PERSEKITARAN
• Tidak mampu mengubah/mempengaruhi
perubahan faktor-faktor persekitaran.
• Terdapat peluang, ancaman & arus.
• Mempengaruhi struktur oganisasi, sistem/budaya
kerja, dll
• Mempengaruhi kelakuan individu.
 KESAN JIKA TIDAK BERSEDIA MENGHADAPI
PERUBAHAN
• Jadi manusia yang tidak berkebolehan &
bermotivasi.
• Tidak mampu megeksploitasi peluang-peluang.
• Rapuh menghadapi ancaman-ancaman.
• Merugikan pengwujudan diri.
• Menyusahkan masyarakat & negara.
 HUMAN RESOURCE PLANNING
• Systematically forecasts an organization’s future demand for
supply of employees.
• To develop staffing plans that support the organization’s
strategy by allowing it to fill job openings proactively.

DEMAND FOR HUMAN RESOURCES:

Causes of Demand:
• External challenges
• Organizational decisions
• Workforce factors (retirement, termination, death, leaves)

Forecasting Techniques:
• Expert forecasts
• Trend projection forecasts
• Other forecasting methods
SUPPLY OF HUMAN RESOURCES:

• Estimates of internal supply:

- Human resource audits
- Succession planning
- Replacement charts and summaries

• Estimates of external supply:

- External needs
- Labour market analysis
- Community attitude
- Demographics
SURPLUS OF EMPLOYEES:
• Restricted hiring
• Reduced working hours
• Early retirement
• Layoff

DOWNSIZING: (restructuring/rightsizing)
A reduction in the number of people
employed by a firm.
 PLANNING NEED & REQUIREMENTS
• Planning staff levels requires that an assessment of present
and future needs of the organization be compared with
present resources and future predicted resources.

• First step is to take a 'satellite picture' of the existing

workforce profile (numbers, skills, ages, flexibility, gender,
experience, forecast capabilities, character, potential, etc.
of existing employees) and then to adjust this for 1, 3 and
10 years ahead by amendments for normal turnover,
planned staff movements, retirements, etc, in line with the
business plan for the corresponding time frames.
 Future staffing needs will derive from:
 
• Sales and production forecasts.
• The effects of technological change on task needs
• Variations in the efficiency, productivity, flexibility of labor
as a result of training, work study, organizational change,
new motivations, etc.
• Changes in employment practices (e.g. use of subcontractors
or agency staffs, hiving-off tasks, buying in, substitution,
etc.)
• Variations, which respond to new legislation, e.g. payroll
taxes or their abolition, new health and safety
requirements.
• Changes in Government policies (investment incentives,
regional or trade grants, etc.)
 DEVELOPING A HRM STRATEGY
Two critical questions must be addressed:

• What kinds of people do you need to manage

and run your business to meet your strategic
business objectives?

• What people programs and initiatives must

be designed and implemented to attract,
develop and retain staff to compete
effectively?
 Seven steps to developing a human
resource strategy
• Step 1: Get the 'big picture‘
• Step 2: Develop a Mission Statement or Statement of
Intent
• Step 3: Conduct a SWOT analysis of the organization
• Step 4: Conduct a detailed human resources analysis
• Step 5: Determine critical people issues
• Step 6: Develop consequences and solutions
• Step 7: Implementation and evaluation of the action
plans
To answer these questions four key dimensions of an
organization must be addressed
• Culture:
the beliefs, values, norms and management style of the
organization
• Organization:
the structure, job roles and reporting lines of the organization
• People:
the skill levels, staff potential and management capability
• Human resources systems:
the people focused mechanisms which deliver the strategy -
employee selection, communications, training, rewards, career
development, etc.
LEGAL REQUIREMENTS OF HUMAN
RESOURCE MANAGEMENT
 MALAYSIAN LABOUR LAWS
• Employment Act 1955 (incorporating 1998 amendments)
- involved ALL aspects of employment.

• Employees Provident Fund Act 1951

- involved retirement benefits for employees.

• Employees’ Social Security Act 1969

- involved insurance and protection for employees and their families in cases of
injury or.death.

• Workmen’s Compensation Act 1952

- to compensate the employees in cases of injury during employment.

• Occupational Safety and Health Act 1994

- concerned the safety, health and welfare of employees.

• Trade Union Act 1959

- concerned the formation of trade union among employees.

• Industrial Relation Act 1967

- concerned with regulations of the relations between employers and workmen
and their trade unions.
• The Industrial Relation Act 1967
- concerned with relations between employers and employees and
their trade unions & settlement of differences/disputes from the
relationship and unions.

• The Trade Union Act 1959

- concerned with rights and limitations of employees and their trade
unions.

• The Children and Young Persons (Employment) Act 1966

- regulates the employment of children and young persons.

• The Factories and Machinery Act 1967

- provide control of factories regarding safety, health and welfare
of the employees.

• The Wage Councils Act 1947

- provides for statutory fixation of minimum wages for employees
in particular industries.
Characteristics of an effective system
• Assessing needs.
• Recruiting employees
• Screening candidates
• Selecting and hiring
• Orienting new employees to the new business
• Deciding compensation issues
 ASSESSING PERSONNEL NEEDS
Most important principles:
• All positions should be filled with people who
are motivated and possess the abilities
(knowledge & skills) to perform the job.
• Accurate and realistic job specifications.
• Accurate and realistic job description.
• Employees chosen on the basis of motivation
and abilities available.
• Specific job expectations are clearly spelled
out.
 Assessing personnel needs
(audit of future requirements)
• Can the work load you visualize be accomplished by the
present workforce? Does it need more or less employees?
Consider seasonal patterns of demands and probable
turnover rates.
• Can any jobs be eliminated to free people for other work?
• What balance of full-time or part-time, temporary or
permanent, hourly or salaried personnel do you need?
• What does the labor supply look like in the future?
• Will you be able to fill some of the jobs you have identified?
How easily?
• What qualifications are needed?
SELECTION PROCESS:

Process of selecting a competent person for each

position is best accomplished through a
systematic definition of the requirements for
each job, including the skills, knowledge and
other qualifications that employees must possess
to perform each task.

To guarantee that personnel needs are

adequately specified:
• conduct a job analysis.
• develop a written job description.
• prepare a job specification.
 Job Analysis
• Job analysis is a systematic investigation that collects
all information pertinent to each task performed by an
employee.

• Identify the skills, knowledge and abilities required of

that employee, and determine the duties,
responsibilities and requirements of each job.

• Job analysis methods:

- Questionnaires
- Observation
- Interviews
- Employee recording
- Combination of methods
To obtain information for a job analysis, your
need to seek answers to the following:

• What is the purpose of the job?

• What tasks are involved in the job?
• What qualifications and skills are needed to do it
effectively?
• In what kind of setting does the job take place?
• Is there much public contact involved?
• Does the job entail much time pressure?
 Then identify the following:
• Job title.
• Department.
• Supervision required.
• Job description -- major and implied duties and responsibilities.
• Unique characteristics of the job including location and physical setting.
• Types of material used.
• Types of equipment used.
• Qualification
• Experience requirements.
• Education requirements.
• Mental and physical requirements.
• Manual dexterity required.
• Working conditions (inside, outside, hot, cold, dry, wet, noisy, dirty,
etc.).
 Job Description
• The job analysis is used to generate a job
description, which defines the duties of each
task, and other responsibilities of the position.
• The description covers the various task
requirements, such as mental or physical
activities; working conditions and job hazards.
• The approximate percentage of time the
employee should spend on each activity is also
specified.
• Job descriptions focus on the what, why, where
and how of the job.
- A document that provides information
regarding the tasks, duties and
responsibilities of a job.

- Job title, location & grade.

- Relationships
- Purpose of the job.
- Lists of duties & responsibilities.
- Terms & conditions.
- Negative aspects of the job.
- Future prospects.
 Job Specification
• The job specification describes the person
expected to fill a job.
• It details the knowledge (both educational
and experiential), qualities, skills and abilities
needed to perform the job satisfactorily.
• The job specification provides a standard
against which to measure how well an
applicant matches a job opening and should
be used as the basis for recruiting.
Job specification
- A document that outlines the minimum
acceptable qualifications a person
should possess to perform a particular job.

- Academic qualifications
- Working experience
- Attainments/achievements
- Attitude
- Interests
- Physical factors
- Disposition
- References
RECRUITMENT
 JobAnalysis
Job analysis
- Job Description
- Job Specification

Attract
Attractapplicants
applicants

Collect
Collectinformation
informationononapplicants
applicants

Offer
Offerjob to to
jobs suitable candidate
suitable candidate

Hold
Holdinduction
inductionprogram
program
 RECRUITING
• Aware of the legal environment (legislation) in which the
business operates, especially:
- Malaysian Employment Act 1955
- Industrial Relations Act 1967
- Trade Union Act 1959

• Extremely important to efficient recruiting.

• Also a need to be aware of discriminatory elements such as:

- Race/Origin.
- Sex Preference
- Weight.
- Disability.
- Handicap.
- Political activity, etc
 Methods of Recruitment
• Internal searches
• Public and private employment agencies
• Job fair and hiring exhibitions
• College campuses and career offices
• Trade shows
• Referrals from employees or colleagues in the
industry
• Newspaper and Internet advertising
• Corporate “head-hunters” (people who try to
attract people at other companies)
 Normally the following approaches
are taken:
• Look inside the company
• Networking and personal references
• Employment agency or search firm
• Unsolicited résumé
• Newspaper or Internet want ads

Effective recruiting requires

that you know where and how
to obtain qualified applicants.
 Major Sources of Recruitment
• Present employees
- Promotion from within tends to keep employee morale high.
- Current employees should be given first consideration for
any job openings.
- Shows support and appreciation of current employees.

• Unsolicited applicants
- Businesses receive many unsolicited applications from
individuals.
- Should kept on file for future reference.

• Education Institutions (Schools/Colleges/Universities)

- Recruitments at schools, trade schools, vocational
schools, colleges especially if prior work experience is not a
major factor in the job specification.
- Excellent sources for part-time employees.
 
 NST
10/7/2009
• Public employment offices
- The Employment Service of the Ministry of Human
Resource and state employment offices to provide
no-cost brokerage of applicants who are seeking
employment.
- They also have an up-to-date file on potential
employees who possess a wide range of skills.

• Private employment agencies

- These firms provide a service for employers and
applicants by matching people to jobs in exchange for
a fee.
- Some fees are paid by the applicants, and there is no
cost to the employer; for highly qualified applicants in
short supply, the employer sometimes pays the fee.
• Advertising
- Gaining access to the pool of potential employees.
- Simplest BUT could be costly.
- More sophisticated methods involve using local
media, primarily print sources such as daily and
weekly newspapers.
- The classified pages of newspapers are frequently
consulted by active job seekers, including
currently employed individuals who may be
tempted by a more attractive position.
- Other advertising media include radio and
television. Tend to have a wider appeal than the
newspaper; however, the price of an
advertisement is correspondingly higher.
• Employee referrals
- References by current employees may provide
excellent prospects for the business.
- Evidence suggests that current employees
hesitate to recommend applicants with below
average ability.

• Specialty media publications

- Such as trade association magazines and
newsletters, may also produce quality job applicants.
- There are efforts in some parts of the country to
offer business employers access to internet and
community bulletin boards.
• Word of Mouth
- Most commonly used & effective recruiting
sources in the business community.

• Specialty media publications

- Such as trade association magazines and
newsletters, may also produce quality job applicants.
- There are efforts in some parts of the country
to offer business employers access to internet
and community bulletin boards.
 
 SCREENING
• Screening process provides information about an
individual's skills, knowledge and attitudes,
enabling a potential employer to determine
whether that person is suited to, and qualified
for, the position.

• Hiring an overqualified person can be as harmful

as hiring an under-qualified person.

• Job application started with:

- Application forms
- Resume
 COLLECT INFORMATION ON APPLICANTS
• Application form
- Provides information on the person's background and
training and is the first means of comparing the applicant with
the job description.

- Following information is asked on an employment

application form: name, address, telephone number, national
registered identity card number (myKad), kind of work desired,
work experience, education, hobby, computer skills and references.

• Resume (CV)
- Provide information about the applicant, regarding
personal profile, education background, working experience,
achievements, skills, hobbies and references.
- Appropriate for executive, professional and other relevant
managerial positions.
 RESUME/CV
• Self promotion

• Communication medium
(observed by potential employer: Average:
10 – 20 sec. Maximum: 2 – 3 minutes).

• Objective: to win an interview.

• Mission: create an outstanding resume as a

superior candidate for the job.
 HINTS ON RESUME WRITING
• Specific & direct
• Create interest

COMMON FAULTS IN RESUME WRITING

• Lengthy
• Very sketchy & short
• Very wordy
• Exaggerated
• Not professional
• Grammatical errors & misspelled words
• Lacking career objectives
• Boasting
• Fraud
 Resume Preparation
• Fresh graduate/applicant
• Experienced applicant

Fresh Graduate/Applicant
• Personal Profile:
- Name
- Address
- Contact Numbers & E-Mail

• Summary:
Brief summary about positive values of yourself.

• Objective:
State you career objective, normally related to the job you applied.

• Academic Qualifications:
- List all relevant academic qualifications (include: qualification types, dates
offered & brief explanation about the study contents/modules).
- Enclosed the detail transcripts.
• Papers and Publications:
List all relevant papers and publications (include: titles, date & brief explanation of
the papers and publications).

• Awards and Achievements:

List all relevant awards and achievements (include dates).

• Memberships:
List all participated clubs & associations during studies & outside (include the
appointed posts in the clubs & associations).

• Sports & Extracurricular Activities:

List all participated sports & extracurricular activities (include any appointed posts
& duration participated).

• Skills:
List all acquired skills, e.g. linguistic, IT programs, etc

• Personal Interest and Hobbies:

State your personal interest and hobbies.

• Referees:
List at least TWO distinguished referees who could provide recommendations.
 Experienced Applicant
• Personal Profile:
- Name
- Address
- Contact Numbers & E-Mail

• Summary:
Brief summary about positive values of yourself.

• Objective:
State you career objective, normally related to the job you applied

• Job Experiences:
List all relevant job experiences (include: posts, duration, brief explanation
about the jobs & achievements).

• Papers and Publications:

List all relevant papers and publications (include: titles, date & brief
explanation of the papers and publications).
• Awards and Achievements:
List all relevant awards and achievements (include dates).

• Memberships:
List all participated clubs & associations during studies & outside (include
the appointed posts in the clubs & associations).

• Sports & Extracurricular Activities:

List all participated sports & extracurricular activities (include any
appointed posts & duration participated).

• Academic Qualifications:
- List all relevant academic qualifications (include: qualification types,
dates offered & brief explanation about the study
contents/modules).
- Enclosed the detail transcripts.
• Skills:
List all acquired skills, e.g. linguistic, IT programs, etc

• Personal Interest and Hobbies:

State your personal interest and hobbies.

• Referees:
List at least TWO distinguished referees (with full information) who could
provide recommendations. Please informed the referees before listed
their information.

IMPORTANT:
• List the most recent events/information first.
• Use PROPER English for corporate resume/application & Bahasa Malaysia for
government resume/application.
• Enclose a cover letter, stated current and expected pay (BUT be careful not to be
trapped with expected pay).
• Enclose a recent pleasant & presentable (official) photograph.
• Prepare a presentable cover and properly binded (advisable to furnish with
plastic cover).
• Enclose ALL photocopies of diplomas, certificates & letter of attendances
(advisable ALL documents to be certified for government resume/application).
JOB INTERVIEW
DEFINITION
- A job interview is a process in which a
potential employee is evaluated by an
employer for prospective employment in their
company, organization, or firm, and was
established in the late 16th century.

- The job interview gives the potential

employee and potential employer a chance
to learn more about each other.
• During the interview, the manager learns more about
the applicant through face-to-face contact, including
observation of personal appearance.
• The interview should be guided, but not dominated,
by the manager as it is important to let the candidate
speak freely.
• Whenever possible, the interviewer should ask
questions that are directly related to the job.
• Devise a list of questions that will adequately assess
the applicant's qualifications while meeting the
specifications for the job.
• Other screening techniques include employment tests
and physical examinations. Some employment tests
measure aptitude, achievement, intelligence,
personality and honesty. A physical examination
determines if the applicant meets the health standards
and physical demands of the job.
 Three major errors often committed in
the personal interview
• Failure to analyze the requirements of the job in
sufficient detail to generate valid questions.

• Failure to ask candidates the right questions to

determine their strengths and weaknesses, and
their fit with the job.

• Too much reliance on gut reaction instead of

objective evaluation of candidates based on criteria
established in the job specification.
List of techniques to select the right applicant for the job

• Review the job description before the interview.

• Break the ice -- establish a friendly atmosphere.
• Develop an interview time plan and stick to it.
• Keep an open mind, i.e., don't form an opinion too early.
• Give the candidate time to tell his or her story; do not talk
too much.
• Present a truthful picture of the company and the job.
• Listen carefully, concentrate and take notes.
• Avoid detailed discussion of salary too early in the
interview.
• Be courteous.
• Do not leave the candidate hanging -- discuss the next
step in the hiring process and the timing
12 TIPS OF SUCCESSFUL INTERVIEW
• Be smart.
• Eye contact.
• Handshake.
• Sell yourself.
• Listen.
• Don’t waffle/panic.
• Body language.
• Ask questions.
• End with a smile.
• Punctuality.
• Prepare.
• Know your CV/Resume.
 HOW TO DRESS FOR A JOB INTERVIEW
• Neat hair.
• Clean look.
• Professional outfit.
• Briefcase/portfolio.
• Comfortable shoes.

OPTIONAL:
• Tasteful jewelry.
• Suble fragrance.
• Manicure.
• Natural looking make-up.
• New haircut.
Some tips:
• Ask dress code.
• Align with what other employees wear.
• Don’t be over-dressed.
• Tasteful.
• Clean.
• Prepare early.
• Reach early.
• No ‘drink’ & smoke.
 Personal Grooming
• Personal grooming (also called titivating) is
the art of cleaning, grooming, and maintaining
parts of the body.
• Grooming in humans typically includes
bathroom activities such as primping: washing
and cleansing the hair, combing it to extract
tangles and snarls, and styling. It can also
include cosmetic care of the body, such as
shaving.
 Elements of Personal Grooming
• First impression.
- Conversation.
- Punctuality.
- Honest.
- Presentable.
- Smile.
- Attitude.

• Appearance
- Clothes
- Shoes
- Belt/handbag
- Watches
- Hair
- Nail
• Body language
- Facial
- Eye contact
- Smile
- Hand/leg

• Voice
- Tone (loudness)
- Slang/lingo
- Pronunciation
- Sound sincere & confident

• Breath
• Smell

• Handshake
- Not bone crushing
- Eye contact while handshake

• Etiquette
- Respect culture including values.
Personal Grooming Tips for Business Men
• Take a hard look at the condition of your shoes and
clothing (careful with colours & fashions).
• Better be conservative (exceptional if you are in the
entertainment of fashion industry).
• Clean your face at least twice a day with a face cleanser.
• Apply a moisturizer.
• use a solar protector - the most effective
anti-aging solution.
• Keep your hair in good shape; a good haircut every 4 to 6
weeks will keep your hair looking great. 
• Keep your eyebrows in control.
• Know the right tie knot.
• Choose the right belts (colours & buckels).
• Apply proper & appropriate fragrant (for day/night &
relevant to the functions official/casual) .
 Personal Grooming Tips for Business Women
• Perfumes, Scents, and Odors in the Workplace:
- Avoid wearing perfume and heavily- scented
products in all business settings.
- Never smell like smoke

• How to Present Professional Looking Fingernails and

Hands:
- Women often use their hands to talk with so they
become a focal point.
- It is important to have hands and fingernails
looking professional -- not like you are heading out for a
wild night on the town.
- Nails should be clean, and trimmed or sculpted.
Avoid wearing unusual or shocking nail colors. Nail
art and nail jewels are not acceptable for business
meetings.
• Hairstyling Tips for Business Women:
- Style should be neat and conservative, and preferably off
the face.
- With few exceptions, hair color should not be shocking or
unusual (leave blue hair for Halloween).
- Hair sprays and gels that have a strong scent or odor
should be avoided.

• Business Makeup Advice:

- Keep it simple and appropriate for daytime. Wearing no
makeup at all is almost as bad as wearing too much makeup.

• Appropriate Jewelry for Business Women:

- Jewelry should not be noisy (no metal bangle bracelets),
too large, or costume jewelry.
- Keep earrings small, simple, and above the earlobe.
- It is better to wear no jewelry at all, than too wear too much
jewelry. But all business women should at least wear a nice,
conservative wrist watch.
HOW TO OVERCOME NERVOUSNESS

• Preparation
– Know yourself.
– Know your target employer.
• Practice.
• Rowboat technique.
 3 THINGS FOR A SUCCESSFUL
INTERVIEW
1. You must have a strategy.

2. You must prepare for the interview.

3. You must know how to conduct

yourself in the interview.
 INTERVIEW STRATEGY
MAKE SURE YOU CAN BE REMEMBERED:

- Skills
- Knowledge/qualifications
- Experience

TWO THINGS NEED TO UNDERSTAND ABOUT THE INTERVIEW

PROCESS:

1. Its all about the equal exchange of information in the interview.

2. You need to understand what the interviewer is looking for:
(i) Can you do the job?
(ii) Can you do the job at their company?
(iii) Do you fit?
 Interview Preparation
(i) Personal Preparation
Physical Preparation:
– Health awareness to remain healthy.
– Personal grooming to look smart.
– Prepare proper dressing.
– Prepare favourable fragrant and cosmetic (for ladies).

Mental/Mind Preparation:
• Acquire detail information about the organization. Need to
visit the organization and some information could be retrieve
from internet and libraries.
• Advisable to make personal analysis about the organization
and the related activities.
(ii) Document Preparation:

• Ready all original diplomas and certificates

relevant to academic qualifications and
intended seminar/training (all documents
should be properly labeled and arranged in a
clear folder).

 
(iii) Logistic Preparation:

Before Interviewing Date:

• Determine the convenient routes to the location of the

interview.
• Determine the mode of transportation to the location of
the interview.
• Determine the parking area to park your transport safely.
• Determine your transport is thoroughly checked before the
interview session.

During the interview date:

• Make sure you reached the interview venue early (30 to 45

minutes before the interview time).
• Park your transport in safe parking area.  
Conducting the interview
- Timing
- Venue
- Condition of interview room
- Number of interviewers
- Topics/subjects to be discussed in
the interview
- Ask the right questions
- Avoid stress techniques
- Establish rapport
- Closing remarks
- After the interview
What is wrong with the situation?
What is wrong with the candidate and interviewers?

How should the candidate present himself at the interview?

How should the interview being conducted?

 How You Will Be Assessed?
• First impression.
• Your answers to questions.
• How you speak.
• Your attitude and manner.
• Body language.
• Facial expression.
• Eye-contact.
• Nervousness.
• Your personal appearance.
• The question you ask.
• Tests and other assessment techniques.
 EXECUTING THE INTERVIEW
10 things to do to perform your BEST in an
interview:
1. Arrive early.
2. Know about the position.
3. Listen carefully to questions.
4. Always be positive.
5. Tailor your resume.
6. Delay salary discussions.
7. Make the interview a conversation.
8. Know what the next steps after the interview.
9. Completes your notes.
10.Send a follow up letter (within 24 days).
ANSWERING INTERVIEW QUESTIONS
1. Listen to the question.
2. Be honest.
3. Be positive.
4. Answer only the question asked.
5. Give a structured answer.
- what you did?
- why you did it?
- what you learned from experiences?
When you answer a question you should aim to do the
following things:
• Keep the point – aim to be concise BUT a full answer.
• Structure your answer so that it is logical and can be easily
understood.
• Avoid using specialist words that the interviewer may not
understand.
• Speak up in a confident voice.
• Speak clearly, slowing the speed if necessary.
• Use the voice in a way that reflects the meaning of what you
are saying.
• Avoid body language which conflicts with what you are
saying.
• Don’t argue with the interview unless you are being
encouraged to defend your viewpoint. Even then, remain
agreeable!
IMPORTANT REMINDER
• CALM
• ORGANIZE
• FOCUS
• CONFIDENT
• HONEST
• PUNCTUAL
Categories of Questions You Be Asked?
•  
Education & Training.
• Work History & Experience.
• Interests.
• Ambitions & Motivations.
• Jobs & Organization.
• General Topics.
• Specialist & Technical Topics.
• Family Background & Circumstances.
• Health.
• Self-assessment.
HOW TO RESPOND TO SOME
COMMON QUESTIONS
IN THE INTERVIEW?
 TELL ME ABOUT YOURSELF?
• Good eye contact.
• Relevant experiences.
• Personal qualities.
• Specific examples.
• Connecting examples to reliability.
• Connecting personal qualities to results.
• Connecting communication skills to teaching.
• Relevant character traits.
• Examples of management experiences.
• Reconnecting the fit with opportunity.
• Asking a question in the great way to close and
show interest.
 WHY YOU SHOULD BE HIRED?
• Confidence that you can do the job is a good start.
• Mentioning traits & convictions speaks of who you are.
• Support claims with examples that can be confirmed.
• Researching the company & connecting it to your fit shows
you are serious.
• Good use connecting ethics to success.
• Continue highlighting traits you know the company looking
for employee.
• Sharing what makes you happy shows what motivates you.
• End strong by reinstating your belief that you are a solid fit.
 WHY DO YOU WANT TO WORK HERE?
• Use life experiences that correlate with the opportunity.
• Nice examples of tying value to relevant skills.
• It’s appropriate to share the argument that influenced your
career path.
• Site a variety of duties appropriate to the position.
• Shows progressive in your career.
• Researching company shows seriousness of ambition.
• It’s good to touch upon common philosophies.
• Tie in research findings to further support your desires.
• Be truthful about the challenge and address it.
• Coming back to point is a strong way to close.
WHAT ARE YOUR SALARY EXPECTATIONS?
• Researching shows you understand your market
value.
• Using ‘fair’ relay your intentions.
• Highlight the match.
• Unless pressed, share general expectations.

OR

• “Reasonable” shows you are open & fair.

• State expectations without specifics when possible.
• Ending with a question is a good way to start
negotiations.
 WHERE DO YOU SEE YOURSELF IN 5 YEARS?
• Share the key reasons you want to work for the
company.
• Outline your recent position to what you like
about it.
• State professional improvements you’ve done
that support your goals.
• Tie your career goals to specific duties that are
possible with the company.
• Be clear about what you want - the more
specific the better.
• A touch of personality at the end is a great way
to close.
 WHAT IS YOUR IDEAL JOB?
• Great eye contact.
• Support your answer with personal traits.
• Showing that you are a team player in a good thing.
• Tie together those personal traits to tasks that the
job would entail.
• List strengths relevant to the opportunities.
• End strong with the most significant responsibility
of the job.
WHAT IS YOUR GREATEST ACHIEVEMENT?

• Start with an overview then go into the

details.
• Highlight characteristics that contribute to
your achievements.
• Connecting examples to the position in a
strong way to end.
 SHARE A CONFLICT RESOLUTION

• Set the stage with detailed examples.

• It’s good to speak up & state your ethics.
• Did not bad-mouth the employer.
• Conflict resolution style is using scenarios.
• Showing diligence to get a result.
 WHAT WOULD YOU DO TO GAIN RESPECT?

• Start by briefly highlighting your general

plan.
• Briefly state the actions you would take to
enact your general plan.
• Observing and questioning shows your
respect for your new co-workers.
• Making an effort to know your co-workers
shows you are a team player.
 HOW DO YOU STAY CURRENT?
• State your memberships relevant to your
discipline.
• Attending events shows true passion for
growth.
• Rather than just listing publications, state
what you gain from them.
• Listing a variety of sources shows your
learning approach is well-rounded.
• End confidently.
 WHAT IS YOUR DISCIPLINARY STYLE?
• Share how much & why you value discipline.
• Explain the details & the benefits of your
styles.
• Give detailed examples of how you handled
disciplinary actions.
• Share with you like it & the positive traits it
can help develop in a person.
 WHAT ARE YOUR MAJOR
WEAKNESSES?

• State your weaknesses that could

be positive values to the
organization.
• Don’t discredit yourself.
• Justify that you are willing to learn
& upgrade yourself.
 WHAT IS AN
EXIT INTERVIEW?
Do you prepare for that?
 UNCERTAINTIES/CONFLICTS FOR JOB OFFER
(Lingering Questions)
• Am I qualified to perform the job?
• Can I performed the job effectively & efficiently?
• What about the competition in the workplace?
• Can I adapt to the job environment & workplace?
• How long can I survived with the job?
• Am I ready to be relocated away from family & friends?
• Can I survived with the salary?
• How long can I be promoted?
• Should I further my studies?
• Should I getting married soon?
• Should I depend to somebody to finance my life?
• Should I relax and depend to fate?
• I don’t care what happen to my life?
 SELECTING, HIRING & ORIENTATION

• Before making the final selection, one last step should

be taken:
the top candidate's references should be checked for
accuracy and input.

• Offer letter (Job Offer) is awarded to selected

candidate.

• Job offer is a contract

(Contract of Service/Contract of Employment).

• Need to read carefully and understand the whole

terms and conditions before signing and agree with
the job offer.
The Contract of Service/Contract of Employment:

• A contract of service can be either oral or writing.

• Where an employee begins employment with an

employer for a period exceeding 1 month, the
employer shall give to the employee a written
statement of particulars of employment.

• You can provide better terms and conditions to your

employee in a contract of service but not less favorable
then the minimum requirements provided in the
Employment Act 1955.
• A contract of service shall contain particulars of :
– the names of employer and employee
– the date when the employment began
– the place of work or an indication of that and of the address of
the employer
– the title of the job which the employee is employed to do or a
brief description of the work for which a person is employed
– the commencement salary and where applicable other
allowances and bonus
– any terms and conditions relating to :
• probation period
• hours of work
• entitlement to holidays, including public holidays
• overtime pay and leave in lieu
• incapacity for work due to sickness or injury, including any provision
for sick pay and medical bills
• EPF and SOCSO schemes
– the length of notice which the employee is obliged to give and
entitled to receive to terminate the contract of service or a
clause on the manner in which the contract of service may be
terminated.
• An employee handbook should be provided to all new
employees as it communicates important information
about the company to the employee.

• Employee Handbook should cover the following topics:

- Welcome note from the CEO, MD or
owner of the company
- History of the company
- Introduction to the company codes of
ethics
- Company products and services
- Human Resources Policy
- Gazette Holidays
- Disciplinary procedures and appeals, etc
ORIENTATION/INDUCTION:
- Process to familiarize the new recruits with
the working environment.

Important to consider:
- Content of the induction program.
- Organized induction committee.
- Determine when and duration of induction
program.
- Determine how to organize the induction
program.
ORIENTATION/INDUCTION:

You are in the alien’s nation………

 Understanding of Probation
• Probation is a period during which the employer monitors the
employee's performance also known as a working test period.

• The probation period is normally spelt out in the contract of service

or letter of appointment.
 
• If an employer deems it necessary, probationary period can be
extended.
 
• During the probation period, an employer has the right to terminate
the service for poor performance, misconduct, lacks the necessary
aptitude or skill required in the position or under other similar
conditions. Termination under these conditions may be without
notice.

• Upon satisfactory completion of the probation period, the employee

must be informed in writing by the employer stating revised wages
and other terms and conditions where applicable.
 IMPORTANCE OF MOTIVATING EMPLOYEES

• To retain good staff and to encourage them to

give of their best.
• Productivity differences among staffs.

MOTIVATION AS THE KEY TO PERFORMANCE

IMPROVEMENT
Job performance = f(ability)(motivation)
 .
Seven strategies for motivation
• Positive reinforcement / high expectations
• Effective discipline and punishment
• Treating people fairly
• Satisfying employees needs
• Setting work related goals
• Restructuring jobs
• Base rewards on job performance
 Desire most from their job
• security (the highest rated)
• advancement
• type of work
• company - proud to work for
 MOTIVATION THEORIES
• Theory X & Theory Y
• Maslow's theory
- physiological needs (Lowest)
- safety needs;
- belonging/love needs;
- esteem needs; and
- self-actualization needs (Highest)
 APPLICATION OF MOTIVATION THEORIES

• 'Stick' or 'carrot' approach?

• Manager's motivation 'toolkit'

- approval, praise and recognition
- trust, respect and high expectations
- loyalty, given that it may be received
- removing organizational barriers that stand in the way
of individual and group performance job enrichment
- good communications
- financial incentives
• Persuasion
The three basic components in persuasion:
- suggest;
- play on the person's sentiments;
- appeal to logic.

• Job satisfaction
 Job Satisfaction Findings
White-collar workers Blue-collar workers

A. Interesting work A. Good pay

B. Opportunities for development B. Enough help and resources

C. Enough information C. Job security

D. Enough authority D. Enough information

E. Enough help and resources E. Interesting work

F. Friendly, helpful coworkers F. Friendly, helpful co-workers

G. See results of own efforts G.Clearly defined responsibilities

H. Competent supervision H.See results of own work

I. Clearly defined responsibilities I. Enough Authority

J. Good pay J. Competent supervision

 INDIVIDUALIZED MOTIVATION POLICIES
• Fairness, decisiveness, giving praise and
constructive criticism can be more effective
than money in the matter of motivation.

• Three essentials for creating such an

environment are:
- fairness;
- job security; and
- involvement
 BUILDING EMPLOYEE TRUST & PRODUCTIVITY

• Honesty
Suggestions on how to avoid this dilemma:
- Take time to talk with your workers.
- Find out what they're thinking.
- Find out what they'd like to know and tell them
whenever possible.
- Don’t tell only good things
- Allow employees an opportunity to provide you with
information, questions, and suggestions. In this way
communications is two way.
• Fairness
• Communication
Some practical human relations techniques that stimulate
two-way communications include:
- Periodic performance review sessions
(every three months).
- Bulletin boards.
- Suggestion boxes.
- Newsletters.
- Regular open meetings.
• Legal Environment
Laws to protect workers, eg. OSHA
 MOTIVATION THROUGH
TEAM BUILDING
• An effective organization must:
- Share a vision or sense of purpose that all its
employees can articulate.
- Develop a structure appropriate for the
organizational environment (e.g., a structure that
works for a bank may not work for a fire department).
- Strike a balance between reason and intuition so that
its employees are neither too oriented towards nor
too disregarding of “hard” facts.
- Align employees so that everyone is going in the same
direction.
 DEFINITION OF A TEAM
A TEAM IS A GROUP OF PEOPLE WITH
DIFFERENT ABILITIES, TALENTS, EXPERIENCE
AND BACKGROUND WHO HAVE COME
TOGETHER FOR A SHARED PURPOSE. DESPITE
THEIR INDIVIDUAL DIFFERENCES, THAT
COMMON GOAL PROVIDES THE THREAD
THAT DEFINES THEM AS A TEAM.
INDIVIDUAL COMMITMENT TO GROUP
EFFORT – THAT IS WHAT MAKES A TEAM
WORK, A COMPANY WORK, A SOCIETY
WORK, A CIVILIZATION WORK.

- Vince Lombardi
 Characteristics of effective teams share several

• They operate with clearly defined goals and expectations.

• Their leaders lead by example, not by virtue of job titles.
• Their members are allowed a great deal of personal freedom
to get the job done.
• They make decisions in groups.
• They share information.
• They set high standards for themselves.
• They are self–disciplined.
• They acknowledge one another’s contribution and support.
 Team Development
Four key variables in the team development process.
MAKING TEAMS WORK
24 LESSONS FOR WORKING
TOGETHER SUCCESSFULLY
Michael Maginn
1: FORGE A CLEAR, COMMON GOAL

• Move in the same direction.

- Be concise.
- Ask what the goal is.
- Check feasibility: skills, resources &
commitment.
2: CLARIFY MEMBER SKILL AND
RESPONSIBILIES
• Expect that everyone knows what to do.

- Teach team skills.

- Give feedback.
- Seek expertise.
3: TAKE TIME FOR RULES
• Plunge right into the work.

- Write a “constitution” (rules, policies,

operating procedures and values).
- Create rules at the beginning of the
team’s life.
- Start with values (use to create the
team’s rules.
4: AVOID PREDICTABLE PROBLEMS

• Discount the past.

- Anticipate common problems.

- Take action.
- Stay alert.
5: USE THE TEAM CONSTITUTION

• Patiently let the team process take care of

itself.

- Take time to talk about it.

- Change it when it isn’t working.
- Document it.
6: TELL THE NEW FOLKS
• Expect new members to catch on.

- Be aware that new members need an

orientation.
- Focus on the basics first.
- Spend time debriefing the new member
after the first meeting.
7: COLLABORATE, COLLABORATE,
COLLABORATE

• Figure it out yourself.

- Point out team member differences in

background and interests.
- Practice collaboration skills.
- Relax and have fun.
8: BRING IDEAS TO LIFE
• Be careful about what you say.

- Ask team members to be creative.

- Have fun.
- Be patient.
9: LEAP TO CREATIVITY
• Don’t expect your team to come up with
great ideas.

- Practice collaboration like an athlete

practice a sport.
- Change the ambiance to foster
collaboration.
- Watch the behaviour.
10: MAKE SOLID DECISIONS
• Dance around the issues.
- Look at decisions as a series of
projections about the future.
- Use data to help the team determine
what the consequences of different
actions might be.
- If data is not available, use the intuition
of the team.
11: DON’T COMPROMISE
• Go with the majority.

- Spot the compromise.

- Watch the implementation.
- Do it better.
12: DISCOVER CONSENSUS
• Continue to compromise.

- Recognize consensus decisions are

never going to be perfect.
- Work at it.
- Learn consensus skills.
13: SEEK A SHARED VIEW
• Fight it out.

- Explain how consensus works.

- Involve everyone.
- Have a lot of patience.
14: PRACTICE CONSENSUS
DECISION MAKING
• Consensus is easy.

- Explain how consensus works.

- Check the consensus decisions that the
team makes.
- Reward consensus behaviors when you
see them.
15: USE DIAGREEMENT
• Avoid disagreement.

- Recognize that disagreement is

expected.
- Put the emotion away and listen.
- When you see a conflict, label it.
 16: SQUASH CONFLICT VIRUSES

• Let conflict fester.

- Ensure that everyone accepts the

team goal and their role on the team.
- Ask members to forget the past and
focus on the future.
- Practice listening.
17: ACTIVELY MANAGE DIFFERENCES

• Let it slide.

- Deal with facts and data.

- Ask probing questions.
- Leave emotion out of it.
18: TRUST EACH OTHER
• Be wary and protective.

- Work on trust.
- Resolve conflict.
- Recognize trust when you see and feel
it.
19: RUN GOOD MEETING
• Let meetings ramble.

- Think good meetings.

- Use the agenda as the engine of the
meeting.
- Ensure participation.
20: REWARD EACH OTHER
• Assume people feel valued.

- Give team members a choice of

assignment for the next project.
- Post pictures of the team in a public
setting.
- Say “thank you” for the work.
21: REGULARLY SIZE UP YOUR TEAM

• Keep moving ahead.

- Size-up your team.

- Revisit the team’s goals and team
constitution.
- Celebrate progress and improvement.
22: LEAD WITHOUT DOMINATING

• Closely control the team.

- Share power.
- Develop individual team players.
- Learn how to control without directing.
23: ASK FOR HELP

• Tough it out.

- Run simulations.
- Find experts.
- Give permission to not know all the
answers.
24: DON’T GIVE UP
• Give it a couple of honest tries.

- Refocus on the goal.

- Assess how and what the team has
tried.
- Creativity and courage are strong
medicine for difficult team problems.
 1: WAGES AND PAYMENT SYSTEM
PAYMENT STRUCTURE:
Elements of payment structure paid by employers:
• Basic pay (salary or wages)
• Incentives
• Benefits

WHO DECIDE PAYMENT STRUCTURE?

• Employer (company profitability)
• Trade Union
• Government intervention
 COMPENSATION:
OUTLINES & DEFINITIONS
• Compensation is a systematic approach to providing
monetary value to employees in exchange for work
performed.

• Compensation may achieve several purposes assisting

in recruitment, job performance, and job satisfaction.

• Compensation takes two forms:

- direct compensation (wages and salaries) and

- indirect compensation (fringe benefits).
• Direct Compensation
- Wages and salaries are the compensation people
receive on a regular monthly basis. Employees are paid
on the basis of time (month) or on the basis of output (an
incentive plan).

• Indirect Compensation
- Fringe benefits are an important part of the overall
compensation package in most businesses.
- Employee benefits now account for about 40
percent of payroll costs.
- The profitability of the company is one of the
primary determinants of what benefits are offered by
the firm.
 How is compensation used?
• Recruit and retain qualified employees.
• Increase or maintain morale/satisfaction.
• Reward and encourage peak performance.
• Achieve internal and external equity.
• Reduce turnover and encourage company
loyalty.
• Modify (through negotiations) practices of
unions.
 What are different types of
compensation?
• Base Pay  
• Commissions
• Overtime Pay
• Bonuses, Profit Sharing, Merit Pay
• Stock Options
• Travel/Meal/Housing Allowance
• Benefits including: dental, insurance,
medical, vacation, leaves, retirement,
taxes...
Below is a list of options to consider when deciding
which fringe benefits to offer employees.

•  
Medical & Hospitalization
• Maternity & Child Birth
• Dental & Eye Care
• Employees Provident Fund Contributions
• Company Car, Notebook, Mobile Phone
• House/Apartment Rental
• Mileage & Subsistence Claims
• Leaves and Paid Vacations
• Profit Sharing & Share Options
• Pension & Retirement Plans
• Bonuses (Contractual & Merit)
• Life & Personal Accident Insurance
• Education Reimbursement
• Worker's Compensation (SOCSO)
• Discounts on goods/services produced by the company
• Child care
• Employee Meals
• Free Uniforms, etc
 WAGE SYSTEM
Objectives:
• Attract employees to work in the organization.
• Retain efficient employees.
• Motivate employees to perform effectively.
• Establish a simple, easy to administer system.

TWO major system of payment:

• Time-related system.
• Piece-related system.

Factors affecting individual level of pay:

• Seniority
• Performance
• Degree of skill
PAYMENT OF WAGES:
(according to Employment Act)
• Wage period – not be longer than ONE month.
• Frequent payments – acceptable.
• Wages must be paid – no longer than 7th day of next
month.
• Any deduction (other than mandatory/statutory
deduction) must be informed to employees.
• Overtime payments – need only be paid within 14
days of the last day of the wage period.

FAILURE TO PAY WAGES WITHIN THE TIME PERIOD IS

CONSIDERED BREACH OF CONTRACT BY THE
EMPLOYER.
MINIMUM WAGES:
• Malaysia has NO fixed minimum wages except in certain
industries where exist Wages Councils.
• The appropriate minimum wages for:
- Shopworkers
- Hotel & catering industry workers
- Cinema workers
- Penang port stevedores & cargo handlers

REDUCTION IN WAGES:
• No reduction of wages is permitted.
• Any mutual agreement to reduce wages – new (reduced)
wages become the new terms of the contract.
 2: WORKING HOURS
(According to Employment Act)
WORKING HOURS:
No employee should required to work:
• More than 8 hours per day, OR
• More than 48 hours per week, OR
• More than 10 hours per day when involved a spread-over period, AND
• More than 5 consecutive hours without a 30 minute break.

REST DAYS:
All employees are entitled at least ONE rest day per week.

PUBLIC HOLIDAYS:
• All employees must be granted at least 10 public days per year.
• Gazetted public holidays:
- National Day
- Agong’s Birthday
- Relevant State Sultan’s or Governor’s Birthday
- Labour Day
• For ungazetted public holiday – employees are NOT entitled – up to discretion of
the employer whether to grant the holiday or not.
Under the following circumstances, an employer may
also require an employee to work on a rest day :

– accident
– actual or threatened in the workplace
– work which is essential to the life of the community
– work which is essential to the defence or security of
the country
– urgent work need to be done to the machinery or
plant
– an interruption of work which was impossible to
foresee
– work to be performed by employees in any industrial
undertaking essential to the economy of Malaysia or
any essential service as defined in the Industrial
Relations Act 1967.
In Peninsular Malaysia, under the Children and Young
Persons (Employment) Act 1966 (Act 350), children
under the age of 14 years are:

– only allow to work between 7 AM until 8 PM

– not allow to work for 3 consecutive hours
without a period of rest. Period of rest shall be at
least 30 minutes
– not allow to work more than 6 hours a day. If
attending school, total working and schooling
hours shall not be more than 7 hours a day
Children between the age of 14 and 16 years are:

– only allow to work between 7 AM until 8 PM

– not allow to work for 4 consecutive hours without a
period of rest. Period of rest shall be at least 30
minutes
– not allow to work for more than 7 hours. If attending
school, total working and schooling hours shall not
be more than 8 hours a day
– not allow to commence work with less than 12 rest
hours a day
 
OVERTIME:
Any working hours in excess of the normal daily working hours.

Working longer hours than normal can be requirement in case of:

• Accident, actual or threatened, in or with respect to the place of work.
• Work essential to life of the community.
• Urgent work to be done to machinery or plant.
• An interruption of work which it was impossible to foresee.
• Work essential to the economy of Malaysia or any essential service as
defined in the Industrial Relation Act 1967.

Essential services:
• Maximum overtime hours – 104 per month.

Overtime rates:
• Ordinary working day – 1.5 times the normal hourly rate.
• Rest day – 2 times the normal hourly rate.
• Public holiday – 3 times the normal hourly rate.
Reasons for overtime:
• Temporary shortage of manpower.
• Temporary increase in workload.
• Low productivity of employees.
• Difficulty in recruiting additional employees.

Problems caused by excessive overtime:

• Increased costs.
• Effect on morale.
• Effect on productivity.

Steps to reduce overtime work:

• Recruiting new staffs.
• Improving supervision and training.
• Investment in new technology.
• Changing the mode of payment.
SHIFT WORK:
Involve:
• Hour of work – include hours outside the ‘normal’ or
traditional 8 to 4, or 9 to 5 pattern.
• Two or more groups of workers who take turn to man the
work stations.

Double-Day Shifts:
• Working: 16 hours per day.
• Shift 1: 7.00am – 3.00pm
Shift 2: 3.00pm – 11.00pm

Three-Shift Work:
• Working: 24 hours per day.
• Shift 1: 7.00am – 3.00pm
Shift 2: 3.00pm – 11.00pm
Shift 3: 11.00pm – 7.00am
Split Shift:
Working several hours early in the morning, having
time off and then continuing the same shift later in
the day. eg: hotel business

Problems caused by shift work:

• Woman and night work.
- No woman workers should work between
10.00pm – 5.00am. If necessary, upon approval
by Dept. of Labour must be paid compensation &
provided transport.
• Increase in costs.
• Worker’s health and shift work.
• Stress and psychological problems.
FLEXITIME:
A system of working hours where the starting and stopping
times are decided by the individual worker within a number
of limitations set by the employer.

Benefits of Flexitime:
• Easier recruitment.
• Higher productivity.
• Reduction in overtime payment.
• Better customer service.
• Fewer transportation problems.

Problems caused by flexitime:

• Not practical to some organization.
• Difficulties of supervision and communication.
 3: BENEFITS AND REWARDS
BENEFITS:

• Can be BOTH financial & non-financial

AND they can be statutory required
OR optional.
• Given relevant to the contract of
employment.
• Given to ALL employees BUT different
according to the categories.
 ADVANTAGES OF EMPLOYEE BENEFITS
Employer advantages  
• Helps attracts and retain better qualified employees.
• Provides high risk coverage at low costs easing the
company's financial burden.
• Improves efficiency and productivity as employees are
assured of security for themselves and their families.
• Premiums are tax deductible as corporation expense, which
means savings with quality coverage.

Advantages to employee
• Peace of mind leading to better productivity as employees
are assured of provision for themselves and families in any
mishap.
• Employees with personal life insurance enjoy additional
protection
• Confidence in company's EB schemes boost staff morale
and pride in company
Disadvantages to Employee
• Taxed at the individual’s normal tax rate,
which can prove expensive if there is no
financial advantage to the individual from
the benefit.
Statutory Benefits:
Mandatory benefits given based on legal requirements, such
as: Employment Act, Employee Provident Fund Act & Social
Security Act.

Requirements of Employment Act:

• Maternity Protection:
- Maternity leave: Not less than 60 days.
- Maternity allowance: payable no more than 5
surviving children.

• Time-off payments:
- Weekly rest day.
- Public holidays.
- Annual holidays.
- Sick leave.
• Annual Leave:
- After every 12 months of continuous service with the
same employer, an employee is entitled to annual leave,
as follows:
- Less than 2 years’ service - 8 days
- 2 to less than 5 years’ service - 12 days
- More than 5 years’ service - 16 days

- Paid annual leave is an additional to rest days and

public holidays.

- If an employee is ABSENT more than 10% of the

working days without permission/excuse, the employee is
NOT entitled to any annual leave for that year.
• Sick Leave:
Where hospitalization is not necessary:
- Less than 2 years’ service - 14 days
- 2 to less than 5 years’ service - 18 days
- More than 5 years’ service - 22 days

Where hospitalization is necessary:

- 60 days

- Subject to certification by:

- Company doctor/dental surgeon
- Government medical officer
- Any other registered medical doctors
Requirements of Employee Provident Fund (EPF) Act:

- Retirement saving for employees.

- Employment up to age 55 years:
- deduction employee monthly salary: 11%
- contribution from employer: 12% of employee’s
monthly salary.
- Employment after age 55 years:
- deduction employee monthly salary: 5.5%
- contribution from employer: 6% of employee’s
monthly salary.
- Withdrawal Schemes:
- 55 & 50 years
- Housing
- Medical
- Education
- Investment
Requirements of Social Security Act (SOCSO):

- Insurance coverage during employment.

- For employee’s monthly salary – less than RM2,000
- Salary above RM2,000 could opt.
- Salary deduction from employee (0.5% of monthly salary) &
premium paid by employer (1.25% of employee’s monthly
salary).

- Benefits:
- Invalidity pension
- Disablement benefit (temporary & permanent)
- Dependants’ benefit
- Funeral benefit/expenses
- Constant-attendance allowance
- Medical treatment
- Survivors’ pension
Non-Statutory Benefits:
Optional benefits given to employees.

Time-off Payments:
• Marriage
• Emergencies
• Studies
• Death of relative

Health Care: employee & dependants

Insurance: life & accident coverage
Subsidies & Services: canteen, transportation,
childcare, etc
Retirement Benefits: superannuation fund
Allowances: travel/transport, meal, housing,
entertainment, etc
Educational facilities & refund: scholarship, study loan
 PERFORMANCE RELATED REWARDS
REWARDS:  
• Given to employees who performed their jobs excellently (high
performer).

• Reward can act as the 'catalyst' for improved performance and

better productivity.

• Certain basic criteria are essential for rewards to be effective.

- Reward should be quick.
- Reward should be significant.
- The goals and rewards must be; known, understandable,
and attainable.
- Reward must be distinctly and directly related to
performance.
- Reward should be irrevocable.
- Reward should be compatible with job measurement.
• The financial rewards are basically of three types:
- profit sharing;
- job evaluation; and
- merit rating.

Profit sharing:

– Profit sharing could be on a macro basis or on a micro

basis.
– On a macro level, it would be difficult to identify and
reward outstanding performance.
– This is possible on a micro level by treating the
particular activity as a cost and profit center by itself.
Job evaluation:
– the various component factors have to be isolated and
evaluated for purposes of inter-job comparison.
– Each factor is assigned a rating on the basis of a scale
agreed beforehand by the union and the management joint
committee.
– The total rating for each job then forms the basis of wage
structure.
– there must be a base level, representing, in effect, the
'minimum wage', depending on the nature of work and the
geographical area.
– list of job factors is as follows:
- working environment;
- physical characteristics;
- mental characteristics
- extent of responsibility;
- training and experience
Merit rating:
– Merit rating has been used as an indicator of
performance.
– Each employee is rated, typically as excellent,
good, average or poor, in respect of the
following abilities:
• communication
• human relations, including leadership
and motivation
• intelligence
• judgment
• knowledge
Non-Financial Rewards:
• Performance awards
• Letter of appreciation
• Sponsorship to seminars, conferences &
oversea tours.

Financial Rewards:
• Salary increases (increment)
• Bonus & profit sharing
• Commission
 SEPERATION/TERMINATION
• Employees leaving the organizations.
• Either employer/employee can terminate the employment
contract.

TYPES OF SEPERATIONS/TERMINATION:
• Retirement
• Resignation
• Retrenchment
• Dismissal

RETIREMENT:
- Mandatory separation.
- No legal requirement.
- Normally 55 years (but some organizations up to 56
or even 60 years retirement age).
RESIGNATION:
- Voluntary separation/termination by employee.
- Should give written notice & appropriate time
(relevant to employment contract).
- Reasons:
- Personal reasons.
- Joining other organization.
- Start own business/self-employed.

RETRENCHMENT:
- Forced separation/termination, initiated by employers
because of REDUNDANCY.
- Reason of redundancy:
- Change of technology.
- Reduced demand.
- Financial losses.
- Mergers and organizational restructuring.
- Bankruptcy.
DISMISSAL:
- Forced separation/termination, initiated by employers,
because:
- Misconduct
- Absence
- Inadequate/poor quality job performance
- Termination after unsuccessful
probationary period.
- Frustration/breach of employment contract
eg: imprisoned, serious illness, etc

- Constructive Dismissal:
Employee walk out of the job because of the actions
of the employer which constitute a fundamental
breach of contract.
eg: unreasonably payout, lack of work, etc
 WHAT IS PERFORMANCE APPRAISAL
• Performance appraisal is the systematic evaluation
of employees’ job performance.

• communication tool designed to assess each

individual's contribution to the business.

• to measure skills and accomplishments with

reasonable accuracy and uniformity.

• identify obstacles to top performance.

• identify areas for professional growth.

• Open lines of communication throughout the year
help to make effective working relationships.

• Each employee is entitled to a thoughtful and

careful appraisal.

• Its success depends on the supervisor's willingness

to complete a constructive and objective
assessment, and on the employee's willingness to
respond to constructive criticism and to work with
the supervisor to overcome performance barriers.
• A performance appraisal is a review and discussion
of an employee's performance of assigned duties
and responsibilities.

• The appraisal is based on results obtained by the

employee in their job, not on the employee's
personality characteristics.

• Personality should be considered only when it

relates to performance of assigned duties and
responsibilities.
Reasons of performance appraisal:
• Encourage consistent quality job performance.
• Reward high performance employees.
• Identify training needs.
• Initiate fair discipline proceedings.
• Provide communication channel for employees.

Requirements for effective appraisal systems:

• Receive top management support.
• Customized to the organization’s needs.
• Acceptable and understandable.
• Reliable and unbiased.
 Why Appraise Performance?
• Periodic review helps supervisors gain a better
understanding of each employee's abilities with
the goal to help train and develop skills and
strengths.

• It provides a chance to evaluate job progress,

stimulate interest and improve job performance
by recognizing productive work and by pointing
out areas of growth and development.

• It provides a feedback mechanism that might

otherwise be overlooked.
 When is it Completed?
• Normally a performance appraisal is carried
put for each employee once a year.

• But appraisals can be carried out at other

times of the year. For example, an appraisal is
used to evaluate a new employee who
completing a probationary period.
WHO SHOULD INVOLVED IN APPRAISAL?
• Superiors (Supervisors/Managers)
• Worker (self-appraisal/evaluation)
• Co-workers (peer evaluation)
• Other staffs
• Customers

WHEN AND HOW OFTEN APPRAISAL BE

CONDUCTED?
• Probationary period.
• During services (depend on the nature of job
performance, normally 6 months & yearly BUT
there is monthly, quarterly, weekly, or even daily
appraisal).
• Separation/termination
(retirement/resignation/retrenchment/dismissal)
 BASIC PURPOSES
• The most important purpose or goal of the
appraisal is to improve performance in the
future.

• Effective performance appraisal systems

contain two basic systems operating in
together:
- an evaluation system
- a feedback system
• The main aim of the evaluation system is to
identify the performance gap (if any). This gap is
the shortfall that occurs when performance does
not meet the standard set by the organization as
acceptable.

• The main aim of the feedback system is to

inform the employee about the quality of his or
her performance. However, the information flow
is not exclusively one way. The appraisers also
receive feedback from the employee about job
problems.
 BENEFITS OF APPRAISAL
Appraisal offers a valuable opportunity:
•  to focus on work activities and goals,
• to identify and correct existing problems,
• to encourage better future performance.

Relevant areas benefited from appraisal:

• Motivation and satisfaction
• Training and Development
• Recruitment and Induction
• Employee Evaluation
APPRAISAL TECHNIQUES:
• Comparative procedures
• Trait rating scales
• Essay technique
• Interview

Examples of bias appraisal systems:

• Recency effect
• Halo effect
• Central tendency
• Prejudice
• Leniency & strictness bias
 TRAINING DEVELOPMENT
• Training:
- The organizational activity which to improve an
employee’s current performance.
- Improve current working abilities (current working
knowledge & skills)

• Education:
- Consists of activities designed to prepare employees
for future jobs.
- Improve overall abilities (knowledge & skills).

• Development:
- Learning activities designed to help the individual
employee grow but not confined to a particular job.
- Improve employee’s attitude toward works.
 TRAINING DEVELOPMENT RELATED TO JOB
PERFORMANCE: (Vroom)
JOB PERFORMANCE = f (ABILITY) (MOTIVATION)
JOB PERFORMANCE = f (ABILITY) (MOTIVATION)

• ABILITY = Knowledge + Skill

Education + Training

• MOTIVATION = Attitude

Development
 TRAINING DEVELOPMENT MATRIX

HIGH
MAINTAINER STAR

ABILITY

DEADWOOD TRAINABLE
LOW

LOW HIGH
MOTIVATION
Benefits of Training Development:

• Increase workers’ productivity.

• Increased efficiency resulting in financial
gains.
• Increase workers’ job satisfaction.
• Retain productive workers.
• Motivate workers.
• Reduced employee turnover.
• Decreased need for supervision.
 WHEN TRAINING DEVELOPMENT IS NECESSARY?
• Workers’ performance deteriorating/declining.
• New recruits.
• Introduction of new technologies or procedures.
• Transferred or promoted workers.

REQUIRED TO PERFORM TRAINING NEED ANALYSIS (TNA) &

TRAINING NEED IDENTIFICATION (TNI)

TNA: Determine the performance problems & the

best solutions to solve the problems.
TNI: Determine the relevant training programs &
identify appropriate staffs to attend the training
programs.
 STEPS IN THE TRAINING PROCESS
•  
Organizational Objectives

Needs Assessment

Is there a gap?

Training Objectives

Select the Trainees---

Select the Training Methods & Mode

Evaluating

Administer Training

Evaluate the Training

 IDENTIFYING TRAINING NEEDS
•  
Training needs can be assessed by analyzing three
major human resource areas:
- the organization as a whole,
- the job characteristics
- the needs of the individuals

• This analysis will provide answers to the following

questions:
- Where is training needed?
- What specifically must an employee learn in
order to be more productive?
- Who needs to be trained?
STEPS OF TRAINING NEED ANALYSIS

• Assessing the company’s current status.

• Financial capability.
• Determine where training is needed.
• Design the content of the program.
 TRAINING METHODS
• On-the-job  
On-the-job training is delivered to employees while they perform their
regular jobs.

• Off-the-job
Off-the-job techniques include lectures, special study, films, television
conferences or discussions, case studies, role playing, simulation,
programmed instruction and laboratory training.

TRAINING TECHNIQUES:
• Lectures
• Role playing and simulation
• Audiovisual methods
• Job rotation
•  Apprenticeships
• Internships and assistantships
• Programmed learning, computer-aided instruction and interactive video
• Laboratory training
 TRAINERS
• On-the-job training:
conducted mostly by supervisors

• Off-the-job training:
conducted by either in-house personnel or outside
instructors

Using outside instructors:

Advantage:
- Well versed in training techniques

Disadvantages:
- Limited knowledge of the company's product or
service and customer needs
- Relatively high cost
 TRAINING ADMINISTRATION
Factors should be considered before training
begins include:
• Location.
• Facilities.
• Accessibility.
• Comfort.
• Equipment.
• Timing.
 An effective training program administrator
should follow these steps:

• Define the organizational objectives.

• Determine the needs of the training program.
• Define training goals.
• Develop training methods.
• Decide whom to train.
• Decide who should do the training.
• Administer the training.
• Evaluate the training program.
 EVALUATION OF TRAINING
 
• Training should be evaluated several times
during the process.
• Determine these milestones when you develop
the training.
• Employees should be evaluated by comparing
their newly acquired skills with the skills defined
by the goals of the training program.
• Any discrepancies should be noted and
adjustments made to the training program to
enable it to meet specified goals.
 WEAKNESSES IN TRAINING DEVELOPMENT
• Time -- Businesses managers find that time demands do not allow them to train employees.

• Getting started -- Most business managers have not practiced training employees. The
training process is unfamiliar.

• Broad expertise -- Managers tend to have broad expertise rather than the specialized skills
needed for training and development activities.
 
• Lack of trust and openness -- Many managers prefer to keep information to themselves. By
doing so they keep information from subordinates and others who could be useful in the
training and development process

• Skepticism as to the value of the training -- Some business owners believe the future
cannot be predicted or controlled and their efforts, therefore, are best centered on current
activities -- i.e., making money today.

 
 INTRODUCTION
Human resources have two roles in risk
management:

• People are a source of risk.

e.g., shortage of employees, people doing sloppy work,
an employee refusing to take on additional responsibility
or a key employee leaving two months after completion
of a one-year training program.

• People are important in handling risk.

 Human resources include more than
regular full-time employees. They include:

 
• all management and labor personnel,
• family and non family members,
• full-time and part-time people,
• seasonal and year around employees.
• Risk specialists have traditionally focused mostly
on important causes of risk such as weather,
disease and natural calamities, and ways to deal
with the risk.

• Risk management has paid little attention to

human resources and human resource calamities
such as:
• divorce,
• chronic illness,
• accidental death
• the impact of interpersonal relations on
businesses and families.
 HUMAN RESOURCE PARADIGMS
• People are an unfortunate and unavoidable
obstacle.
• Good people do not want to work in certain
sectors.
• Hired labor does not care about the business.
• People are one of the keys to success in risk
management.
• Employees are creative and an important source
of new ideas.
• Appreciated people will respond with dedication
and loyalty.
 HUMAN RESOURCE MANAGEMENT/
RISK MANAGEMENT INTERFACE
• Human resource management is a process
that can be broken down into specific
activities:
job analysis, writing job descriptions, hiring,
orientation, training, employer/employee
interactions, performance appraisal,
compensation and discipline.
 Human resource activities lead to four
important implications for risk management.

• These activities are necessary to keep human resources in

harmony with the risk management tools adopted by the
management team.
• Human resource calamities, e.g., divorce, chronic illness,
accidental death, can hamper carefully made and
appropriate risk management decisions.
• No management team stays together indefinitely.
• Human resource performance evaluation should be tied to
risk management.
MANAGER’S SKILLS

• Leadership
• Communication
• Training
• Motivation
• Conflict management
• Evaluation.
 HANDLING EMPLOYEES DISCIPLINE
Disciplinary actions should be viewed as follows:
• Shall be considered as constructive procedures for the purpose of
correcting inappropriate work behavior.
• Consisting of oral and written reprimands, suspensions, demotions,
reassignments and terminations, may be imposed on employees by their
supervisors/managers in as direct proportion as possible to specific
offenses.
• Should be administered on a uniform basis throughout the company.
• A temporary suspension may be imposed
• All actions of suspension or termination should require approval of the
head of Human Resources Department or a designee prior to the
discipline being administered.
PROGRESSIVE DISCIPLINE
The progressive disciplinary process does not have to
be applied to probationary employees.

WHY HAVE DISCIPLINARY PROCEDURES

• Disciplinary rules and procedures help to promote orderly
employment relations as well as fairness and consistency in
the treatment of individuals.
• Disciplinary procedures are also a legal requirement in
certain circumstances
• Disciplinary rules tell employees what behaviour employers
expect from them. When an employee breaks specific rules
about behaviour, it is called a misconduct.
Examples of gross misconduct include:
• physical violence or bullying;
• deliberate and serious damage to property;
• serious misuse of an organisation’s property or name;
• deliberately accessing internet sites containing pornographic,
• offensive or obscene material;
• serious insubordination;
• unlawful discrimination or harassment;
• bringing the organisation into serious disrepute;
• serious incapability at work brought on by alcohol or illegal
drugs;
• causing loss, damage or injury through serious negligence;
• a serious breach of health and safety rules; and
• a serious breach of confidence.
Possible disciplinary issues:
• bad behaviour, such as fighting or
drunkenness;
• unsatisfactory work performance;
• harassment or victimisation;
• misuse of company facilities (for example
email and internet);
• poor timekeeping;
• unauthorised absences; and
• repeated or serious failure to follow
instructions.
Good disciplinary procedures should:
• be put in writing;
• say to whom they apply;
• be non-discriminatory;
• allow for matters to be dealt without undue
delay;
• allow for information to be kept confidential;
• tell employees what disciplinary action might
be taken;
• say what levels of management have the
authority to take disciplinary action;
• require employees to be informed of the
complaints against them and supporting
evidence, before a meeting;
• give employees a chance to have their say
before management reaches decision;
• provide employees with the right to be
accompanied;
• provide that no employee is dismissed for a first
breach of discipline, except in cases of gross
misconduct;
• require management to investigate fully before
any disciplinary action is taken;
• ensure that employees are given an
explanation for any sanction; and
• allow employees to appeal against a
decision.
 APPLYING DISCIPLINARY PROCEDURES
• Make necessary investigations by employer to
establish the facts promptly and make written record
for later reference.

• Having established the facts, the employer should

decide whether to drop the matter, deal with it
informally or arrange for it to be handled formally.

• If necessary a brief period of suspension with full pay

should be imposed for further investigation is
conducted.

• Make reasonable adjustments to cater for employees

who have a disability, for example providing for
wheelchair access if necessary.
 DISCIPLINARY HEARING

• A formal warning being issued to a worker (ie

a warning that will be placed on the worker’s
record);
• The taking of some other disciplinary action
(such as suspension without pay, demotion or
dismissal) or other action; or
• The confirmation of a warning or some other
disciplinary action (such as an appeal hearing).
 
 INFORMAL ACTION
• Cases of minor misconduct or unsatisfactory
performance are usually best dealt with informally.
• The informal approach may be particularly helpful in
small firms, where problems can be dealt with
quickly and confidentially.
• If informal action does not bring about an
improvement, employers should provide employees
with a clear signal of their dissatisfaction by taking
formal action.
 
 FORMAL ACTION
•   process is to let the
The first step in any formal
employee know in writing what it is they are alleged
to have done wrong.
• The letter or note should also invite the individual to
a meeting at which the problem can be discussed,
and it should inform the individual of their right to be
accompanied at the meeting.
• The timing and location of the meeting should be
agreed with the employee.
• The employer should explain the complaint against
the employee and go through the evidence that has
been gathered.
ACTIONS:

• First formal action – misconduct

If an employee is found guilty of misconduct, the usual first step would
be to give them a written warning setting out the nature of the
misconduct and the change in behaviour required.

• Final written warning

There is a failure to improve or change behaviour in the timescale set at
the first formal stage, or where the offence is sufficiently serious, the
employee should normally be issued with a final written warning – but
only after they have been given a chance to present their case at a
meeting.

• Dismissal or other penalty

If the employee’s conduct or performance still fails to improve, the final
stage in the disciplinary process might be dismissal or (if the employee’s
contract allows it or it is mutually agreed) some other penalty such as
demotion, disciplinary transfer, or loss of seniority/ pay.
 DEALING WITH GROSS MISCONDUCT
• If an employer considers an employee guilty of
gross misconduct, and thus potentially liable for
summary dismissal, it is still important to establish
the facts before taking any action.

• A short period of suspension with full pay may be

helpful or necessary, although it should only be
imposed after careful consideration and should be
kept under review.

• It should be made clear to the employee that the

suspension is not a disciplinary action and does not
involve any pre-judgement.
• It is a core principle of reasonable behaviour that employers
should give employees the opportunity of putting their
case at a disciplinary meeting before deciding whether to
take action.

• This principle applies as much to cases of gross misconduct

as it does to ordinary cases of misconduct or unsatisfactory
performance.

• There may however be some very limited cases where

despite the fact that an employer has dismissed an
employee immediately without a meeting an employment
tribunal will, very exceptionally, find the dismissal to be fair.

• To allow for these cases there is a statutory modified

procedure under which the employer is required to write to
the employee after the dismissal setting out the reasons
for the dismissal and to hold an appeal meeting, if the
employee wants one.
 DEALING WITH ABSENT FROM WORK
• Important to determine the reasons why the employee
has not been at work.

• There is no acceptable reason, the matter should be

treated as a conduct issue and dealt with as a disciplinary
matter.

• If the absence is due to genuine (including medically

certified) illness, the issue becomes one of capability, and
the employer should take a sympathetic and considerate
approach.

• In cases of extended sick leave both statutory and

contractual issues will need to be addressed and specialist
advice may be necessary.
When thinking about how to handle these
cases, it is helpful to consider:
– how soon the employee’s health and attendance
will improve;
– whether alternative work is available;
– the effect of the absence on the organization;
– how similar situations have been handled in the
past; and
– whether the illness is a result of disability then
the provisions of the on Disability Act will apply.
 DEALING WITH SPECIAL SITUATIONS

• Special arrangements might be required for

handling disciplinary matters among nightshift
employees, employees in isolated locations or
depots, or others who may be difficult to reach.

Nevertheless the appropriate statutory procedure

must be followed where it applies:

•  Trade union representatives

After obtaining the employee’s agreement - a
senior trade union representative or permanent
union official should present in the meeting.
• Criminal charges or convictions not related to
employment
- If an employee is charged with, or convicted
of, a criminal offence not related to work, this
is not in itself reason for disciplinary action.

- An employee should not be dismissed

solely because they are absent from work as a
result of being remanded in custody.
 APPEALS
• Employees who have had disciplinary action taken against them
should be given the opportunity to appeal. It is useful to set a
time limit for asking for an appeal – five working days is usually
enough.

•  An employee may choose to appeal for example because:

- they think a finding or penalty is unfair;
- new evidence comes to light; or
- they think the disciplinary procedure
was not used correctly.

• The tribunal may reduce any award of compensation if the

employee did not exercise the right of appeal.
 KEEPING RECORDS
• It is important, and in the interests of both employers and
employees, to keep written records during the disciplinary
process. Records should include:
• the complaint against the employee;
• the employee’s defence;
• findings made and actions taken;
• the reason for actions taken;
• whether an appeal was lodged;
• the outcome of the appeal;
• any grievances raised during the disciplinary procedure;
and
• subsequent developments.

• Records should be treated as confidential and be kept no

longer than necessary. Individual employees have the right
to request and have access to certain personal data.
 THE MALAYSIAN LABOUR LAW –
TERMINATION OF EMPLOYEES
• The Circumstances a Contract of Service be
Terminated by Either Employer or Employee

- Where a contract of service is considered broken, an

employer can dismiss an employee.

- A contract of service is considered to have been broken when an

employee has been absent from work for more than 2 consecutive
working days without prior leave from the employer or without
informing or attempting to inform the employer at the earliest
opportunity during such absence with reasonable excuse.

- An employer may terminate the contract of service where the

employee is found guilty of misconduct, misdemeanor or
negligence.
- An employee has the right to terminate the contract
of service, where an employer fails to pay wages
within seven days after the wages period.

- A contract of service can also be terminated without

notice :
– by paying to the other party or indemnity in lieu of
notice
– if there is a willful breach by the other party of a
term or condition of the contract of service

- Where the contract of service has expired or work

being completed, the contract may also be
terminated. Written notice being given by either
party may also terminates a contract of service.
• Termination without Cause Or Excuse by My Employer
- If employer terminated without cause or excuse, the employee can
enforce civil right and remedies for any breach or non-performance of
the contract of service by any suit in court or you can file in a written
representation within 60 days of the dismissal to the Director General
of Industrial Relations Department to be reinstated pursuant to
section 20 of the Industrial Relations Act, 1967.

- The Industrial Relations Act 1967 provides for the regulation of

relations between employers and employee and their trade unions
and the prevention and settlement of disputes between employer
and employee which is connected with the employment or non-
employment or the terms of employment or the conditions of work of
such employee.

- Where you are a female employee and your employer is found

guilty of terminating you during your maternity leave, your
employer shall be liable, on conviction to a fine not exceeding
RM2,000.
• The Circumstances an Employee as Not Entitled to Termination or
Lay-Off Benefits

There are certain circumstances under which an employee is not

entitled to termination or layoff benefits :

– Employed for less than 12 months on date of termination

– The employee voluntarily terminates the contract of service
– Where the employee commits misconduct inconsistent with the
fulfillment of the expression or implied condition of service after due
inquiry.
– Where the employee attains the age of retirement as stipulated in
the contract of service
– The contract of service is renewed
– The employee re-engaged on terms and conditions not less favorable
than his previous contract
– 7 days before the date of termination, the employer has offered to
renew the contract on no less favorable terms
– The employee leaves the services without paying the employer the
indemnity due contract of service after receiving due notice of
termination of the contract or without employer's prior consent
 Actual Amount of
Layoff Benefits Payable
• Under the Employment (Termination and Layoff Benefits)
Regulations 1980, an employee will be entitled to layoff
benefits not less than the following :
 
– 1 to 2 years service - 10 days wages for each year service
– more than 2 years but less 5 years service - 15 days wages for
each year service
– 5 years service or more - 20 days wages for each year service
 
• For an incomplete year, the calculation will be on a pro-
rata basis to the nearest month.

• An employer shall pay termination or layoff benefits to an

employee not later than 7 days after the termination.
 
 GRIEVANCE PROCEDURES
• Grievances are concerns, problems or complaints
that employees raise with their employers.

• Grievance procedures are used by employers to deal

with employees’ grievances.

• These procedures allow employers to deal with

grievances fairly, consistently and speedily.

• Employers must have procedures available to

employees so that their grievances can be properly
considered.
• Grievance procedures should make it easy for employees to raise
issues with management and should:
- be simple and put in writing;
- enable an employee’s line manager
to deal informally with a grievance, if possible;
- keep proceedings confidential; and
- allow the employee to have a companion at
meetings.

•  Employees should aim to resolve most grievances informally with

their immediate superior/supervisor.

• If a grievance cannot be settled informally, the employee should

raise it formally with management.
 RAISING GRIEVANCES
• Employees should normally raise a grievance with their
immediate manager unless someone else is specified in the
organization’s procedure.

• If the complaint is against the person with whom the

grievance would normally be raised the employee can
approach that person’s manager or another manager in the
organization.

• In small businesses where this is not possible, the

immediate manager should hear the grievance and deal
with it as impartially as possible.

• Managers should deal with all grievances raised, whether

or not the grievance is presented in writing.

• Grievances should be presented in writing.

Issues that may cause grievances include:
• terms and conditions of employment;
• health and safety;
• work relations;
• bullying and harassment;
• new working practices;
• working environment;
• organisational change; and
• equal opportunities for different gender
 Sexual Harassment
• Sexual harassment means any unwelcome verbal,
non-verbal, visual, psychological or physical conduct
of a sexual nature that might, on reasonable
grounds, be perceived by the victim as placing a
condition of a sexual nature on his or her
employment because of his or her sex.

• Sexual harassment may also consist of an

unwelcome verbal, non-verbal, psychological or
physical conduct of sexual nature that might, on
reasonable grounds, be perceived by the victim as an
insult or humiliation, or a threat to his or her well-
being, and has no connection with his or her
employment.
• Sexual harassment in the office includes work
related harassment which happens outside the
office. Such work related harassment may includes
situations taking place at work-related social
gathering or functions, conferences, workshop or
training sessions and during work assignments
outside the office.

• Sexual harassment in the course of work-related

travel is also considered sexual harassment in the
office. Where sexual harassment occurs as a result of
employment responsibilities or relationship over the
phone and through electronic media, it is also
considered sexual harassment in the work place.
 Types of Sexual Harassment
1. Sexual coercion

• It is known as quid pro quo sexual harassment in the United

States.

• Sexual Coercion is a type of harassment which has direct

results in some consequence to the victim's employment. It
is an employment’s discrimination.

• Sexual coercion is under a condition of employment, where

an openly or implicitly offer in keeping a job or getting a
promotion is made by a supervisor to an employee in
exchange for sexual favors. Such person normally has the
power over promotion or raise of the employee.
2. Sexual annoyance

• It is also known as hostile environment sexual

harassment.
 
• Sexual annoyance is a demeaning and unwelcome
sexually related behavior that is offensive, hostile or
intimidating to the victim, but has no direct
connection to any job benefits. However, the
annoying behavior creates an offensive working
environment which affects the victim's ability to
continue working.

•  Sexual annoyance includes sexual harassment by an

employee against a co-employee. Similarly, sexual
harassment
 The Differences Between Verbal, Non-Verbal,
Visual, Psychological And Physical Harassment
•
 
Verbal harassment – is in oral form and includes uncomfortable and offensive teasing,
joking, questioning, jesting or making suggestive remarks or sounds, or verbal repartee.
 
• Non-verbal harassment – a leer with indecent overtone, sexual activity or desire
denoted by hand signal, lips licking or food eating and persistent flirting.
 
• Visual harassment – covering the wall with pin-up, calendars, drawings, photographs of
naked and scantily clad women or other sex-based materials and writing sex-based
letter. Sexual exposure also falls under this form of sexual harassment.
 
• Psychological harassment – harms a person's psychological well being and includes
oppressively constant proposals for dates, repeated undesirable physical intimacy or
social invitations.

• Physical harassment – includes distasteful action such as touching of an intimate body

part, patting, pinching, stroking, brushing up against the body, hugging, kissing, fondling
and sexual assault.

• All forms of sexual harassment are behavior that elicit sexual attention.
 THE COMPANION
• The companion may be:
- a fellow employee
(i.e. another of the employer’s workers)
- an official employed by a trade union, or an
ordinary trade union official.

• If employees are disabled, employers should consider

whether it might be reasonable to allow them to be
accompanied because of their disability.

• Employees may ask an official from any trade union to

accompany them at a disciplinary or grievance
hearing, regardless of whether the union is recognized
or not.
• The companion should be allowed to address the
hearing in order to:
- put up the case
- sum up the case
- respond on the employee’s behalf to any view
expressed at the hearing.

• It is good practice to allow the companion to

participate as fully as possible in the hearing,
including asking witnesses questions.

• The companion has no right to answer questions on

the employee’s behalf, or to address the hearing if the
employee does not wish it, or to prevent the employer
from explaining their case.
THE PROCESS OF HANDLING
GRIEVANCES
1. Grievance Hearing/ Meeting
2. Appeals
3. Special considerations
4. Keeping Records

1. Grievance Hearing/ Meeting

– On receiving a formal grievance, a manager should
invite the employee to a meeting as soon as
possible and inform them that they have the right
to be accompanied.
2. Appeals
- If an employee informs the employer that they are unhappy with the decision
after a grievance meeting, the employer should arrange an appeal. It should be noted
that the appeal stage is part of the statutory procedure.

3. Special considerations
- Complaints about discrimination, bullying and harassment in the workplace are
sensitive issues, and large organizations often have separate grievance procedures for
dealing with these.
- It is important that these procedures meet the statutory minimum requirements.

4. Keeping Records
- Records should include during the grievance process:
• the nature of the grievance raised;
• a copy of the written grievance;
• the employer’s response;
• action taken;
• reasons for action taken;
• whether there was an appeal and, if so, the outcome; and
• subsequent developments.
 INDUSTRIAL RELATIONS
• Refers to the relationship between an employer
and the employees particularly when later being
unionized.
• If there is no union being established, the
management should be interested in human
relationship.
• Trade union is an association of workers (7 or more
workers) who join together to improve their
working conditions.
• Top management must have positive attitude
toward union.
• Collective bargaining is the process whereby
employers and employees negotiate over the terms
and conditions of employment.
• Any industrial disputes should be handled with
respects.
 TRADE UNION IN MALAYSIA
• An organization of workers who have banded
together to achieve common goals in key areas
such as wages, working hours, and working
conditions.
• Started in 1940.
• Regulated by the Industrial Relations Act (IRA)
1967.
• The IRA protects the right of every worker in
Malaysia to join or not to join a trade union.
• It protects workers from being victimized by an
employer for joining a union.
• Unions may undertake collective bargaining
on behalf of members if they have obtained
recognition from the employer.

• A general practice is for unions to request

recognition after obtaining more than 50% of
the staff as their members.

• TWO main Trade Unions for employees:

1. Congress of Union of Employees in Public and
Civil Services (CUEPACS)
2. Malaysian Trades Unions Congress (MTUC)
 OBJECTIVE OF TRADE UNIONS
• Provision of benefits to members
- provided a range of benefits to insure
members against unemployment,
ill health, old age and funeral expenses.
- provision of professional training, legal
advice and representation for members is
still an important benefit of trade union
membership.
• Collective bargaining
- Able to operate openly, they may negotiate with
employers over wages and working conditions.

• Industrial action
- may enforce strikes or resistance to lockouts in
furtherance of particular goals.

• Political activity
- may promote legislation favorable to the
interests of their members or workers as a
whole.
Activities of Trade Unions:
- Encouraging industrial relations, improving
employment terms and conditions, economy
status, social or increasing productivity.
- Representing employees.
- Managing matters related to conflicts.
- Encouraging, organizing or supporting
strikes or pickets in business.
- Maintaining skilled employees in the
organization.
- Stabilizing employees’ empowerment.
- Increasing employees’ living status.
 COLLECTIVE BARGAINING
• The process whereby workers organize
together to meet, converse, and compromise
upon the work environment with their
employers.
• The practice in which union and company
representatives meet to negotiate a new
labor contract.
Dual purpose:
• It provides a means of determining the wages
and conditions of work applying to the group
of workers covered by the ensuing agreement
through free and voluntary negotiations
between the two independent parties
concerned.

• Enables employers and workers to define by

agreement the rules governing their
relationship.
 COLLECTIVE AGREEMENT
• The ultimate goal of the collective bargaining
process.
• A collective agreement is a labor contract
between an employer and one or more
unions.
• The agreement establishes wages, hours,
promotions, benefits, and other employment
terms as well as procedures for handling
disputes arising under it.
STRIKES: (Trade Union 1959)

• Strike is a work stoppage by one group of

employees.
• Strikes are permitted provided certain procedures.
• Only members of a registered trade union may
strike.
• Political & sympathy strikes are illegal.
• Only if two thirds of the workers support the strike
can it go ahead.
THE PICKET
PICKET: (Trade Union 1959)

• Purpose of picket:
To give publicity on any disputes.

• Procedures:
- Cannot obstruct exit or entrance.
- Cannot threaten other people.
- Activities need to be organized in
peace.
 DISPUTES
• Trade dispute under the Industrial Relations
Act 1967 means any disagreement between
the employer and workman or employee
which is connected with the employment or
non-employment or the terms of
employment or the conditions of work of
such workman or employee leading to
industrial action.
There are TWO main methods to settle disputes:

- Conciliation:
Process whereby the Department of Industrial Relations
helps to settle disputes between employers and
employees.

- Arbitration:
Settlement of a dispute between an employer and
employees by a neutral third party.
 STRATEGIES IN INCREASING
INDUSTRIAL RELATIONS EFFECTIVENESS

• Negotiation Skill Training.

• Joining the Union Body.
• Maintaining Good Relationship.
• Providing Awareness to Employees and
Employers.
 MINISTRY OF HUMAN RESOURCE
(MOHR)
• To update and implement labor policies and laws to create
efficient, productive and discipline workforce with positive
values and good work ethics.
• To update and implement occupational safety and health
policies and laws to ensure a healthy and safe work
environment.
• To efficiently manage and independently resolve industrial
dispute between employer and employee in order to create
a conducive work environment.
• To monitor and facilitate development and movement of
trade unions to be orderly for the benefit of the nation.
• To manage international relations in Labor Management
field, technical co-operation in labor related matters and
human resources development.
• To encourage and coordinate tripartisme among
employees, employers and Government and to create
harmonized relation toward Vision 2020.
• To plan and develop human resource through control
and labor market analysis to formulate policies relating
to employment, development of skilled workforce and
productivity linked wage system.
• To create job opportunities and job placement.
• To update and implement National Vocational Training
Policy and strategies that will fulfill the training needs
in the private sector.
• To revise, update and develop the syllabus of skills
training (NOSS), Skills Certification System (MOSQ) and
skills standard for implementation.
• To update and effective implementation of social
safety facility to ensure sufficient safety net for
workers.
 HUMAN RESOURCE DEVELOPMENT FUND
(HRDF)
• Upgrading the knowledge and skills of workers
• Equipping workers with the latest and specific skills
• Facilitating the transfer of technology in industry
operations
• Increasing productivity and value-added operations
• Preventing workers' skills from becoming obsolete in
an environment of technological change
• Creating multi-skilled workers for functional flexibility
and
• Enhancing the training culture amongst employers
 PEMBANGUNAN SUMBER MANUSIA BERHAD
(PSMB)
• To assess and determine the types and
extent of employees' training and retraining
in keeping pace with the human resources
need of industries
• To promote and stimulate manpower
training and
• To determine the terms and conditions under
which any financial assistance or other
benefits are to be given
 SOCIAL SECURITY OGANIZATION
(SOCSO)
• The Social Security Organization or SOCSO
exists to carry out and administer the social
security schemes, which is part of Employee’s
Security Act 1969.
• Under the act, Employment Injury Insurance
Scheme and the Invalidity Pension Scheme are
enacted as a mean to protect the welfare of
the employees in case of injuries, or death
arising from accidents and mishaps during
work.
The Rate of SOCSO Contribution
• The principal employer must make a monthly
contribution for each eligible employee according
to the rates specified under the Act.
 
• The employer pays 1.75% for the Employment
Injury Insurance Scheme and the Invalidity
Pension Scheme while the employee's share of
0.5% of wages should be paid for coverage under
the Invalidity Pension Scheme.

• The rate of contribution is based on the monthly

wage of the employee in accordance to 24
categories.
EMPLOYEES PROVIDENT FUND
(EPF)
• The EPF is a social security institution formed according
to the Laws of Malaysia, Employees Provident Fund Act
1991 (Act 452) which provides retirement benefits for
members through management of their savings in an
efficient and reliable manner.

• The EPF also provides a convenient framework for

employers to meet their statutory and moral obligations
to their employees.

• The current rate of contribution is 23% of the employee's

wages of which 11 % is from the employee's monthly
wage while 12% is contributed by the employer.
 WORKMEN’S COMPENSATION
• Workmen's compensation is a compensation
for injury to an employee or worker arising
out of and in the course of employment that
is paid to the worker or dependants.

• The employer will have to purchase a

workmen's compensation insurance for
workmen's compensation claims by injured
employees or workers.
The Workmen's Compensation Act 1952.
• This Act provides for the compensation payment to an
injured employee or worker arising out of and in the
course of employment or contracting occupational
disease.

• Where the employee or worker dies in the event of fatal

accident or contracting an occupational disease or in the
course and arising out of performing his duty or work, the
Workmen's
 
• Compensation Act 1952 provides for the compensation
payment to the worker's dependants.

• This Act is administered by the Department of Labour and

applies throughout Malaysia.
 OCCUPATIONAL SAFETY AND HEALTH
The aims of this Act are :
– to secure the safety, health and welfare of persons at
work against risks to safety or health arising out of the
activities of persons at work
– to protect person at a place of work other than persons
at work against risks to safety or health arising out of the
activities of persons at work
– to promote an occupational environment for persons at
work which is adapted to their physiological and
psychological needs
– to provide the means whereby the associated
occupational safety and health legislation may be
progressively replaced by a system of regulations and
approved industry codes of practice operating in
combination with the provisions of this Act designed to
maintain or improve the standards of safety and health.
 PENSION & RETIREMENT
Pension
• Pension means money paid under given conditions to a
person following retirement or to surviving dependants.
• The Pensions Act 1980 which came into force on the 1st
January 1976 is the governing act for pensions benefits in
Malaysia. This Act provide for the administration of
pensions, gratuities and other benefits for officers in the
public service and their dependants.
• Under the Pensions Act 1980, pension, gratuity or other
benefit granted shall be charged on the Federal
Consolidated Fund.
•  Pension does not include any cash award granted in lieu of
accumulated vacation leave to an officer whose salary is
not paid out of the Federal Consolidated Fund.
Compulsory Retirement

• An officer shall retire from the public service on attaining the age of 55
years.
• Nevertheless, the above is not applicable to :
– Clerk to the House of Representatives or the Clerk to the Senate
– Officers who have retired after the coming into force of the Pensions
Act 1980 but before the publication thereof
– Officers who are in service and who within 6 months after the
publication of the Pensions Act 1980 have attained the age of 55 years
or more.
• Where an officer attains the age of 55 years, and a criminal or disciplinary
proceeding which may result in his conviction or dismissal is not
concluded, his service shall be deemed to have been extended beyond
that age but on no-pay leave until his case is determined.
• However, if the criminal or disciplinary proceeding does not result in his
conviction or dismissal, he shall retire on attaining the age of 55 years and
the period of service after this age shall not be reckonable service.
Optional Retirement
• An officer may apply for retirement after
attaining the age of 45 years for :
– a woman officer
– an officer of the fire service holding the rank of sub-
officer and below
– a police officer below the rank of Assistant
Superintendent of Police
– a prison officer below the rank of Superintendent
– a male nurse of a mental hospital.

• Optional retirement also includes retirement

after attaining the age of 50 years for a male
officer other than those officers stated above.
 MAJOR ISSUES
OF HUMAN RESOURCE
MANAGEMENT
• DECISION MAKING • STRESS MANAGEMENT
• DELEGATION • COMMUNICATION
• CRISIS MANAGEMENT • LEADERSHIP
• TIME MANAGEMENT • MOTIVATING EMPLOYEES
 TIME MANAGEMENT

Why should you make a special effort to

manage your time?
– You will get employees to a better start
– You will be less frustrated
– You will have time you need to plan
– You will have more family, leisure time and
manage your lifestyle better
 How to manage Your Time
• Change your attitude toward time
• Delegate more
• Look for and take shortcuts
• Group tasks together
• Cut down on interruptions
• Keep others from using up your time
– Respect other people’s time
– Indicate availability
– Decline to be interrupted
 Other Important Tips of
Time Management
• Determine personal goals, objectives & policies.
• Planning.
• Justify personal actions.
• Always supervised.
• Efficient jobs & responsibilities delegation.
• Upgrade knowledge & skills.
• Efficient communication skills.
• Effective conflict management.
• Appreciate value of time.
• List job priorities.
• Don’t pool important jobs.
• Give ample time to decide important decisions.
• Discipline.
• Effective stress management.
 DECISION MAKING
High-consequence work-oriented problems:
- Avoid the temptation to make a quick
decision.
- If you decide to make an autocratic decision,
write down and analyze options.
- If a clear choice is not evident, consult your
supervisor.
- After some weighing, choose a solution you
feel best and refer it to your immediate
superior for approval and reaction.
- Follow up.
High-consequence people problems:

– Listen carefully to all problems or complaints.

– Gather information from all sides.
– Weigh all facts carefully before you decide.
– Use good counseling techniques, openly
communicate to all parties involved your
decision and why you made it.
– Follow up by working to restore or rebuild any
relationships that may have been injured by your
decision.
 DELEGATION
– To entrust to another

Why failure to delegate:

No faith in subordinates
Fear of superiors
Desire for personal credit
Misjudgment of time
 Benefits of Delegating
• Accomplish more work.
• Increase involvement.
• Manage your workload.
• Manage remote locations better.
• Develop your subordinates.
• Builds a high-performance team.
• Draws upon the strengths of entire
organization.
• Work is done at the lowest cost possible.
• Reduces your stress.
 When & How Should You Delegate?

• When you need more time for work.

• When delegating will help involve employees,
improve morale, etc.
• When it will not show undue favouritism.
• When you are willing to take time and effort to do a
skillful job of delegating.
• When you are under pressure and must let go of
some responsibilities in order to protect your
physical and mental health.
 DELEGATION TECHNIQUES
OBJECTIVES:
• Reduce work load.
• Faster decision making.
• Utilize subordinate’s abilities.

TECHNIQUES:
• Selection of subordinate with abilities & capabilities.
• Delegate jobs & responsibilities.
• Delegate authorities.
• Provide proper directives.
• Justify jobs relevant to organizational objectives.
• Justify job standards.
• Always guide & support.
• Recognition.
 CRISIS MANAGEMENT
• Face the problem: don’t avoid or minimize it; tell the
truth.

• Take your “lump” in one big news story rather than

in bits and pieces, “no comment” answers imply
guilt.

• Recognize that, in the age of instant news, no such

thing as a secret or private crisis exists.

• Stage “war games” to observe how your crisis plan

holds up under pressure. Train executives to
practice press conferences and train teams to
respond to crises that may affect other functional
areas or divisions.
• Use firm’s philosophy, motto or mission statement
to respond to a crisis, e.g. “We believe in our
customer. Service is our business.”

• Use the firm’s closeness to customers and end users

for early entry feedback on the crisis and evaluate
your effectiveness in responding and addressing the
events.

Issues and crisis management methods and preventive

techniques are effective in corporations only if:
• Top management is supportive and participates.
• Involvement is cross-departmental.
• The issues management unit fits with the firm’s culture.
• Output, instead of process, is the focus.
 STRESS MANAGEMENT
Sources of Stress:

• Role ambiguity
• Role conflict
• Job overload
• Managerial work
• Working condition
• Dual-career family
• Financial problems
• Living conditions
 How to handle stress:
• Clarify of job description to determine proper roles and
functions among employees.
• Provide proper staff allocations.
• Learn to appreciate the profession and job nature.
• Compromise between husband and wife regarding their
duties.
• Practice effective personal financial management.
• Choose proper living condition.
• Prioritize job tasks and personal problems.
• Solve only crucial/critical problems.
• Do not bundled and solved critical problems at one time.
• Practice healthy living.
• Particular about diet.
• Practice aerobic.
• Pray.
• Meditation.
 COMMUNICATION
• The art and science of human transforms or sends
information/messages to others in order to achieve a goal
through a media communication.

Process:
• Sender
• Receiver
• Encode
• Message
• Communication channel
• Decode
• Response
• Barriers
 Importance of Communications
• Increase productivity
• Making good decision
• Fulfill employee satisfaction
• Problem-solving
• Increase work commitment
 Important Tips for Effective
Communication

• Create daily two-way communication

• Set up a bulletin board as a communication
center
• Hold group meetings
• Send inter-office communications
• Use other communication techniques
 EFFECTIVE MEETING
• Set meeting objectives.
• Set meeting agenda.
• Determine meeting date, time & venue.
• Always guide the meeting.
• Supervise the meeting.
• Encourage discussion & interaction.
• Record.
• Summarize findings.
• Prepare report.
 INTERPERSONAL COMMUNICATION SKILLS
• Always listen.
• Be humble.
• Think before act.
• Don’t make self decision.
• Don’t be prejudice.
• Have interest.
• Think of others.
• Be focus.
• Not emotional.
• Don’t interrupt.
• Avoid conflicts.
 LEADERSHIP
• Leadership is the capability to create group in
achieving organizational goal effectiveness,
maximum and cooperation from every individual.

• Leadership means influence; a process which can

influence people to work harder voluntarily towards
the achievement.

• Leadership is a process of influencing between

leader and subordinate.
 Characteristics of Leadership
• Honest & integrity
• Vision & goal setting
• Ability
• Inspirational
• Risk taker & accountable
• Capable to guide others
• Charisma
• Empowerment
• Trust & loyal
• Sharing
• Ethical
• Team spirit
• Self confidence
 Functions of Leadership
• Goal setting
• Decision-making
• Communication
• Motivation
• Grouping
• Control
• Human relationship
Leadership Styles
• Autocratic
• Bureaucratic
• Laissez-Faire
• Charismatic
• Democratic
 Important tips for the leader
• Talk about issues when they first affect you.
• Often speak up what is on your mind.
• Tell it the way it is.
• Let the employees feel that you are leading them.
• Seek respect rather than popularity.
• Avoid over-promising and breaking promises.
• Enjoying your managerial roles.
• Making yourself visible.
 MOTIVATING EMPLOYEES
Five Foundations for
Motivating Employees:

1. Give clear and complete instructions.

2. Communicate: Let your people know how
they are doing.
3. Give credit when due.
4. Involve people in decisions.
5. Maintain an open door.
Suggestions for Motivating
the Employees:

- Recognize individual differences

- Match people to jobs
- Use goals
- Individualize rewards
- Link rewards to performance
- Check the system for equity
- Don't ignore money
 Characteristics of an Environment
Conducive to Self-motivation
• Purposeful and meaningful work
Involve them in planning changes
Meet with employees as a group on a regular
basis
Show them how their contribution affects the
department’s welfare.

• Continuous learning
Engage in continuous improvement
Provide opportunity for education beyond the
job.
• Accurate, timely, and specific feedback on
performance
Do the appraisal on or before the due date.
Take time to cover the results of the appraisal
with the employee.
Allow the employee being appraised to ask
questions for clarification.
Encourage self-appraisal.
OTHER IMPENDING ISSUES
OF HUMAN RESOURCE
• UNEMPLOYMENT
• MINIMUM WAGE
• JOB DISCRIMINATION
- gender
- ethnic
- new job applicants (fresh graduate)
- older workers
- handicaps
• OTHER DIVERSITY PROBLEMS
- single parents & working mother
- rights for women
- dual-career employees
- lack abilities (knowledge & skills)
- immigration
• RIGID JOB SELECTION
• NOT FULLY UTILIZING LABOUR FORCE ABILITIES
• MIGRATION
• LIMITED RETIREMENT BENEFITS
• EFFECTS OF INFORMATION TECHNOLOGY
• LACK OF CAREER DEVELOPMENT
• LACK OF ENFORCEMENT
HOW TO BE SUCCESSFUL
PROFESSIONAL IN
BUSINESS AND LIFE
Ref: Bill Rancic
(First Winner of The Apprentice),
You’re Hired
ON GOALS:

• Goals setting.
• Objectives setting.
• Works with pleasure.
• Willing to take risks.
• Anticipate outcome, consider every
possibilities.
• Celebrate your achievements.
ON VALUES:
• Don’t lie to be professional.
• Thankful to God.
• Analyzing & knowing your capabilities.
• Develop friendships.
• Don’t be arrogant.
• Don’t demand and give something back to others.
• Play a healthy competition.
• Say what you mean and mean what you say.
• Build relationships (develop networking).
ON VISION:

• Build a like-minded team (surround yourself

with smart, hardworking, self-motivated
people who share a common goal).
• Accept blame (accept criticisms).
• Inspire.
• Set the standard.
• Willing to empowerment.
• Tighten your own belt before asking your
employees to tighten theirs/ willing to share
hardships).
• Think different than others).
• Need to develop new radical approaches.
• Minimize the drama in your life (ability to focus,
avoid drama kings and queens, positive and
proactive in professional and personal relationship).
• Look back to look ahead (able to analyze previous
performance).
• Do what you can.
• Own initiative.
• Seal the deal (secure contracts).
• Count on family (attached & seek family’s
assistances).
• Accept failures.
• Get new ideas outside.
• Job terminations end well with your
associates.
• Think like a big fish in a small pond
(be confidence & optimistic).
• Maintain focus.
• Strive.
• Be reasonable.
• Contribute back to get more.
• Proper direction.
• Ability to deliver ideas.
• Rally your troops (during crisis gather your
closest and most trusted advisers to assist in
solving problems).
ON STRATEGY:

• Develop cooperation among peers to perform tasks

together.
• Be different than others.
• Anticipate problems and ready to overcome them.
• Exploit above potentials.
• Working extra hours everyday.
• No empty promises & deliver above expectations.
• Act fast, agility and adaptability are important.
• Take pride in your work.
• Get a good night’s sleep.
ON LEADERSHIP:

• Planning & anticipated outcomes.

• Always learning.
• Realize your values/net worth.
• Conquer the fear factor.
• Anticipate change.
• Willing to change or handle multiple jobs.
• Pursue you passion.
• Being dynamic & generate new
ideas/strategies.
• Provide proper direction, support, encouragement
& incentives.
• Sensitive to environment.
• Always evaluate performance.
• Recruit personnel with high ability and motivation
to perform works.
• Power derived from wisdom and confidence.
• Listen (accept recommendations).
• Capitalize all available resources.
• There’s no place like home (return to family).
ON EXECUTION:

• Make a decision (brave to make big decision).

• Just do it (brave to execute jobs) .
• Take on the difficult assignments.
• Style counts (image, impression and appearance
important).
• Sweat the details, but don’t sweat the outcome.
• Strike first (immediate action to capitalize market
potentials).
• Think outside the box (creative thinking).
• Think like an astronaut (failure is not an
option/zero defect).
• Meet the deadlines.
• Be strong.
• Give the customer what he wants (satisfy customer
needs).
• Be professional in doing works.
• Maximize utilization of available resources).
• Materialize your promises at any costs.
• Hate to lose (never give up).
• Keep fluid (be flexible).
• Be realistic.
• Be humble.
• Be optimistic and positive.
ON SUCCESS:

• Be certain on your decision and the path to

implement jobs.
• Take inventory.
• Be a team player.
• Understand your core purpose (knowing your vision
and mission) .
• Draw a personal building plan (personal planning).
• Balance (again) (able to measure success in
business and life).
• Give something back (willing to contribute back to
others).
 STRATEGIC PLANNING
(systematic managerial analysis)
1: SITUATION ANALYSIS
2: VISION, GOALS & OBJECTIVE SETTING
3: PROBLEM ANALYSIS
4: IDENTIFY ALTERNATIVES & DECISION
MAKING
5. POTENTIAL PROBLEM ANALYSIS
6: STRATEGIES
7: IMPLEMENTATION PLAN
8: CONTROL & SUPERVISION
9: BUDGET
10: WORK SCHEDULE
11: ORGANIZATIONAL STRUCTURE
12: EVALUATION
Q&A
IF YOU NEED ME, PLEASE
CONTACT
HP: 013-3424500
E-Mail: zainolabd@hotmail.com
THANK YOU