Journal Excellence MAMPU

Transcription

EXCELLENCE is a semi academic journal published annually.
It focuses on issues of transformation in the Public Sector,
specifically in the areas of governance, leadership, management
and ICT. The contents would be beneficial to both the public
and private sector practitioners who aspire to learn about best
practices in an organisation.
EDITORIAL COMMITTEE
ADVISOR
Dato’ Mohamad Zabidi Zainal
CHIEF EDITOR
Dato’ Dr. Mazlan Yusoff
REVIEWERS
Surendran C.K. Balan
Salmah Khairuddin
Tan King Ing
Susie Dorai Raj
Muhamad Ali
Mohd Khamde Khuzaini Tukiman
EDITORS
Aedy Fadly Ramli
Dg Shalbia Abdul Ghani
Nurhafizah Mohd Shariff
Siti Mariam Ahmad Kamal
EXCELLENCE is also available online at
www.mampu.gov.my
ISSN: 1985-6482
Published and Printed by:
Malaysian Administrative Modernisation
and Management Planning Unit
(MAMPU)
Prime Minister’s Department,
Level 6, Block B2,
Prime Minister’s Department Complex,
Federal Government Administrative Centre,
62502 PUTRAJAYA,
MALAYSIA.
Copyright © 2013 by MAMPU
All rights reserved. No part of this journal may be reproduced, stored in a retrieval system, transmitted in any form or
by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the
publisher.
FOREWORD
Assalammualaikum Warahmatullahi Wabarakatuh.
May peace be upon you.
We are pleased to present the fourth volume of EXCELLENCE.
Malaysia is going through an era of transformation that requires us to look into the
future in order to stay competitive globally. In a connected world, the Public Service
will need to have a strategic mindset that is able to adapt and respond quickly to global
trends. We are now dealing with a new generation of citizens, demanding for even more
efficient, transparent and responsive services. Business is not as usual. We must have the
ability to explore, set new direction and leverage new technologies to improve existing
business models and find innovative ways to strengthen the effectiveness of the Public
Service.
Globalisation has not only impacted international trade and the economy but also other
aspects such as values and culture. The element of integrity should be the basis for good
governance which is grounded upon the tenets of transparency, accountability and
professionalism. Taking cognisance of this, the government has published a booklet
entitled Public Service Ethos with the objective of inculcating ethics and good values in
the Public Service. To further accelerate the momentum of public service excellence,
the Prime Minister has advocated six imperatives as guiding principles for the public
servants in discharging their duties and responsibilities. They are: Providing Fast
Services, Nurturing Precision Culture, Upholding Integrity, Achieving High Productivity,
Inculcating Creativity, and Fostering Innovation.
As knowledge and innovation are central to Public Service transformation, we hope that
this edition of EXCELLENCE, which includes articles on innovation, will continue to serve
as a platform for sharing of ideas and best practices.
We thank all contributors for making this edition of EXCELLENCE possible and look
forward to receiving more articles for future publications.
Thank you.
Director General
Malaysian Administrative Modernisation and Management Planning Unit (MAMPU)
Prime Minister’s Department
Malaysia
CONTENTS
Upholding Public Service Ethos
1
Implementation Of Malaysia’s New Economic Model: A Research Agenda
Prof. Datuk Dr. John Antony Xavier
5
Penilaian E-Pembelajaran Di Sektor Awam Malaysia:
Ke Arah Keberkesanan E-Pembelajaran Berteraskan Pedagogi
Dr. Yusminar binti Yunus
23
Keberkesanan Komunikasi Organisasi Sektor Awam:
Impak Perancangan Program Latihan Terhadap Transformasi Modal Insan
Wan Idros Wan Sulaiman
Maizatul Haizan Mahbob
43
Toolkit Penilaian Kematangan Keupayaan Proses ICT Untuk Sektor Awam
Dr. Mokhtar bin Mohd Yusof
Dr. William Voon
Anne Vikneswary
59
Lectures on Leadership @ MAMPU
STILL SURPRISED
Discerning the Real Issues of Leadership
Dato’ Dr. Mazlan Yusoff
73
About the Authors
81
Submission Format For EXCELLENCE
1
Director-General MAMPU
INTRODUCTION
Wars change; warriors don’t, so says the literature. Public servants are, indeed, warriors in
their own right. Obviously, we don’t go to war in the literal sense but each of us struggle
everyday to define and defend our sense of purpose and integrity to justify our raisond’être. We serve the government and the people guided by a code of conduct. While we
represent the values of our society, we must be governed by our own ethos – the public
service ethos.
The notion of ethos for the public service has been articulated ever since the time of
Plato. Derived from the Greek word, ethos is defined as the distinctive character, spirit
and attitude of a people and culture. A more current definition of ethos as proposed by
the British Government is a principled framework for action that describes the general
character of an entity and that motivates members of the entity to act and behave
according to that framework.
To say that we have not had an ethos within the Public Service all this while would do no
justice to the Malaysian Public Service. In retrospect, history will reveal how the Malaysian
Public Service rose to the challenge, having been entrusted to shoulder the noble
responsibility of socio-economic reform since the era of post-independence under the
banner of nation-building. History will also disclose how the public service successfully
navigated the administrative change from mere ‘maintenance administration’ during
the colonial days to ‘development administration’ in the early years after independence.
In the quest for excellence, the Public Service continues to move forward, riding steadily
the wave of ICT to bring about total transformation in public service delivery - always
guided by the ethos of serving the nation.
As we can see, Malaysia ranked 10th in the FDI Confidence Index 2012. Malaysia also
stood 14th in the IMD World Competitiveness Index 2012, 18th out of 183 economies
in the World Bank report on ‘Ease of Doing Business Index’ 2012 and 20th in the Global
Peace Index 2012. These achievements, after more than five decades of continuous
growth, are testimony to a culture of excellence that has stood the test of time.
Today, the landscape and challenges facing the public service have witnessed a sea
change. We are fighting on a different battlefield even though we are the very same
warriors. With technological advancement, a highly informed society and ever rising
citizen expectations, the Public Service is indeed operating in a totally new playing field
in its endeavour to meet the needs of the people and in fulfilling national aspirations.
Indeed, the Public Service itself has undergone a metamorphosis.
Volume 4 Number 1 2013
UPHOLDING PUBLIC SERVICE ETHOS
Journal EXCELLENCE
2
From the demographical perspective, nearly 60 percent of public sector personnel
today comprise those in the 21 to 40 age bracket. It represents a generational shift, a
changing of the guard in the Public Service, so to speak. Technology has permeated all
facets of service delivery and internal government operations. In 2012, we succeeded in
providing 56% of government services online. The challenge now is to offer 90% of all
government services online by 2015. In terms of strategic direction, the pace of change
in the implementation of policies and programmes by the public sector has accelerated
tangibly since 2009. The GTP and its 7 NKRAs and the 8 Strategic Reform Initiatives (SRIs)
of the New Economic Model now provide the strategic framework for action for the
Public Service. These transformative trends have resulted in a new eco-system within
the Public Service that warrants a revisit of the notion of ethos among public servants.
EIGHT CORE VALUES OF PUBLIC SERVICE ETHOS
Taking cognisance of the centrality of an ethos for the Public Service, eight core values
have been identified as the make up of the new Malaysian Public Service Ethos. Integrity,
Sense of Urgency, Citizen-focus, Collaboration, Consultation, Innovation and Creativity,
Value of Complaints and Knowledge and Skills are seen to be the requisite values needed
to address the prevailing operating environment of the Public Service.
The choice of Integrity as a core value of ethos needs no justification. It forms the basis
of ethical behaviour in the Public Service. The NKRA on Reducing Corruption identifies
the need to improve public perception on the incidence of corruption and to enhance
the people’s confidence in regulatory and enforcement bodies. Nurturing a bias for
integrity through an ethos is the ideal platform to ensure the permeation of integrity in
all spheres of public life.
Speed is the essence of service delivery to the individual citizen or member of the business
community. Hence the adoption of Sense of Urgency as a value that is inculcated through
the rigour of adherence to timelines, deadlines and customer charters. Consequently,
the long term benefit of internalising this value would be a disdain for tardiness and
procrastination, highlighting instead the quest to act immediately on any application or
request for information and services. A Sense of Urgency would translate into real value
add for the customer who can obtain fast, efficient and timely services.
Consultation and Collaboration are key values for the modern inter-dependent world
we live in. Public sector agencies can no longer operate on the belief that they know
best and thus design compartmentalised service offerings. Instead consultation and
engagement would enable effective feedback for effective policy development and
appropriate service provision. Consulting civil society ensures the right customers are
targeted in the right way while engaging the private sector will help facilitate businesses
and raise national competitiveness. The strong consultative framework provided by
PEMUDAH has expedited the private sector through faster clearance of exports and
imports, improvements in tax administration, registration of property, facilitating
3
In a similar vein, our agencies can no longer work in silos where the scope of services
moves beyond organisational boundaries. Local Authorities, for instance, have to
collaborate with a range of government and non-government entities in providing a
variety of end-to-end urban services. Safety and crime prevention is yet another area
that has seen the advent of a collaborative network between different players such as
the Royal Malaysia Police, the Malaysian Armed Forces and the Prisons Department.
The rationale for collaboration is gaining credence given the scarcity of resources and
paucity of expertise and intelligence across agencies.
Citizen-focused service occupies a central position in the present era of service delivery.
The fact that public expectations continue to grow needs little emphasis. Levels of
service which a decade ago would have been considered exceptional are now rated
acceptable, at best. This is not a phenomenon that is confined to the public sector. Even
services rendered by professionals are not spared. The ‘doctor knows best’ deference has
been replaced with ‘can I have a second opinion?’ All of these point to the fact that we
have to place the citizen and the customer at the heart of any delivery strategy. Hence,
the appreciation of the Customer-focused value among public servants is essential if we
are to give real meaning to the Government’s ‘People First’ commitment.
The injection of Innovation and Creativity can breathe new life into routine tasks and
age long processes. Simple yet out-of-the-box ideas can challenge the status quo and
enhance the value of our work to the customer. In line with the country’s transformation
agenda, it cannot be a case of ‘business as usual’ for the average public servant as we
try to break new ground in delivering on the promise of exceptional world class services
to our constituents. Public servants need to apply innovative methods to simplify work
processes, update regulations and eliminate red tape to facilitate the customer. As
interestingly argued by some literature, innovation is all about destructions – scrapping
the obsolete technology and leveraging on the new ones! There have been several
breakthrough achievements in this respect: 1-day approval to start a business, 1-day
company name approval, 1-day registration of property titles, 1-hour issuance of
passports, 1-day transfer of land title to name but a few. These are real evidence where
the mantra of speed in execution is translated into real implementation that brings
results that people can feel on their skin.
Complaints and feedback from the customer are invaluable. Every complaint must be
viewed as a gift that will spur not just corrective action but becomes the seed for further
improvement in the level of services proffered. This requires a culture of receptivity
to complaints and feedback among public servants as a natural ingredient for service
excellence. It calls for an open, responsive and earnest approach that treats customers
with empathy, courtesy and cordiality.
Finally, public servants must appreciate the need to continuously upgrade their
knowledge and skills in helping them to perform their tasks better. Rising citizen
e-payments and improving processing time.
Journal EXCELLENCE
4
expectations mean that we need to raise our own performance bar. To achieve this, the
public servant must have a hunger and a thirst for knowledge, is ever willing to explore
the treasure of knowledge that will impact positively on their performance. This passion
of continuously “sharpening their saw” must be imbued as a key attribute of the Public
Service ethos.
There is much work to be done as we act to ensure that these eight core values that
form the Public Service Ethos become synonymous with the Malaysian Public Service.
It calls for a partnership among all agencies across the public sector. The Public Service
Department and MAMPU as well as training institutions such as INTAN and key agencies
such as the Integrity Institute of Malaysia (IIM) and the Malaysian Anti-Corruption
Commission (MACC) will feature prominently in the continuous efforts to embed these
core values within the Public Service.
CONCLUSION
Ultimately, an ethos is all about maintaining a culture par-excellence. It is fundamental
to any organisation and to how people who work in it feel and behave. The criticality
of an ethos for the public service cannot be over emphasised. It is the moment of truth
that when someone describes him or herself as a ‘public servant’, it is testimony to the
power of an ethos. Do we hear anyone describing themselves as ‘private servants’? A
public service ethos is intrinsic to the idea of serving in the public service - an aspiration
that has to be translated through concrete deeds. For the public service in Malaysia, we
will need to nourish and cultivate the eight values that make up our public service ethos
across agencies at all levels. The government will embark on a series of enculturation
programmes to build greater awareness and understanding of the public service ethos
so that it is built into the fabric of the ever evolving public service delivery mechanisms.
After all, a public service ethos is only as good as the service it delivers.
5
John Antony Xavier1
Graduate School of Business
Universiti Kebangsaan Malaysia
ABSTRACT
The paper examines the elements of Malaysia’s New Economic Model (NEM) launched
by Prime Minister Dato’ Sri Mohd Najib Tun Abdul Razak in 2010. The model is timely
given Malaysia’s aspiration to become a high-income nation by 2020. The NEM lays out
the strategies to achieve this high-income nation status. This paper identifies areas of
research that could be pursued to help implement the strategies of the NEM.
INTRODUCTION
The NEM offers new fresh strategies to catapult Malaysia into a developed-country
status while ensuring that its economic principles are in tandem with the demands of
globalisation. The need for Malaysia to retain, if not advance, its competitive position
by enhancing its export potential and the inflow of foreign direct investments, make
it imperative for Malaysia to undertake new strategies while retaining those that had
worked well before.
The New Economic Policy (NEP) retains the thrust of the New Economic Policy.
Developed in the aftermath of the 1969 racial tensions, the NEP was to govern socioeconomic policies of the nation for the following thirty years (1971-1990). Its objectives
are to eradicate poverty and to restructure the society by eliminating the identification
of race with economic function.2At the time of its expiry in 1990, the NEP had posted
sterling achievement in reducing poverty. Poverty fell three-fold from 49.3% in 1970 to
17.1% in 1990 (Zin and Xavier, 2012). To carry on the work done under NEP to restructure
the society and eliminate poverty, the government extended the policy thrusts of the
NEP under the National Development Policy (NDP). Essentially, the NDP had the same
objectives of the NEP. In the pursuit of an equitable distribution of income in society,
the government was determined to ensure that Bumiputeras achieve the 30% equity
ownership and occupation (Seventh Malaysia Plan, 1991-1995). With the end of the NDP
1
Datuk Dr. John Antony Xavier is a Professor of Management at the Graduate School of Business, Universiti
Kebangsaan Malaysia. Email: johnantonyxavier@hotmail.com
2
At the early stage of economic development, employment in specific sectors, such as plantations, business
and agriculture, was largely dominated by certain racial groups. That identification has since been substantially reduced
through a system of affirmative action orchestrated to uplift the economically disadvantaged.
IMPLEMENTATION OF MALAYSIA’S NEW ECONOMIC MODEL:
A RESEARCH AGENDA
Journal EXCELLENCE
6
in 2000, the National Vision Policy (2000-2010) and the Government Transformation
Policy (2011-2020) took up the cudgels of poverty eradication and restructuring of
society.
THE NEW ECONOMIC MODEL: A JUSTIFICATION
Since its independence in 1957, the various economic approaches have helped Malaysia
to progress socio-economically. Prior to the East-Asian Financial Crisis of 1997-1998, the
Malaysian economy posted sterling growth rates around 9%. Malaysia was then the
leader of economic growth across the ASEAN countries. (Since that crisis, the growth
rates have been modest at 5.7% - around that of its neighbouring countries such as
Thailand.)
As of 2012, the country has a well-established and first-class network of infrastructure
facilities that is comparable to those in the developed countries. It has a strategic location
in the fastest-growing region of the world with a strong natural resource endowment.3
It has a high literacy rate of 92% and an educated workforce. Its per capita has risen
steadily to USD 9,700 in 2011 – a twenty-six fold increase over the last 40 years from USD
370 in 1970. The people enjoy quality standards of health and education. They live longer
too with the average life span of males and females being 72 and 76 years respectively.
Poverty has declined to 3.8% with only 4,255 families (a significant drop from 44,653
families previously) registered as hard-core poor.4 By 2010, 93% of the population had
access to safe drinking water while 99.6% had access to electricity in Peninsula Malaysia.
In Sabah and Sarawak, 77% of the population had access to electricity.
Despite the system of affirmative action (the primary instrument to bring about greater
equity in the distribution of income) communities felt marginalised. Hence, inclusiveness
was one of the key agendas of the NEM.
The NEM has another objective: that is to help the country to achieve a developed nation
status as envisaged in its Vision 2020. Specifically, the NEM is to catapult Malaysia from
being trapped in its middle-income status – with a per capita income of USD 7,000 – to
average income levels between USD 15,000 to 17,000 by 2020 (a 100% increase within
10 years). This will make Malaysia join the likes of Singapore, Czech Republic, Poland and
Slovakia.(See Figure 1.)
3
Malaysia’s economic openness, as measured by trade, is about 230% of GDP in 2001. Bilateral trade between
Malaysia and China was USD 52 billion in 2009 and is expected to exceed USD 60 billion in 2010. Bilateral trade between
Malaysia and India was USD 7 billion in 2009 and is expected to exceed USD 10 billion by 2011 (Norma, 2010).
4
The number of poor people has dropped from 59,400 to 54,100. Under the Poverty Line Income (PLI), households earning below RM 440 a month in Peninsular Malaysia, RM 520 in Sabah and RM 540 in Sarawak are considered
hard-core poor. The government has targeted the eradication of hard-core poor by the end of 2010. (Press statement by
Datuk Seri Sharizat Abdul Jalil, Minister of Women, Family and Community Development Ministry. “ Only 4,255 hard-core
poor still registered” New Straits Times, p. N4, 18/12/2010)
7
Korea
Czech Rep
Korea
Slovakia
Czech Rep
Slovakia
Poland
22
(USD thousand)
20
18 22
16
14 18
HIGH INCOME
BOUNDARY
12 16
Poland
Chile
HIGH INCOME
ArgenƟna
BOUNDARY
Malaysia
Chile
ArgenƟna
Thailand
Malaysia
Indonesia
Thailand
Indonesia
10 14
8 12
6 10
4 8
2 6
0 4
2
0
Source : NEAC, 2010, p. 60
1990
1992
1994
1996
1998
2000
2002
2004
2006
2008
2
Figure 1 : Comparison of Per Captita Income Across Selected Countries 1990 - 2008
(Source : NEAC, 2010, p. 60)
This initiative to become a high-income nation gained greater urgency after the global
financial crisis of 2008. Other emerging economies such as Vietnam and Indonesia were
making strides in lower-costs and labour-intensive production. With stiff competition
from Asia, South America and Eastern Europe (specifically the BRIC countries of Brazil,
Russia, India and China) Malaysia’s impressive growth rates of 9% of the eighties fell to
5%. The need to compete with high value-added economies was imperative to put the
nation on a growth path to a high-income status.
As consumption, and not investment, was driving the economy, the NEM sought to
increase especially private consumption to stimulate further growth in the economy.
As Figure 2 shows, public investment as a share of the GDP was high while private
investment was low compared to neighbouring countries such as Singapore. Over the
2000-2006 period (post-East Asian Crisis), private consumption and investment grew
at 9% and 14% respectively while private investment average annual growth fell to 4%
during that period. At 10-12%, private sector investment as a percentage of the GDP
washalf that of the levels (25-30%) witnessed in other advanced countries such as
Singapore.
As such, in 2010, the government remained the primary generator of wealth in the
economy. The government thus felt that the private sector, which was the engine of
economic growth in the last two decades of the previous century, should regain its role
in the economic transformation of the country. The NEM offers an expanded role for
the private sector.
(USD thousand)
Journal EXCELLENCE
8
Private & Public investment as share of GDP
1989-2008;%
Average annual growth
1991-2006; %(Malaysia)
Pre-crisis
1991-1997
Post-crisis
2000-2006
14
9
6
7
7
3
Private consumpƟon
Government
expenditure
Investment
Figure 2 : Comparison of Growth Rates of Public and Private Investment
of Singapore, Malaysia and Thailand.
(Source: Norma, 2010 )
New companies often exploit technological or commercial opportunities neglected by
established companies. Singapore and Hong Kong recorded average growth in new
company registrations of 16% and 12% respectively between 2001 and 2009 period
while Malaysia’s new company registration growth was 2%. Therefore, the NEM seeks
to encourage the creation of start-ups and small and medium-scale industries to inject
greater private sector dynamism (Mitra and Byrne, 2010, Yeah, 2010).
The country had to attract and retain talent to move up the value curve – a key thrust
of the 9th and 10th Malaysia Plan. Such talent included skills in R&D, biotechnology and
knowledge-based industries. Skilled expatriates in Malaysia declined cumulatively by
9% over the 2000-2008 period or from 97,700 in 2001 to 32,100 in 2009.
Malaysia too needed more science and technology graduates to drive the economy.
During 2000-2008, the composition of science graduates from institutions of higher
learning was around 40%, while those graduating from technical fields comprised, on
average, 15% of the total number of graduates.
Further, as Figure 3 shows, in 2007, 80% of the Malaysian workers had only a schoolleaving certificate. As a result, low-skill levels prevail across all industries in the economy.
The low-skills range was between 89% in the agro, food and forestry sector to 47% in
the finance and insurance sector. Accordingly, returns to labour were lower compared
to higher-skilled countries such as Korea, Hong Kong and Singapore (Yeah, 2010).
9
Jobs : Only 25% of Malaysian jobs are in the
higher-skilled bracket
Developed naƟons have a higher proporƟon.
Figure 3 : Level of Education and Jobs in Malaysia
(Source : NEAC, 2010, p. 56)
To address these issues, the NEM advocates a reform of the education sector to provide
the needed skills. It seeks to retain talent and attract talent that had gone abroad. With
the requisite talent, Malaysia will be able to enter into high value-added markets and
become capable of operating high-end technologies. Both these fields will offer highincome jobs to take the economy up the income ladder (NEAC, 2010. See also Julian and
Zafar, 2009).
The NEM also seeks to promote research and development and innovation in the country.
In 1996 Malaysia was among the ranks of low numbers of researchers and publications.
In scientific infrastructure ranking, Malaysia fell from its 24th ranking in 1997 to 28th
in 2008. The the country had increased its R&D expenditure to slightly less than one
percent of its GDP. However, more need to be done to level up the R&D expenditure to
the amounts (as much as 5% of their GDP) spent by developed countries (NEAC, 2010,
Yeah, 2010). With innovation, the country will have greater prospects to move up the
high value-added production chain to secure increased income.
The NEM also seeks to advance social equity. As Figure 4 illustrates, over the years prior
to 2007, the income disparity had worsened despite concerted efforts at its reduction.
While the top 20% of earners saw their incomes grow in tandem with that of the GDP
growth, the bottom 80% did not fare well. The bottom 40% had the slowest growth in its
income level. Accordingly, the income gap between high earners and the rest increased
with 40% of the households earning RM 1,500 a month in 2007 (Nambiar, 2010).
Malaysia : 80% of workforce educated up to SPM level only
Journal EXCELLENCE
10
Top 20%
earners
Income Gap
Widening.
Greater
Disparity in
Distribution
Middle 40%
earners not
much better
than bottom
40%
Bottom 40%
earners having
the slowest
growth
Figure 4 : Income Distribution Disparity
(Source: NEAC, 2010, p. 58)
Another reason for the introduction of the NEM was the urgent need to arrest the
declining inflows and the outflows of foreign direct investments. FDI into Malaysia
plunged USD 1.7 billion or RM 5 billion in 2009 following the global recession. As Table
1 shows, inflow of FDIs into the country in 2009 was the lowest in the ASEAN region
while the outflow of FDIs was the highest in the region.
Nation
Brunei
Indonesia
Malaysia
Philippines
Singapore
Thailand
Vietnam
FDI Inflows (USD Billion)
2007
2008
2009
0.3
0.2
0.3
6.9
9.3
4.9
8.5
7.3
1.4
2.9
1.5
1.9
35.8
10.9
16.8
11. 4
8.5
5.9
6.7
8.0
4.5
FDI Outflows (USD Billion)
2007
2008
2009
0.04
0.03
0.03
4.7
5.9
2.9
11.3
15.0
8.0
3.5
0.3
0.4
27.6
8.5
6.0
2.9
2.6
3.8
0.2
0.1
0.1
Table 1 : FDI Inflows and Outflows (USD Billion) ASEAN
Source: UNW or Investment Report 2010 p.170
If it wants to grow its economy and achieve higher levels of income, then Malaysia must
attract greater FDI flows into the economy. To a large extent, Malaysia has succeeded in
attracting FDI flows. FDI flows in 2010 rose to USD 7 billion representing an impressive
growth rate of 410%. In 2011, it posted a further increase of 12% to RM 33 billion (USD
11 billion). This figure represents double what Singapore attracted that year. The NEM
has devised new strategies to make Malaysia a top destination for FDI.
11
The NEM also lays out strategies to ensure that the private sector bounces back from
the backwaters of the economy to take the lead in the nation’s economic growth. The
prominent role of the private sector in the economy is important to help the government
take a backseat in economic expansion so as to contain its budget deficit which it has
been incurring for the past fifteen years since the East Asian financial crisis (1997-1998).
The government hopes that through the implementation of the NEM, it will be able
to balance its budget by 2020. After hitting a high of 7.9% in 2009, the budget deficit
in 2010 stood at 5.6% of its GDP compared to 3.3% of the Philippines and 2.6% of
Singapore. The high budget deficit in 2009 was due to the economic stimulus package
of about RM 90 billion to counteract the recession in the economy consequent to the
US sub-prime crisis. Malaysia’s current national debt in 2010 stood at RM221 million,
servicing of which costs the nation 8.7% of the national budget (Ogawa and Bernard,
2010; Malaysian Treasury Economic Report, 2010-2011).
Given the constraints in the economy the government realised the need for a branchand-root transformation through the NEM. To leap-frog the economy from the middleincome trap, Malaysia has to have a national innovation eco-system that facilitated
the flow of information and knowledge through greater connectivity to the global
community. The innovation eco-system should also contain the drivers that deepen
knowledge intensity in society. These drivers include intellectual capital, interaction,
incentives, institutions, integrity and innovation (Nair, 2010). The NEM seeks to build
this national innovation eco-system.
5
Source: Bernama News Agency (Malaysia), 17th July 2010: Subsidy Rationalisation: A Bold Step for the
Future - Najib
6
The main obstacle in the process of starting a business lies in the number of processes involved. The number
of processes that Malaysia imposes in starting a business is nine. This number is above the average of the countries in East
Asia, Pacific and the developed world. In ‘Starting a Business’ category, Malaysia ranked 133 (World Bank, 2011)
Market distortions too had held back private sector involvement in the economy. The
dominance of government-linked companies (GLCs) in the economy had crowded out
other private-sector investments. Compared to ASEAN countries, Malaysia scores high in
fuels and other food items, such as sugar subsidies as a percentage of GDP.5 In terms of
the World Bank ranking on the ease of doing business, Malaysia had moved two notches
higher to 21 in 2010 from the previous 23rd position in 2009 (it is 18 in 2012). Much has
been done by the high-level Malaysian Business Facilitation Committee to relax business
regulations (World Bank, 2011).6 The NEM seeks to fix the regulatory environment to
further propel Malaysia’s rank in ease of doing business. The heavily regulated economy
could perhaps also explain Malaysia’s fall in its position in the Corruption Perception
Index of Transparency International from 47 in 2008 to 56 in 2010 and now to 60 in
2011. The regulatory environment, and the attendant perception of a lack of integrity
in public service delivery, had brought down Malaysia’s competitive position two pegs
below to 26 in 2010 compared to 24 in 2009 (World Economic Forum, 2010). Hence,
there is urgency for a new economic paradigm to overcome the inadequacies in the
economy and to propel Malaysia to the ranks of a high-income country. Partly as a result
of implementing NEM, the country has moved to the 14th position in competitiveness
ranking in 2012 (World Competitiveness Yearbook, 2012).
Journal EXCELLENCE
12
THE NEW ECONOMIC MODEL: THE ELEMENTS
The NEM is the roadmap to propel Malaysia into the future and out of the grips of
the middle income trap. It has three primary goals to enhance the quality of life of
the citizenry: high per capita income target of USD 15,000 – 20,000 per year by 2020
premised on a 6.5% annual growth; inclusiveness (all racial communities to benefit
from increased national wealth) and sustainable growth that does not compromise the
quality of life of future generations.
The nation will secure a high per capita income status through the creation and
promotion of a conducive climate for businesses to prosper and to motivate private
sector-led investments. In creating such a climate, the government intends to focus on
building niche areas where the country has competitive and first-mover advantages.
These sectors that have a potential to drive growth, revenues and income levels include:
financial services, oil and gas, palm oil, electrical and electronic industries, agriculture
and tourism.
The NEM considers inclusiveness as standing for poverty eradication and reduction in
income disparity irrespective of ethnicity and territory. It also stands for safeguarding
business rights and ownership and securing workers’ welfare. The NEM seeks to provide
safety nets for the dislocation in the economy that will invariably occur as the nation
climbs up the economic value chain.
Confidence in the government, a free market economy, a clean and green environment
where resources are managed responsibly and the protection of intellectual property
and access to talent are also hallmarks of sustainable growth.
The approach to economic management is summarized in Table 2.
Old Approach
New Emphasis
1. Growth through capital accumulation
Growth through productivity
2. State participation in the economy
Private sector-led growth
3. Centralised strategic planning
Localised autonomy in decision-making
4. Balanced regional growth
Cluster and
activities
5. Favour specific industries and firms
6. Export dependence on G-3 (U.S., E.U
and Japan)
7. Restriction on foreign skilled workers
Favour technologically-capable industries
corridor-based
economic
Asian and Middle East orientation
Retain and attract skilled professionals
Table 2 : The New Approach to Growth
(Source: NEAC (2010), p. 15)
13
The NEM also fosters greater decentralisation of decision-making authority to lower
tiers of government. It seeks to integrate the economy with regional production and
financial networks. While previously, the government feared that foreign talent would
crowd out local talent and accordingly, restricted entry of foreign talent, the NEM
aggressively promotes talent attraction and retention. The Talent Corporation under
the Prime Minister’s Department was created for this purpose, especially, to bring back
the globally-competitive Malaysian diaspora.
Through its approach, the NEM seeks to transform Malaysia into becoming a market-led,
competitive, well-governed, regionally integrated, entrepreneurial, knowledge-based,
innovative and eco-efficient economy. To achieve that outcome, the NEM outlines
eight strategic reform initiatives. These are:
1.
2.
3.
4.
5.
6.
7.
8.
Re-energising the private sector;
Developing quality workforce;
Creating a competitive domestic economy;
Strengthening the public sector;
Carrying out transparent and market-friendly affirmative action;
Building a knowledge base infrastructure;
Enhancing sources of growth; and
Ensuring sustainable growth.
IMPLICATIONS FOR RESEARCH
In Malaysia, there appears to be a disconnect between academic researchers, policy
makers and civil society. Much of the academic research goes unnoticed by policy
makers. This is so as there is no common database between them as compared to the
US, for example, where there is easier access to government information.
Applied research in NEM implementation will go some way in addressing the unmet
needs of the bureaucracy for ideas for effective public policy implementation, thereby
benefiting civil society, while offering the academia fresh areas for research.The rest
of the section will sketch the research areas are identified across four aggregations
of the eight strategic reform initiatives. The research groupings are: conceptual
As Table 2 shows, previously growth was predicated upon investments in production and
infrastructure with a heavy reliance on low-skilled labour. The NEM seeks to reorient the
focus on innovative processes and cutting edge-technologies that are reliant on skilled
talent and high-value operations. Previously, the public sector was a dominant player
in the economy through public enterprises and government-related companies. Now,
the NEM seeks to push the private sector into the forefront of economic development. It
will provide incentives for technologically-capable industries, innovation in high valueadded production and concentration of industries to secure economies of scale and
better service delivery.
Journal EXCELLENCE
14
underpinnings, creating a competitive investment environment, creating a quality
workforce, transforming government and narrowing income disparity.
CONCEPTUAL UNDERPINNING OF THE NEM
One major area of research that can be pursued is on the conceptual soundness of the
NEM. The World Bank, for example has highlighted the challenge in simultaneously
achieving the three goals of the NEM: high income, inclusiveness and sustainable
growth. 7On the soundness of the model, other research questions that can be posed
are:
1. Why has the private sector taken a back-seat and how can it play a key role as
the engine of economic growth?
2. Given the strategy to re-energise the private sector, can the private sector be
relied to ensure all communities benefit from wealth creation?
3. Should the state divest its involvement in the economy, more so that some
GLCs such as MAYBANK, PETRONAS and CIMB, have become global players and
government involvement in the economy goes beyond profit to creating jobs
and achieving the socio-economic policies of the nation? (Nik Mustapha, 2010).
Should we not rather seek avenues for government-related companies to enter
into strategic alliances with those in the private sector?
4. How do we balance affirmative action with global competitiveness?
We need to investigate how we can have a more synergistic and real relationship
among the ethnic groups to mutually build business acumen and competencies across
the communities so that we can break away from the Ali Baba [outsourcing contracts for
a commission] partnerships.
Benchmarks will also have to be identified to assess the progress of the NEM
implementation and the critical success factors in achieving the targets of the NEM?
Among the key targets across 2010-2020 are: 6.5-7% GDP growth rate; 12.8% growth
(or USD 38 billion or RM 115 billion) in private investments (against the 2% growth
rate previously) to sustain the targeted growth rate (Ministry of Finance, 2010/2011, p.
17; 10th Malaysia Plan); per capita income of USD 15,000-20,000 by 2020. We need to
establish the soundness of the projected growth rate under the NEM as there has been
a shortfall in achievement of previous growth targets. For example, the annual growth
rates targeted for the 7th Malaysia Plan (1996-2000) and the 8th Malaysia Plan (2001-2005)
were 7.5% was 8.6% respectively but the actual average growth rate during these plans
was 5%. The 9th Malaysia Plan (2006-2010) targeted a 6.0% annual growth rate but the
growth achieved was 4.2% (10th Malaysia Plan).
7
Dr. Sri Mulyani, Managing Director of the World Bank had this to say of the challenge: “There are presently
around 100 countries, including Malaysia, categorised as middle-income…facing three common challenges. First, how to get
more sustained growth; second, how to make this growth inclusive; and third, how to achieve green and clean growth?The
Star Newspaper, 9th November 2010 p. B7
15
The NEM’s strategic reform initiatives of re-energising the private sector, building a
knowledge-based infrastructure and identifying sources of growth can be grouped
under the broad thrust of creating a competitive environment. Research areas that can
profitably be explored include:
1. How critical is the private sector to achieving Malaysia’s high income goal? How
badly is the private sector under-performing? How can the country unleash
entrepreneurship, creativity, innovativeness and competitiveness (Yeah,
2010)?
2. How we can modernise the regulatory environment (laws, regulations,
procedures, public procurement, licencing, permits) given that, although
Malaysia has moved up in its competitive position to 18 in 2011, it is still difficult
to do business in Malaysia? The NEM too espouses simplifying bankruptcy laws
and enacting fair trade legislations.
3. How can we strengthen the related public and private institutions so that
Malaysia keeps sharpening its competitiveness? Which sectors should Malaysia
focus in improving its global competitiveness? What benchmarks can be set
based on the experience of countries ahead of Malaysia in the competitiveness
ranking?
Research would also be required in the area of facilitating domestic and foreign direct
investments. The current grouse of the local business community is that the focus
has preponderantly been on FDIs. While the concern is understood and ought to be
addressed, the fact remains that there was an 81% drop (or RM 5 billion) in FDIs in 2009,
the highest among the region.
An evaluation must be conducted regarding this dismal performance vis-à-vis its
neighbours. In 2007, Indonesia was ranked as the 10th most attractive destination for
FDIs by the United Nations Conference on Trade and Development (UN, 2007). It is still
ahead of Malaysia in terms of its capacity to pull in FDIs. Ways and means have to be
devised to improving Malaysia’s ranking in global attractiveness for FDIs. More so, given
that the 10th Malaysia Plan has set a target of 12.8% growth in private investments to yield
50% of the projected per capital income. About 92% of these investments are targeted
to come from the participation of the private sector in the Government Economic
Transformation Program. If Malaysia wants to move up the economic value chain, it
must assess its technology-readiness level to attract the appropriate investments into
high-technology industries so as to generate higher incomes to make it a high-income
nation.
The NEM also spells out the need to re-energise the private sector through encouraging
the growth of SMEs with the provision of tax incentives, finance and technology transfer.
SMEs contribute as much as 50% of the GDP of developed countries. In Malaysia, that
contribution is as low as 30%. However, the Malaysian SMEs have potential as an
CREATING A COMPETITIVE INVESTMENT ENVIRONMENT
Journal EXCELLENCE
16
economic catalyst and an important source of growth (National SME Development
Corporation, 2009/10). The issues relating to SME growth that can be further researched
are as follows:
1. How can Malaysia raise the contribution of SMEs to the levels registered in
developed countries given that skilled labour supply, finance, technology and
market access impede SME growth?
2. How can SMEs be integrated into the global supply chain? Currently, SMEs are
‘stand alone’ suppliers to multinational companies and other companies doing
piece-meal jobs. Government-related companies can play a role in making
the SMEs a part of the global supply chain so that SMEs can benefit from this
backward linkage in the form of gaining scale in operations, international
exposure for upgrading their products quality and branding. Such is the case in
Japan and Taiwan where their SMEs are integrated into the global supply chain
(National SME Development Corporation, 2009/10).
Other areas of research that could help the government in creating a competitive
investment environment will include:
1. The development of best practices and standards for deregulation and
competition.
2. The development of a competitive environment through substantive
liberalisation in sectors such as legal, accounting, medical, automotive and
telecommunications.
3. How can Malaysia promote entrepreneurship and innovation? In developed
countries such as the USA (2.8%), Sweden and Finland (4%) the amount spent on
R&D by public and private sectors is around 4% of the GDP (EU, 2010, Goolsbee,
1998). These countries promote innovation through heavy fiscal incentives
(government grants, loans and start-up financing). Notwithstanding, in such
countries, R&D grants are subject to competition. Funds are awash in Malaysia
for R&D. It is only a matter of bidding for it. For example, the 10th Malaysia Plan
(2011-2015) has allocated USD 0.8 billion for innovation research. One needs to
also identify what factors cause stagnation in overall technological capabilities
despite the rise in R&D expenditures.
4. How do we identify new sources of growth and new markets? Investments
abroad by local companies, as has been done by PETRONAS, MAYBANK, CIMB
and companies investing in India and China, should be considered new sources
of growth as well.
5. Cluster and corridor-based development requires a thorough review as to its
feasibility as an approach to development.
Elimination of distortions in the market is one way of creating a healthy investment
climate. However, such a move should not compromise the welfare of the poor. So, the
issues to grapple with will be:
17
Malaysia faces new competition from the BRIC (Brazil, Russia, India and China) countries
and other emerging markets such as Vietnam. Research should be conducted on what
the impact will be on the NEM’s aspirations as a result of this emerging competition and
how Malaysia can counter such competition.
Creating a climate for investment competitiveness is also a function of fiscal management.
Investors will have a greater confidence on the economy, if the budget deficit of the
government is sustainable. Such sustainability will boost the government’s credit ratings.
Currently the credit ratings are below that of China, Hong Kong, Singapore and Taiwan.
Standard & Poor’s rates the country’s debts as A- (Ogawa and Bernard, 2010). So for fiscal
management, the issues are: (1) How can Malaysia ensure sound financial policies? (2)
Given that Malaysia has incurred budget deficits for the past 14 years (1997-2010) and
the government’s commitment to balance its budget by 2020, what strategies should
the government institute to reduce the budget deficit and how should it broaden its
tax base, collecting revenues that had fallen in arrears, reducing subsidies and other
expenses? This inquiry is urgent as it has been reported that the Ministry of Finance
Malaysia would seek the help of the World Bank to help trim the budget deficit.8
Increasingly, the world is going into green technology and green purchasing. Malaysia
too must ride this curve if it wants to maintain its global competitiveness. For example, EU
has strict regulations on the imports of palm oil, requiring sustainability of its production.
So, going green is the best bet for Malaysia to retain its global competitiveness. The
issues to be explored in this regards are: (1) What policies should be instituted to
promote green technology and renewable energy; and (2) How do we meet Malaysia’s
commitment of a 40% reduction in carbon emission from the levels in 2005 by 2020?
DEVELOPING A QUALITY WORKFORCE
As one of the key reform initiatives, developing a quality workforce is an essential
prerequisite for transforming the economy of the nation. Research areas under this
reform initiative include:
1. How can Malaysia increase local talent and reduce outflow of talent? Why is
there a skills shortage despite sharp increase in tertiary-educated graduates?
There are about 500 local institutions of higher learning including 20 public
and private universities. There is, therefore, a need to evaluate private sector
education in the light of the local talent enhancement challenge.
8
See The Star, 13th Nov. 2010, “KL seeks World Bank to help cut spending, trim deficit.”
1. whether subsidies are befitting the poor and what will be the impact of
dismantling subsidies and price controls upon the poor;
2. strategies and time-frame for the gradual elimination of subsidies and price
controls; and
Journal EXCELLENCE
18
2. How can Malaysia tap its diaspora and foreign talent while simultaneously
reducing unskilled foreign labour? As Malaysia enhances its income levels,
Malaysians might not be predisposed to menial jobs that would still need to
be done. An answer needs to be found as to how unskilled foreign labour can
be utilised for these jobs without getting dependent on them to multiply lowskilled and low-productivity occupations.
3. What is the role of the government in facilitating talent inflow? In this regard,
the role and effectiveness of the Talent Corporation at the Prime Minister’s
Department can be brought under scrutiny.
Malaysia has grown in prosperity. Yet wages growth has not kept pace with economic
growth. There is, therefore, a need to identify labour-market distortions constraining
wage growth. Minimum wage levels may also be an option to be explored. One needs
to also explore what factors inhibit labour productivity growth in manufacturing and
services sectors.
As Malaysia proceeds apace towards developed-nation status through the development
of high-technology industries and those that have high-value-added production,
unskilled labour in low-skilled jobs are bound to be displaced, unless retrained. Hence,
research is required to establish labour safety nets for displaced workers as Malaysia
moves up the value chain. The reskilling of the labour force is another study that can
contribute to the advancement towards a high-technology economy. The identification
of the capacity and capabilities required of the labour force to effect the transition is a
prerequisite to the reskilling of the labour force.
TRANSFORMING GOVERNMENT
The public sector remains the key to the global competitiveness of the economy. The
speed and cost-effectiveness of private sector operations depends on the speed and
efficiency of the public sector. And it is the ensuing competitiveness of the private sector
that determines the wealth and affluence of a nation. The strengthening of the public
sector is one of the pillars in economic transformation. Research areas that could be
pursued in the implementation of this important agenda of the NEM include, research
on ensuring the capabilities and capacity of the public service in ensuring the success
of the NEM.
The focus areas will include honest, transparent and responsive governance; policy
formulation, implementation and evaluation; regulatory framework; restructuring
the government economic planning and implementation machinery; size, structure
and competencies of the public sector and its agencies; integration across the three
levels (federal, state and local) of government in policy implementation and service
delivery; citizen engagement in the public policy process; and public human resource
management flexibility in the entry and retention of talent across the levels of
government and competition in public service career advancement.
19
Research that could be undertaken to narrowing income disparity includes identifying
ways to reduce income disparity across race and regions. East coast states of Peninsula
Malaysia, Sabah and Sarawak have become poorer compared to the relative affluence
of the West coast states of Peninsular Malaysia.
The NEM focuses on enhancing the incomes of the bottom 40% of households. Research
requires to be undertaken on the size, occupation groups and spatial distribution of
these households before effective action can be taken to uplift their incomes. Strategies
have to be charted to raise productivity and incomes of this group.
The middle class population too requires study in terms of its size and characteristics
so that their incomes too can be elevated to higher levels. The impact of policies and
public institutions on the middle class too requires scholarly investigation.
RESEARCH PROPOSITIONS
The key research propositions for the issues identified in the previous section are:
1. Increasing private sector participation will ensure a higher and an equitable
distribution of wealth.
2. Modernising the regulatory environment will promote global competitiveness
of a nation.
3. Integrating the small- and medium-scale industries into the global supply chain
will enhance economic growth, income and jobs.
4. Entrepreneurship and innovation is a prerequisite to sustainable economic
growth.
5. R&D expenditure is positively related to productivity and economic growth.
6. Eliminating market distortions improves the global competitiveness of nations.
7. Reducing the fiscal deficit improves the national investment climate.
8. Narrowing of income disparity will promote economic growth through increased
domestic demand.
9. Reskilling of the labour force will accelerate a nation’s move across its economic
value chain.
10. Government transformation is a driver to global competitiveness and national
prosperity.
CONCLUSION
The Malaysian government has embarked on an economic transformation program
for making Malaysia as a developed nation by 2020. It is important that research and
development be directed towards the implementation of the New Economic Model. If
NARROWING DISPARITY
Journal EXCELLENCE
20
the private sector is to be energised, the quality of the workforce elevated, government
transformed and income disparity reduced, then scholarly research is a prerequisite to
the achievement of these noble objectives for the realisation of its 2020 Vision.
Accordingly, the paper has put forward the following research agenda: developing a
quality workforce; entrepreneurship development; R&D and innovation; eliminating
market distortion; SME development; government transformation and narrowing
income inequality. Research in these areas can result in findings that improve the
investment climate through dynamic governance that should energise the private
sector and increase the inflow of FDIs. All this should contribute to the achievement of
the national growth agenda.
10 June 2012
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23
Dr. Yusminar binti Yunus
yusminar@mampu.gov.my
Unit Pemodenan Tadbiran dan
Perancangan Pengurusan Malaysia (MAMPU
Jabatan Perdana Malaysia
ABSTRACT
E-learning provides an attractive option to conventional teaching and learning. It has
a huge potential in benefiting students, educators and the community. E-learning also
makes learning easier, more flexible, attractive, meaningful and effective without the
restrictions of time and location. In spite of that, most e-learning initiatives tend to focus
on technical aspects while pedagogy takes a backseat or is given less attention. Lack of
emphasis to pedagogigal aspects will lead to poor e-learning quality. This paper aims to
evaluate the effectiveness of Public Sector e-learning in terms of pedagogy, identify the
evaluation criteria that influence the effectiveness of e-learning and establish a suitable
model to evaluate e-learning in the Public Sector. Quantitative data was collected
through questionnaire. The research results showed that there are nine (9) evaluation
criteria that contribute to the effectiveness of e-learning in terms of pedagogy. They are
Motivation and Individual Attitude; Individual Learning Style; Learning and Knowledge
Transfer Objective-Results-Theory; Content and Interactivity; Content Structure
Design; Content Interface Design; Content Multimedia Design; Content Instruction and
Assistance; and Student-Teacher Response and Interaction.
ABSTRAK
E-pembelajaran merupakan satu alternatif kepada pembelajaran konvensional
yang memberi pilihan menarik dalam pengajaran dan pembelajaran. Ia mempunyai
potensi yang luas untuk memberi manfaat kepada pelajar, pengajar dan masyarakat
sejagat. E-pembelajaran juga menjadikan pembelajaran lebih mudah, fleksibel,
menarik, bermakna dan berkesan tanpa sempadan masa dan tempat. Namun begitu,
kebanyakan daripada inisiatif e-pembelajaran memfokus kepada perkara teknikal di
mana aspek pedagogi diabaikan atau kurang diberi perhatian. Kurangnya perhatian
terhadap aspek pedagogi mengakibatkan kualiti e-pembelajaran kurang memuaskan
dan keberkesanan e-pembelajaran dipersoalkan. Kertas ini antara lain adalah bertujuan
untuk menilai keberkesanan e-pembelajaran Sektor Awam dari perspektif pedagogi;
PENILAIAN E-PEMBELAJARAN DI SEKTOR AWAM MALAYSIA:
KE ARAH KEBERKESANAN E-PEMBELAJARAN BERTERASKAN
PEDAGOGI
Journal EXCELLENCE
24
mengenal pasti kriteria penilaian yang mempengaruhi keberkesanan e-pembelajaran;
dan menghasilkan model yang sesuai untuk menilai keberkesanan e-pembelajaran
di Sektor Awam. Data kuantitatif dikumpul melalui tinjauan soal selidik. Hasil kajian
menunjukkan terdapat sembilan kriteria penilaian yang mempengaruhi keberkesanan
e-pembelajaran dari perspektif pedagogi. Kriteria tersebut ialah Motivasi dan
Sikap Individu; Gaya Pembelajaran Individu; Teori-Objektif-Hasil Pembelajaran dan
Pemindahan Pengetahuan; Isi dan Interaktiviti Kandungan; Reka bentuk Struktur
Kandungan; Reka Bentuk Antaramuka Kandungan; Reka bentuk Multimedia Kandungan;
Arahan dan Bantuan Kandungan; dan Respons dan Interaksi Pelajar-Pengajar.
PENDAHULUAN
Kemajuan yang pesat dalam teknologi maklumat dan komunikasi (Information and
Communications Technology - ICT) telah mengubah dan mempengaruhi kehidupan
masyarakat di seluruh dunia dalam pelbagai bidang seperti komunikasi, perniagaan,
ekonomi, pendidikan dan sebagainya. Ledakan dan penggunaan ICT telah memberi
dampak yang positif terhadap pengajaran dan pembelajaran serta menjadikan
masyarakat lebih moden dan berpengetahuan.
Perkembangan ICT juga membawa perubahan kepada Sektor Awam dari pelbagai
perspektif seperti pengurusan, modal insan dan penyampaian perkhidmatan. ICT turut
berperanan sebagai peneraju dan pemudah cara dalam memperkasa penyampaian
perkhidmatan yang cekap dan berkesan kepada pelanggan serta mewujudkan budaya
kerja berasaskan pengetahuan.
Kemunculan teknologi internet telah memberi lembaran baharu yang membolehkan
masyarakat di seluruh dunia berhubung tanpa sempadan masa dan tempat. Menurut
Sloman (2002), Larry Ellison pengasas Oracle menyatakan “… internet telah merubah
segala-galanya”. Di samping itu, perkembangan ICT dan internet yang inovatif juga
telah membentuk rangkaian pembelajaran sedunia yang menghasilkan satu bentuk
baharu pembelajaran yang dikenali sebagai e-pembelajaran.
E-pembelajaran merupakan salah satu alternatif terkini dalam pengajaran dan
pembelajaran yang membolehkan pembelajaran berlaku di mana jua tanpa mengira
masa. E-pembelajaran dilihat memberikan satu pilihan menarik dalam pengajaran
dan pembelajaran, kemudahan untuk berkongsi pengetahuan dan pengalaman serta
mewujudkan masyarakat berpengetahuan selari dengan salah satu daripada sembilan
visi 2020 Malaysia bagi mencapai status negara maju.
25
Penggunaan e-pembelajaran dari semasa ke semasa semakin meningkat di seluruh
dunia. Peningkatan penggunaan e-pembelajaran secara global begitu ketara dalam
perniagaan, industri dan institusi pendidikan (Mungania dan Hatcher 2004). Industri
e-pembelajaran juga semakin meningkat di mana nilai pasaran e-pembelajaran pada
tahun 2016 dijangka meningkat kepada US$11.5 bilion di Asia, US$512.7 juta di Afrika
dan US$560.7 juta di Timur Tengah (Sam 2012).
Hasil kajian yang dijalankan oleh European Training Village pada 2005 melalui soal
selidik dalam talian ke atas 601 responden di Eropah mendapati dimensi manusia iaitu
pedagogi dan pembangunan kompetensi amat penting diberi penekanan berbanding
dengan teknologi (Collin & Virginie 2006).
Selain itu, hasil dapatan kajian (Bassi & Buren 1999; Dichanz & Earnst 2002; Massy 2002;
Rossett & Schafer 2003; Littig 2006) memperlihatkan masih terdapat kelemahan yang
ketara dalam e-pembelajaran di mana ia kurang berupaya untuk menarik perhatian
pelajar. Menurut Zoraini Wati (2003), perlu ada usaha untuk mengkaji masalah yang
dihadapi dalam e-pembelajaran di Malaysia terutamanya bagaimana e-pembelajaran
dapat menarik perhatian dan minat pelajar yang akan memberi impak kepada
keberkesanan e-pembelajaran.
Hasil kajian yang dijalankan tentang e-pembelajaran di bawah program mega
Leonardo da Vinci yang melibatkan 149 projek e-pembelajaran dari 24 negara Eropah
menunjukkan sistem e-pembelajaran masih mempunyai kelemahan dan kebanyakan
daripada pembangun e-pembelajaran memberi fokus kepada perkara teknikal di mana
aspek pedagogi dan andragogi diabaikan (Dichanz & Earnst 2002; Littig 2006).
Govindasamy (2002) berpendapat pra-syarat utama dalam kejayaan e-pembelajaran
ialah penekanan aspek pedagogi. Pandangan ini diperkukuhkan lagi oleh Zoraini Wati
(2003) yang menjelaskan aspek pedagogi adalah pembolehubah utama yang memberi
kesan kepada keberkesanan e-pembelajaran.
Pandangan tentang kurangnya perhatian terhadap aspek pedagogi dalam
e-pembelajaran oleh para sarjana dan penyelidik turut diperkukuhkan lagi oleh 33 pakar
e-pembelajaran yang mendapati kebanyakan daripada e-pembelajaran mempunyai
kualiti pedagogi yang lemah, kurang mudah alih dan mempunyai alat (tools) yang
kurang mencukupi (Koper & Tattersall 2005). Mereka seterusnya bersetuju pedagogi
dalam e-pembelajaran merupakan isu utama yang perlu diberi perhatian (Koper &
Tattersall 2005).
ISU DAN MASALAH
Journal EXCELLENCE
26
Secara keseluruhannya, kajian lepas tentang e-pembelajaran memperlihatkan masih ada
persoalan dan lompang yang ketara dari perspektif pedagogi dalam e-pembelajaran.
Ini bermakna, kajian lanjut perlu dilaksanakan untuk menilai e-pembelajaran di Sektor
Awam dengan mengenal pasti kriteria yang perlu ada bagi memastikan e-pembelajaran
berkesan dari perspektif pedagogi.
PENILAIAN E-PEMBELAJARAN
Hasil tinjauan literatur terhadap penilaian e-pembelajaran menunjukkan peranan
penilaian adalah sangat penting. Keperluan atau tujuan utama organisasi melakukan
penilaian terhadap e-pembelajaran antaranya adalah:
1.
2.
3.
4.
mengenal pasti keberkesanan kaedah dan penyampaian kandungan serta
keberkesanan program pembelajaran;
mengukur dan mengenal pasti sejauh mana pencapaian objektif program
pembelajaran;
mengukur sama ada pembelajaran berlaku iaitu mengenal pasti sama ada
terdapat perubahan pengetahuan dan pencapaian pelajar; dan
mengenal pasti kualiti pembelajaran.
Secara keseluruhannya, penilaian e-pembelajaran adalah amat penting untuk dilakukan.
Melalui penilaian, organisasi dapat mengenal pasti pencapaian dan mengatur strategi
bagi memastikan keberkesanan program pembelajaran atau latihan.
MODEL PENILAIAN E-PEMBELAJARAN DARI PERSPEKTIF PEDAGOGI
Sehingga kini terdapat banyak model dan kerangka penilaian e-pembelajaran. Namun
begitu, tidak banyak model penilaian e-pembelajaran dari perspektif pedagogi
dihasilkan. Model penilaian e-pembelajaran dari perspektif pedagogi antaranya
dipelopori oleh Goodyear (1999), Conole et al. (2004) dan Dalsgaard (2005).
Kerangka atau Pendekatan Pedagogi Goodyear (1999) bertujuan untuk memperbaiki
kualiti bahan pembelajaran dan persekitaran organisasi dan mengenal pasti sejauh mana
perkhidmatan dalam talian berkualiti serta mesra pengguna. Kerangka ini menekankan
kepentingan hasil pembelajaran sebagai pengukuran bagi kejayaan projek. Walau
bagaimanapun, Kerangka Pedagogi Goodyear (1999) tidak mengenal pasti teori atau
prinsip pembelajaran yang perlu dijadikan asas dalam e-pembelajaran.
Model Pedagogi Conole et al. (2004) pula bertujuan untuk menghuraikan pelbagai teori
pembelajaran yang berupaya menghasilkan pembelajaran berkesan. Teori pembelajaran
yang menjadi asas dalam model ini adalah teori tingkah laku (behaviourism), kognitif,
constructivism, teori aktiviti, socially situated learning dan experiential. Model ini juga
mengandungi enam (6) komponen iaitu individu, sosial, pantulan, bukan pantulan,
27
Selain itu, Kerangka Pedagogi Dalsgaard (2005) menekankan kepentingan membuat
penilaian berasaskan teori pembelajaran untuk membolehkan e-pembelajaran dari
perspektif pedagogi direka bentuk, dibangun dan digunakan. Dalsgaard (2005)
membangunkan tiga (3) kerangka untuk menilai e-pembelajaran yang diasaskan
kepada teori pembelajaran kognitif, radical contructivism dan teori aktiviti. Melalui teori
pembelajaran tersebut, pelajar boleh belajar, memilih bahan kursus serta mengawal
pembelajaran secara individu mengikut keperluan masing-masing.
Ketiga-tiga model atau kerangka pedagogi tersebut mempunyai persamaan di mana
ia berasaskan teori pembelajaran atau falsafah pengetahuan dan pembelajaran.
Model Pedagogi Conole et al. (2004) dan Kerangka Pedagogi Dalsgaard (2005) adalah
berasaskan kepada teori kognitif, constructivism dan aktiviti. Di samping itu, Model
Pedagogi Conole et al. (2004) juga diasaskan kepada beberapa teori pembelajaran lain
seperti teori tingkah laku (behaviorism), socially situated learning dan experiential.
Rumusannya, model atau kerangka penilaian e-pembelajaran perlu diasaskan kepada
teori pembelajaran. Penyelidik mengasaskan kajian ini kepada teori pembelajaran seperti
teori tingkah laku, kognitif dan constructivism selaras dengan teori pembelajaran dalam
Model Pedagogi Conole et al. (2004) dan Kerangka Pedagogi Dalsgaard (2005). Selain itu,
kajian ini juga cuba untuk menghasilkan satu model keberkesanan e-pembelajaran dari
perspektif pedagogi dengan mengintegrasi kriteria penilaian yang berkaitan dengan
perspektif pedagogi dan reka bentuk berarahan daripada lain-lain model dan kerangka
penilaian e-pembelajaran.
KEBERKESANAN E-PEMBELAJARAN DARI PERSPEKTIF PEDAGOGI
Keberkesanan e-pembelajaran dari perspektif pedagogi adalah untuk menyampaikan
pembelajaran yang bermakna dan berkualiti bagi membina pengetahuan, membawa
perubahan dan membentuk identiti pelajar.
Terdapat pelbagai pendekatan pedagogi dan yang paling dominan adalah
constructivism. Walaupun tidak banyak kajian yang memberi perhatian tentang
keberkesanan e-pembelajaran dari perspektif pedagogi, e-pembelajaran perlu memberi
perhatian terhadap perspektif pedagogi supaya ianya berkesan, memenuhi tujuan,
menarik perhatian, dan dapat memberi motivasi kepada pelajar serta pengajar dalam
pembelajaran.
maklumat dan pengalaman. Kesemua komponen dalam Model Pedagogi Conole et al.
(2004) merupakan asas penting berkaitan dengan pelajar yang menentukan berlakunya
pembelajaran.
Journal EXCELLENCE
28
METODE
Reka bentuk kajian ini menggunakan kaedah kuantitatif, manakala kajian ini
bertujuan untuk menilai keberkesanan e-pembelajaran di Sektor Awam Malaysia
dari perspektif pedagogi. Kajian ini juga cuba untuk mengenal pasti kriteria
penilaian yang mempengaruhi keberkesanan e-pembelajaran dan menghasilkan
model yang sesuai untuk menilai keberkesanan e-pembelajaran dari perspektif
pedagogi. Di samping itu, kajian ini turut melihat perkaitan yang wujud di
antara beberapa kriteria penilaian sebagai pemboleh ubah tidak bersandar
dengan keberkesanan e-pembelajaran sebagai pemboleh ubah bersandar.
POPULASI DAN PENSAMPELAN
Populasi bagi kajian ini adalah pengguna e-pembelajaran di kementerian, jabatan dan
agensi Kerajaan di seluruh Malaysia. E-pembelajaran yang dinilai bagi kajian ini meliputi
dua (2) buah aplikasi iaitu E-Pembelajaran Sektor Awam (EPSA) dan e-Training yang
telah dilaksanakan di Sektor Awam.
Populasi bagi EPSA adalah pengguna EPSA yang terdiri daripada penjawat awam di
pelbagai kementerian/ jabatan/ agensi Kerajaan di seluruh negara yang menggunakan
EPSA sebagai program latihan. Populasi bagi e-Training pula adalah pengguna e-Training
yang terdiri daripada penjawat awam di Jabatan Tenaga Manusia (JTM), Kementerian
Sumber Manusia dan pelajar sepenuh masa yang menjalani latihan kemahiran di
Institusi Latihan Jabatan Tenaga Manusia (ILJTM), JTM di seluruh negara.
Penyelidik memilih untuk menggunakan persampelan kelompok yang melibatkan
kesemua penjawat awam yang telah mengguna EPSA sebagai sampel bagi kajian ini.
Selain itu, bagi penilaian aplikasi e-pembelajaran e-Training, penyelidik mengambil
pengguna e-Training daripada ILJTM yang status penggunaannya ’berjalan lancar’ dan
’berjalan’ dengan masalah minima sebagai sampel bagi kajian ini. Status penggunaan
e-Training di ILJTM diperoleh daripada JTM, Kementerian Sumber Manusia (Rostam
2008).
PENGUKURAN
Pengukuran pemboleh ubah melalui operationalisation atau definisi operasional bagi
kajian ini dilaksanakan mengikut Skema Lazarsfeld Bagi Mengukur Konsep (Lazarsfeld
1955). Skema Lazarsfeld Bagi Mengukur Konsep melibatkan empat (4) peringkat iaitu
peringkat bayangan konsep, spesifikasi konsep, pemilihan indikator dan pembinaan
indeks yang bermula daripada konsep abstrak kepada konsep nyata atau spesifik.
Bagi Peringkat 1, penyelidik mengenal pasti empat (4) konsep atau dimensi yang
diadaptasi dari Model Pedagogi Conole et al. (2004) dan Kerangka Pedagogi Dalsgaard
29
KAEDAH KUTIPAN DATA
Penyelidik memilih untuk mengumpul data menerusi tinjauan soal selidik kerana
populasi e-pembelajaran di Sektor Awam Malaysia adalah terlalu besar yang mencakupi
Semenanjung, Sabah dan Sarawak. Selain itu, kaedah tinjauan soal selidik yang digunakan
oleh penyelidik adalah teknik yang berkesan dan digunakan ramai penyelidik. Tinjauan
soal selidik dalam kajian ini juga adalah untuk melihat perkaitan yang wujud di antara
pemboleh ubah bersandar iaitu keberkesanan e-pembelajaran dengan pemboleh
ubah tidak bersandar yang meliputi empat (4) dimensi iaitu individu, pembelajaran,
kandungan serta hubungan di antara pengajar dan pelajar.
INSTRUMEN KAJIAN
Instrumen kajian yang digunakan untuk mengumpul data ialah soal selidik dalam talian
dan borang soal selidik. Soalan yang sama digunakan bagi kedua-dua Soal Selidik Dalam
Talian dan Borang Soal Selidik.
Soal selidik berstruktur digunakan bagi kajian ini bagi memudahkan responden
memberikan jawapan berdasarkan pilihan jawapan yang disediakan. Selain itu, soal
selidik berstruktur juga menghasilkan jawapan yang seragam untuk memudahkan
penyelidik membuat perbandingan dan analisis. Di samping itu, terdapat juga soalan
yang berbentuk terbuka (open-ended) yang membolehkan responden melengkapkan
jawapan yang tidak terdapat dalam soalan tertutup (closed-ended).
Borang Soal Selidik bagi kajian ini terbahagi kepada enam (6) bahagian. Bahagian A
meliputi demografi responden, manakala Bahagian B, C, D, E dan F adalah mengenai
kriteria penilaian dimensi individu/ pelajar, pembelajaran, kandungan, hubungan di antara
pengajar dan pelajar serta keberkesanan e-pembelajaran dari perspektif pedagogi.
(2005). Bagi Peringkat 2, penyelidik seterusnya memberi definisi setiap konsep.
Penyelidik juga mengenal pasti beberapa konstruk yang perlu ada bagi setiap konsep.
Setiap konstruk kemudiannya diberi definisi atau operationalisation yang jelas. Definisi
operasional bagi empat (4) konsep dalam kajian ini serta konstruk yang dihasilkan
meliputi kriteria penilaian dimensi individu, pembelajaran, kandungan serta hubungan
di antara pengajar dan pelajar. Bagi Peringkat 3, penyelidik memilih indikator atau
pengukuran yang merupakan soalan yang berupaya untuk mengukur konsep dan
konstruk yang dikenal pasti dalam Peringkat 1 dan 2. Pengukuran bagi empat (4)
konsep dalam kajian ini disediakan berasaskan sintesis terhadap pengukuran yang
telah digunakan oleh penyelidik lain. Namun begitu, pengukuran bagi keberkesanan
e-pembelajaran dari perspektif pedagogi dibina oleh penyelidik. Akhir sekali, indeks
bagi setiap konstruk dibina berasaskan skala Likert 5-mata iaitu skala 1 bagi ‘Sangat
Tidak Setuju’, skala 2 bagi ‘Tidak Setuju’, skala 3 bagi ‘Kurang Setuju’, skala 4 bagi ‘Setuju’
dan skala 5 bagi ‘Sangat Setuju’.
Journal EXCELLENCE
30
HASIL KAJIAN DAN PERBINCANGAN
Data kuantitatif yang dikumpul daripada tinjauan soal selidik dianalisis dengan
menggunakan perisian Statistical Package for Social Science (SPSS). Analisis yang
dilakukan meliputi penilaian kesahan dan kebolehpercayaan, analisis profil demografi,
deskriptif, korelasi, pengujian hipotesis dan regresi.
HASIL PENGUJIAN KESAHAN DAN KEBOLEHPERCAYAAN
Sebelum data dianalisis, konstruk dan item kajian perlu diuji kesahan dan
kebolehpercayaannya. Bagi memastikan kesahan konstruk, analisis faktor dilakukan
terhadap kesemua item bagi pemboleh ubah tidak bersandar dan pemboleh ubah
bersandar dalam kajian ini. Selain itu, analisis kebolehpercayaan (reliability analysis)
dilakukan terhadap faktor atau komponen yang diperolehi daripada analisis faktor bagi
memastikan kepercayaan item yang digunakan.
HASIL PENGUJIAN KESAHAN MELALUI ANALISIS FAKTOR
Dua (2) analisis faktor telah dijalankan bagi kajian ini. Analisis faktor pertama dilakukan
terhadap pemboleh ubah tidak bersandar yang meliputi kesemua item kriteria penilaian
e-pembelajaran daripada empat (4) dimensi iaitu individu, pembelajaran, kandungan
serta hubungan di antara pengajar dan pelajar. Analisis faktor kedua pula dijalankan
terhadap kesemua item bagi pemboleh ubah bersandar. Langkah yang dilakukan dalam
analisis faktor melibatkan persediaan menilai kesesuaian data, mengekstrak faktor
dari matrik korelasi, menentukan bilangan faktor dan putaran (rotation) faktor untuk
meningkatkan pentafsiran serta pentafsiran hasil analisis faktor.
Ujian Sphericity Barlett dan Kaiser-Meyer-Olkin (KMO) Measure of Sampling Adequacy
(MSA) telah dilakukan untuk menguji sama ada terdapatnya korelasi di antara pemboleh
ubah. Indeks yang diperolehi bagi Ujian Sphericity Barlett dan Kaiser-Meyer-Olkin (KMO)
ialah 0.972. Indeks ini menunjukkan ujian adalah signifikan, korelasi wujud di antara
pemboleh ubah dan korelasi di antara pemboleh ubah adalah tinggi.
Langkah mengekstrak faktor dijalankan untuk menentukan bilangan faktor terkecil yang
boleh digunakan bagi mewakili perkaitan di antara pemboleh ubah. Seterusnya, teknik
putaran ‘Varimax’ digunakan untuk memberi pengasingan jelas faktor dan pemboleh
ubah yang mempunyai cross-loadings paling rendah dibuang.
Rumusannya, hasil analisis faktor menunjukkan pengukuran konstruk adalah tekal/
konsisten secara empirik. Keputusan yang dihasilkan juga mengesahkan dimensi
konsep dan konstruk telah didefinisi secara operasional. Selain itu, hasil analisis faktor
turut menunjukkan kesemua faktor yang dihasilkan mempunyai kesahan konstruk
(construct validity).
31
Analisis kebolehpercayaan dilakukan untuk menguji kebolehpercayaan konstruk atau
ketepatan pengukuran instrumen dan menilai darjah ketekalan di antara pelbagai
pengukuran pemboleh ubah yang digunakan dalam kajian ini. Nilai cronbach alpha
digunakan untuk melaporkan hasil yang diperolehi.
Jadual 1 menunjukkan kesemua konstruk mempunyai nilai cronbach alpha yang tinggi.
Di samping itu, nilai cronbach alpha yang tertinggi adalah 0.963 bagi konstruk ‘Isi dan
Interaktiviti Kandungan’, manakala nilai cronbach alpha yang paling rendah adalah
0.851 bagi konstruk ‘Gaya Pembelajaran Individu’.
Jadual 1 : Ujian Kebolehpercayaan dan Konstruk
Konstruk / Faktor
F1 – Isi dan Interaktiviti Kandungan
F2 – Teori-objektif-hasil Pembelajaran &
Pemindahan Pengetahuan
F3 – Respons dan Interaksi Pelajar-Pengajar
F4 – Reka bentuk Struktur Kandungan
F5 – Motivasi dan Sikap Individu
F6 – Reka bentuk Antara muka Kandungan
F7 – Reka bentuk Multimedia Kandungan
F8 – Arahan dan Bantuan Kandungan
F9 – Gaya Pembelajaran Individu
DV – Keberkesanan E-pembelajaran
JUMLAH
Bilangan
Pemboleh ubah
20
Nilai Cronbach
Alpha
0.963
17
0.953
11
11
7
7
5
10
4
5
0.953
0.949
0.880
0.924
0.896
0.924
0.851
0.924
97
Rumusan terhadap hasil analisis kebolehpercayaan mendapati kesemua konstruk
adalah tepat dan tekal. Instrumen yang digunakan dalam kajian ini juga adalah boleh
dipercayai dan sesuai digunakan untuk mengukur konsep dalam kajian ini.
HASIL ANALISIS DEMOGRAFI
Profil demografi responden dibahagikan kepada dua (2) kumpulan iaitu ciri peribadi
dan profesional. Ciri peribadi responden terdiri daripada jantina, bangsa, umur dan
pendidikan tertinggi. Ciri profesional responden pula meliputi gred jawatan, kumpulan
perkhidmatan, skim perkhidmatan, tempoh berkhidmat dalam Perkhidmatan Awam
dan di jabatan sekarang. Frekuensi dan peratus ciri peribadi responden bagi kedua-dua
aplikasi EPSA dan e-Training adalah seperti Jadual 2, manakala frekuensi dan peratus ciri
profesional adalah seperti Jadual 3. Bagi Jadual 3, jumlah responden e-Training yang
bekerja hanyalah 107 orang berbanding pelajar yang belum bekerja adalah 159 orang.
HASIL PENGUJIAN KEBOLEHPERCAYAAN
Journal EXCELLENCE
32
Jadual 2 : Demografi Ciri Peribadi Responden
Ciri
EPSA (n=350)
Frekuensi
Peratus
Jantina
Lelaki
Perempuan
Bangsa
Melayu
Cina
India
Lain-lain
Umur (tahun)
Bawah 20
20-30
31-40
41-50
50 ke atas
Pendidikan Tertinggi
MCE/SPM
Sijil
Diploma
Ijazah Sarjana Muda
Ijazah Sarjana
Ijazah Kedoktoran
Kelayakan Professional
Lain-lain
Jumlah Responden (N) = 616
e-Training (n=266)
Frekuensi
Peratus
Bilangan
Responden
147
203
42.0
58.0
169
97
63.5
36.5
316
300
317
10
12
11
90.6
2.9
3.4
3.1
229
5
10
22
86.1
1.9
3.8
8.3
546
15
22
33
1
197
99
35
18
0.3
56.3
28.3
10.0
5.1
99
118
39
10
0
37.2
44.4
14.7
3.8
0
100
315
138
45
18
55
12
48
190
34
7
2
2
15.8
3.4
13.8
54.2
9.7
2.0
0.6
0.6
73
101
69
15
6
0
0
2
27.4
37.9
25.9
5.6
2.2
0
0
0.7
128
113
117
205
40
7
2
4
33
Ciri
EPSA (n=350)
Frekuensi Peratus
e-Training (n=107)
Frekuensi Peratus
Bilangan
responden
Gred Jawatan
Gred 1-16
Gred 17-26
Gred 27-40
Gred 41-47
Gred 48-53
Gred 54-55
Gred Khas/JUSA
14
69
36
194
27
7
3
4.0
19.7
10.3
55.4
7.7
2.0
0.9
6
28
49
22
2
0
0
5.6
26.2
45.8
20.6
1.9
0
0
20
97
85
216
29
7
3
Kumpulan Perkhidmatan
Pengurusan Tertinggi
Pengurusan dan Profesional
Sokongan
Lain-lain
3
229
118
0
0.9
65.4
33.7
0
2
27
78
0
1.9
25.2
72.9
0
5
256
200
0
1
1
3
0
78
0
5
5
0
157
76
2
2
2
17
1
0
0.3
0.3
0.9
0
22.3
0
1.4
1.4
0
44.9
21.7
0.6
0.6
0.3
4.9
0.3
0
0
0
7
0
6
0
87
0
0
0
6
0
0
0
1
0
0
0
0
6.5
0
5.6
0
81.3
0
0
0
5.6
0
0
0
0.9
0
0
1
1
10
0
84
0
92
5
0
157
82
2
2
2
18
1
0
19
203
48
37
34
9
5.4
58.0
13.7
10.6
9.7
2.6
11
48
28
16
4
0
10.3
44.9
26.2
15.0
3.7
0
30
251
76
53
38
9
36
238
48
18
9
1
10.3
68.0
13.7
5.1
2.6
0.3
5
62
36
4
0
0
4.7
57.9
33.6
3.7
0
0
41
300
84
22
9
1
Skim Perkhidmatan
Pengangkutan
Sains
Pendidikan
Ekonomi
Sistem Maklumat
Pertanian
Kejuruteraan
Keselamatan & Bomba
Perundangan
Tadbir & Diplomatik
Pentadbiran & Sokongan
Penyelidikan & Pembangunan
Sosial
Perubatan & Kesihatan
Kewangan
Polis
Tentera
Tahun berkhidmat dalam
Perkhidmatan Awam
Kurang 1 tahun
1-5 tahun
6-10 tahun
11-20 tahun
21-30 tahun
Lebih 30 tahun
Tahun berkhidmat di
jabatan sekarang
Kurang 1 tahun
1-5 tahun
6-10 tahun
11-20 tahun
21-30 tahun
Lebih 30 tahun
Jumlah Responden (N) = 616
Jadual 3 : Demografi Ciri Peribadi Profesional
Journal EXCELLENCE
34
Rumusan terhadap hasil dapatan analisis profil demografi kajian ini dalam Jadual
2 menunjukkan kebanyakan responden EPSA dan e-Training adalah berbangsa
Melayu, berusia muda dan mudah untuk menerima perubahan terutamanya dalam
penggunaan e-pembelajaran. Ini bermakna ciri umur memainkan peranan besar dalam
e-pembelajaran di Sektor Awam Malaysia. Walau bagaimanapun, perbandingan jantina
responden menunjukkan kebanyakan responden EPSA adalah perempuan, manakala
kebanyakan responden e-Training adalah lelaki. Jantina bagi responden EPSA dan
e-Training didapati selari dengan jantina majoriti populasi penjawat awam di Sektor
Awam Malaysia dan pelajar ILJTM.
Rumusan hasil dapatan kajian mengenai ciri profesional dalam Jadual 3 menunjukkan
kebanyakan responden EPSA adalah dari kumpulan perkhidmatan ‘Pengurusan dan
Profesional’, dalam skim perkhidmatan ‘Tadbir dan Diplomatik’ dan telah berkhidmat
dalam tempoh satu (1) hingga lima (5) tahun. Dapatan ini menunjukkan sebahagian
besar responden EPSA merupakan golongan profesional yang mempunyai pengalaman
bekerja lima (5) tahun ke bawah dan memerlukan pembelajaran atau latihan sampingan
untuk meningkatkan prestasi kerja serta kualiti modal insan. Selain itu, berbanding
dengan kumpulan ‘Pengurusan Tertinggi’ mereka juga agak kurang bebanan tugas dan
tanggungjawab yang membolehkan mereka menggunakan e-pembelajaran. Manakala
responden e-Training yang bekerja pula kebanyakannya adalah dari kumpulan
perkhidmatan ‘Sokongan’, skim perkhidmatan ‘Kejuruteraan’ dan telah berkhidmat
dalam tempoh satu (1) hingga lima (5) tahun. Hasil kajian juga menunjukkan kebanyakan
responden EPSA dan e-Training adalah yang bekerja selama lima (5) tahun ke bawah.
HASIL ANALISIS DESKRIPTIF BAGI KEBERKESANAN E-PEMBELAJARAN
Analisis deskriptif bagi pemboleh ubah bersandar iaitu keberkesanan e-pembelajaran
menunjukkan kebanyakan responden EPSA dan e-Training bersetuju keberkesanan
e-pembelajaran adalah berkaitan dengan pencapaian objektif pembelajaran, hasil
pembelajaran memenuhi keperluan, reka bentuk e-pembelajaran yang berorientasikan
pelajar membolehkan pembelajaran yang fleksibel, kandungan kursus menarik
minat pelajar untuk belajar dan pengetahuan pelajar bertambah selepas mengikuti
e-pembelajaran. Hasil dapatan kajian juga menunjukkan kebanyakan responden EPSA
bersetuju reka bentuk e-pembelajaran yang berorientasikan pelajar membolehkan
mereka belajar mengikut kesesuaian masa, tempat dan gaya pembelajaran mereka,
manakala kebanyakan responden e-Training bersetuju pengetahuan mereka
bertambah selepas mengikuti e-pembelajaran. Dengan bertambahnya pengetahuan,
e-pembelajaran dipersepsi sebagai berkesan.
Penyelidik seterusnya menggunakan summated scale purata pemboleh ubah bersandar
untuk mewakili keberkesanan e-pembelajaran. Purata keberkesanan e-pembelajaran
dikategorikan kepada empat (4) kumpulan yang sama saiz untuk memudahkan
analisis. Penyelidik kemudiannya, mengekodkan semula (recode) purata keberkesanan
e-pembelajaran sebagai ‘tidak berkesan’, ‘kurang berkesan’, ‘berkesan’ dan ‘sangat
35
Jadual 4 : Tahap Keberkesanan e-Pembelajaran
Keberkesanan
E-pembelajaran
tidak berkesan
kurang berkesan
berkesan
sangat berkesan
EPSA (n=350)
Frekuensi
Peratus
0
0
90
25.7
61.7
216
44
12.6
e-Training (n=266)
Frekuensi
Peratus
7
2.6
76
28.6
46.2
123
60
22.6
Jadual 4 menunjukkan lebih 60% daripada responden EPSA berpendapat tahap
keberkesanan e-pembelajaran adalah ‘berkesan’ (61.7%) dan diikuti dengan satu
perempat daripada responden EPSA berpendapat e-pembelajaran ‘kurang berkesan’
(25.7%). Lebih 10% daripada responden EPSA pula berpendapat e-pembelajaran ‘sangat
berkesan’ (12.6%) dan tiada responden berpendapat e-pembelajaran ‘tidak berkesan’.
Bagi e-Training, hampir separuh daripada responden berpendapat tahap keberkesanan
e-pembelajaran adalah ‘berkesan’ (46.2%), diikuti dengan ‘kurang berkesan’ (28.6%),
‘sangat berkesan’ (22.6%) dan hanya sebahagian kecil responden berpendapat
e-pembelajaran ‘tidak berkesan’ (2.6%).
Hasil dapatan kajian menunjukkan pola tahap keberkesanan bagi EPSA dan e-Training
adalah hampir sama di mana kebanyakan responden berpendapat tahap keberkesanan
e-pembelajaran adalah ‘berkesan’, diikuti dengan ‘kurang berkesan’ dan ‘sangat
berkesan’. Hanya sebahagian kecil daripada responden e-Training berpendapat
e-pembelajaran ‘tidak berkesan’. Rumusannya, hasil dapatan kajian ini secara empirik
mendapati e-pembelajaran di Sektor Awam Malaysia berkesan dari perspektif
pedagogi.
HASIL PENGUJIAN HIPOTESIS DAN REGRESI
Analisis korelasi dan regresi dilakukan bagi menguji hipotesis. Analisis korelasi
dilakukan untuk melihat kekuatan dan arah perkaitan antara pemboleh ubah tidak
bersandar dengan pemboleh ubah bersandar. Analisis regresi pula dilakukan untuk
menguatkan hasil analisis korelasi dan untuk mendapatkan kriteria penilaian signifikan
bagi pemboleh ubah bersandar. Penyelidik menggunakan summated scale purata
untuk mewakili pemboleh ubah tidak bersandar dan pemboleh ubah bersandar.
Bagi menyokong pengenalpastian perkaitan yang wujud antara dimensi individu,
pembelajaran, kandungan dan hubungan pengajar dan pelajar dengan keberkesanan
e-pembelajaran, beberapa pengujian hipotesis telah dilakukan. Hasil analisis korelasi
antara kriteria penilaian dengan keberkesanan e-pembelajaran adalah seperti Jadual 5.
berkesan’ seperti dalam Jadual 4.
Journal EXCELLENCE
36
Jadual 5 : Analisis Korelasi Antara Pemboleh Ubah Tidak Bersandar dengan Pemboleh
Ubah Bersandar
Korelasi antara pemboleh ubah
tidak bersandar dengan pemboleh
ubah bersandar
Motivasi & Sikap Individu
Gaya Pembelajaran Individu
Teori-objektif-hasil Pembelajaran &
Isi & Interaktiviti
Reka bentuk Struktur
Reka bentuk Antara muka
Reka bentuk Multimedia
Arahan & Bantuan
Pekali
Korelasi
Pearson
.482(**)
.507(**)
Respons & Interaksi Pelajar-Pengajar
Nilai Signifikan
(2-tailed)
.000
.000
.615(**)
.000
.743(**)
.648(**)
.560(**)
.572 (**)
.673 (**)
.000
.000
.000
.000
.000
.507 (**)
.000
** Correlation is significant at the 0.01 level (2-tailed).
Rumusannya, hasil dapatan pengujian hipotesis menunjukkan kesemua kriteria
penilaian mempengaruhi keberkesanan e-pembelajaran. Ini bermakna kajian ini
mendapati sembilan (9) kriteria penilaian mempengaruhi keberkesanan e-pembelajaran
dari perspektif pedagogi iaitu Motivasi dan Sikap Individu, Gaya Pembelajaran Individu,
Teori-objektif-hasil Pembelajaran dan Pemindahan Pengetahuan, Isi dan Interaktiviti
Kandungan, Reka Bentuk Struktur Kandungan, Reka Bentuk Antara Muka Kandungan,
Reka Bentuk Multimedia Kandungan, Arahan dan Bantuan Kandungan dan Respons
dan Interaksi Pelajar-Pengajar.
Seterusnya, Analisis Regresi Berganda Stepwise (Stepwise Multiple Regression) dilakukan
dan hasil yang diperolehi boleh dilihat dalam Jadual 6(a), Jadual 6(b) dan Jadual
6(c).
37
Model Summary
Model
1
2
3
4
a.
b.
c.
d.
R
R Square
Adjusted R Square
Std. Error of the Estimate
.743(a)
.769(b)
.782(c)
.785(d)
.552
.591
.611
.616
.551
.589
.609
.613
.36591
.34982
.34120
.33951
Predictors: (Constant), Isi & Interaktiviti Kandungan
Predictors: (Constant), Isi & Interaktiviti Kandungan, Respons & Interaksi Pelajar-Pengajar
Predictors: (Constant), Isi & Interaktiviti Kandungan, Respons & Interaksi Pelajar-Pengajar,
Teori-objektif-hasil Pembelajaran & Pemindahan Pengetahuan
Teori-objektif-hasil Pembelajaran & Pemindahan Pengetahuan, Reka bentuk Multimedia
Kandungan
Jadual 6(b) : Jadual ANOVA Bagi Analisis Regresi Berganda Antara Semua
Pemboleh Ubah Tidak Bersandar dengan Pemboleh Ubah Bersandar
ANOVA(e)
Model
1
2
3
4
a.
b.
c.
d.
e.
Regression
Residual
Total
Regression
Residual
Total
Regression
Residual
Total
Regression
Residual
Total
Sum of
Squares
101.109
82.207
183.316
108.301
75.015
183.316
112.067
71.249
183.316
112.890
70.426
183.316
df
Mean Square
1
614
615
2
613
615
3
612
615
4
611
615
F
Sig.
101.109
.134
755.176
.000(a)
54.150
.122
442.498
.000(b)
37.356
.116
320.872
.000(c)
28.222
.115
244.850
.000(d)
Predictors: (Constant), Isi & Interaktiviti Kandungan
Predictors: (Constant), Isi & Interaktiviti Kandungan, Respons & Interaksi Pelajar-Pengajar
Teori-objektif-hasil Pembelajaran & Pemindahan Pengetahuan
Teori-objektif-hasil Pembelajaran & Pemindahan Pengetahuan, Reka bentuk Multimedia
Kandungan
Dependent Variable: Keberkesanan e-pembelajaran
Jadual 6(a) : Ringkasaan Model Bagi Analisis Regresi Berganda Antara Semua Pemboleh
Ubah Tidak Bersandar dengan Pemboleh Ubah Bersandar
Journal EXCELLENCE
38
Jadual 6(c) : Jadual Pekali Bagi Analisis Regresi Berganda Antara Semua
Pemboleh Ubah Tidak Bersandar dengan Pemboleh Ubah Bersandar
Coefficients(a)
Model
1
2
3
4
(Constant)
•
Isi & Interaktiviti Kandungan
(Constant)
•
•
Respons & Interaksi pelajar-pengajar
(Constant)
•
•
Respons & Interaksi pelajar-pengajar
•
Objektif & Hasil Pembelajaran
(Constant)
•
•
Respons & Interaksi Pelajar-Pengajar
•
Teori-objektif-hasil Pembelajaran &
•
Reka bentuk Multimedia Kandungan
Unstandardized
Coefficients
Std.
B
Error
.668
.118
.839
.031
.493
.115
.633
.040
.254
.033
.189
.125
.527
.043
.215
.033
.217
.038
.133
.126
.460
.049
.213
.033
Standardized
Coefficients
t
Sig.
Beta
.407
.225
5.650
27.480
4.276
15.968
7.666
1.515
12.260
6.515
5.688
1.059
9.304
6.473
.000
.000
.000
.000
.000
.130
.000
.000
.000
.290
.000
.000
.743
.561
.269
.466
.228
.191
.212
.038
.185
5.550
.000
.089
.033
.093
2.671
.008
a Dependent Variable: Keberkesanan e-pembelajaran
Jadual 6(a) dan Jadual 6(b) menunjukkan kriteria penilaian signifikan atau dominan
bagi keberkesanan e-pembelajaran adalah empat (4) daripada sembilan (9) kriteria
penilaian iaitu Isi dan Interaktiviti Kandungan, Respons dan Interaksi Pelajar-Pengajar,
Teori-objektif-hasil Pembelajaran dan Pemindahan Pengetahuan dan Reka bentuk
Multimedia Kandungan. Nilai R Square bagi model regresi yang mengandungi empat
(4) kriteria penilaian adalah 61.6%. Ini bermakna 62% kevarianan keberkesanan
e-pembelajaran diterangkan oleh model regresi yang mengandungi keempat-empat
kriteria penilaian dengan nilai F 244.85 dalam Jadual 6(b).
Jadual 6(c) menunjukkan kriteria dominan tertinggi adalah Isi dan Interaktiviti
Kandungan (beta=.407), diikuti dengan Respons dan Interaksi Pelajar-Pengajar
(beta=.225), Teori-objektif-hasil Pembelajaran dan Pemindahan Pengetahuan
(beta=.185) dan Reka Bentuk Multimedia Kandungan (beta=.093). Ini bermakna kriteria
penilaian dominan dengan nilai beta tertinggi secara empirik yang mempengaruhi
keberkesanan e-pembelajaran dari perspektif pedagogi di Sektor Awam Malaysia
adalah Isi dan Interaktiviti Kandungan. Kriteria penilaian dominan seterusnya yang
mempengaruhi keberkesanan e-pembelajaran adalah Respons dan Interaksi PelajarPengajar; Teori-objektif-hasil Pembelajaran dan Pemindahan Pengetahuan; dan Reka
Bentuk Multimedia Kandungan.
39
PEMBANGUNAN MODEL UNTUK MENILAI KEBERKESANAN E-PEMBELAJARAN DI
SEKTOR AWAM
Berdasarkan hasil dapatan kajian, model yang sesuai untuk menilai keberkesanan
e-pembelajaran dari perspektif pedagogi di Sektor Awam boleh dibina seperti
dalam Rajah 1. Rajah 1 menunjukkan kriteria penilaian untuk menilai keberkesanan
e-pembelajaran dari perspektif pedagogi di Sektor Awam meliputi empat (4) dimensi
iaitu individu, pembelajaran, kandungan serta hubungan di antara pengajar dan pelajar.
Dimensi bagi kriteria penilaian ini diadaptasi daripada sebahagian dimensi Kerangka
Pedagogi Dalsgaard (2005) dan Conole et al. (2004). Kriteria penilaian bagi setiap
dimensi pula merupakan kriteria penilaian baru yang dihasilkan dari kajian ini.
INDIVIDU
t.PUJWBTJEBO4JLBQ
t(BZB1FNCFMBKBSBO
PEMBELAJARAN
t5FPSJPCKFLUJGIBTJM 1FNCFMBKBSBO1FNJOEBIBO
1FOHFUBIVBO
KANDUNGAN
t*TJ*OUFSBLUJWJUJ
t3FLB#FOUVL4USVLUVS
t3FLB#FOUVL"OUBSB.VLB
t3FLB#FOUVL.VMUJNFEJB
t"SBIBO#BOUVBO
Keberkesanan
e-pembelajaran
dari perspektif
pedagogi
HUBUNGAN PENGAJAR
DAN PELAJAR
t3FTQPOT*OUFSBLTJ
Rajah 1 : Model Untuk Menilai Keberkesanan e-Pembelajaran
Rumusan terhadap hasil dapatan pengujian hipotesis, analisis korelasi dan regresi
menunjukkan terdapat sembilan (9) kriteria yang mempengaruhi keberkesanan
e-pembelajaran dari perspektif pedagogi di Sektor Awam Malaysia. Walau bagaimanapun,
hanya empat (4) daripada sembilan (9) kriteria tersebut merupakan kriteria dominan
yang menentukan keberkesanan e-pembelajaran dari perspektif pedagogi.
Journal EXCELLENCE
40
Terdapat dua (2) kriteria penilaian bagi dimensi individu yang mempengaruhi
keberkesanan e-pembelajaran dari perspektif pedagogi iaitu Motivasi dan Sikap Individu
serta Gaya Pembelajaran Individu. Bagi dimensi pembelajaran pula, hanya satu (1) kriteria
penilaian yang mempengaruhi keberkesanan e-pembelajaran iaitu Teori-objektif-hasil
Pembelajaran dan Pemindahan Pengetahuan. Kajian ini mendapati kriteria penilaian
Teori-objektif-hasil Pembelajaran dan Pemindahan Pengetahuan merupakan salah satu
kriteria dominan bagi keberkesanan e-pembelajaran dari perspektif pedagogi di Sektor
Awam. Manakala bagi dimensi kandungan pula, terdapat lima (5) kriteria penilaian yang
mempengaruhi keberkesanan e-pembelajaran iaitu Isi dan Interaktiviti Kandungan,
Reka Bentuk Struktur Kandungan, Reka Bentuk Antara Muka Kandungan, Reka Bentuk
Multimedia Kandungan dan Arahan dan Bantuan Kandungan. Walau bagaimanapun,
kajian ini turut mendapati hanya dua (2) kriteria dimensi kandungan yang menjadi
kriteria dominan bagi keberkesanan e-pembelajaran. Bagi dimensi hubungan pengajar
dan pelajar pula, hanya ada satu (1) kriteria penilaian iaitu Respons dan Interaksi
Pelajar-Pengajar yang juga merupakan salah satu kriteria dominan bagi keberkesanan
e-pembelajaran.
Rumusannya, model yang sesuai untuk menilai keberkesanan e-pembelajaran dari
perspektif pedagogi di Sektor Awam yang dibina didapati mempunyai dimensi yang
hampir sama dengan Kerangka Pedagogi Dalsgaard (2005) dengan kriteria penilaian dan
konstruk baru yang dihasilkan dari kajian ini. Hasil dapatan analisis kajian menunjukkan
penyelidik telah berjaya menghasilkan model yang sesuai untuk menilai keberkesanan
e-pembelajaran dari perspektif pedagogi di Sektor Awam.
KESIMPULAN
Sumbangan utama kajian ini ialah menghasilkan ‘Model Penilaian E-pembelajaran’
secara empirik. ‘Model Penilaian E-pembelajaran’ telah memperlengkap, memperkukuh
dan memberi nilai tambah kepada kajian terdahulu tentang Model Pedagogi Conole
et al. (2004) dan Kerangka Pedagogi Dalsgaard (2005). Sumbangan seterusnya
adalah membantu pihak pengurusan dan penjawat awam di Sektor Awam dengan
memanfaatkan instrumen yang dihasilkan dalam membuat penilaian dan tinjauan soal
selidik. Selain itu, hasil kajian ini turut menyumbang kepada keberkesanan pelaksanaan
projek e-pembelajaran khasnya dan projek ICT amnya di Sektor Awam, Malaysia. Hasil
kajian secara umumnya turut meningkatkan keberkesanan penyampaian Perkhidmatan
Awam melalui penggunaan ICT yang secara tidak langsung akan meningkatkan kualiti
hidup rakyat Malaysia.
41
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43
Wan Idros Wan Sulaiman
Maizatul Haizan Mahbob
Pusat Pengajian Media dan Komunikasi
Fakulti Sains Sosial dan Kemanusiaan
Universiti Kebangsaan Malaysia
ABSTRACT
This discussion covers aspects of organisational communication focusing on the
impact of training programmes aimed at producing skilled, innovative, competitive
and responsive human capital. In this context, the research will assess and analyse the
effectiveness of training and development programmes from the aspect of programme
planning by evaluating its contribution to the achievement of public sector human
capital transformation. The conceptual framework is based on Somers’ Learning Theory.
200 public servants in Putrajaya were randomly selected as respondents. This research
also analysed the effectiveness of training and development programmes in enhancing
the morale, motivation and skills of public servants which will reflect the level and
performance of an organisation in terms of organisational communication.
ABSTRAK
Perbincangan merangkumi aspek komunikasi keorganisasian yang memfokuskan
kepada impak program latihan dengan matlamat untuk melahirkan kakitangan yang
mahir, berinovasi, kreatif, berdaya saing dan peka terhadap keperluan teknologi
maklumat dan komunikasi (ICT). Dalam konteks ini, pengkaji menilai dan menganalisis
keberkesanan program latihan dan pembangunan dari aspek perancangan program
dengan melihat sumbangannya terhadap keberkesanan komunikasi keorganisasian bagi
tujuan pencapaian transformasi modal insan Sektor Awam. Kerangka kajian berdasarkan
perspektif Teori Pembelajaran Somers. Seramai 200 penjawat awam yang dikenal pasti
secara rawak sebagai responden kajian dipilih dan ke semuanya berkhidmat di Wilayah
Persekutuan Putrajaya. Kajian ini cuba menganalisis sejauh manakah keberkesanan
program latihan dan pembangunan yang dilaksanakan menjurus kepada semangat dan
motivasi kerja serta kemahiran yang tinggi dalam kalangan kakitangan dan secara tidak
langsung mencerminkan kedudukan dan kekukuhan aspek komunikasi keorganisasian.
KEBERKESANAN KOMUNIKASI ORGANISASI SEKTOR AWAM:
IMPAK PERANCANGAN PROGRAM LATIHAN TERHADAP
TRANSFORMASI MODAL INSAN
Journal EXCELLENCE
44
PENGENALAN
Komunikasi keorganisasian sering kali dilihat sebagai salah satu daripada pemangkin
kecekapan dan keberkesanan organisasi. Pengurusan komunikasi yang cekap dan
berkesan dari aspek hubungan pekerja-majikan akan melancarkan lagi pengurusan
organisasi. Selain daripada itu, ketelusan penyebaran maklumat yang betul dan berguna
dilihat sebagai satu isu penting dalam organisasi. Saluran komunikasi yang jelas,
persekitaran kerja yang kondusif, keakraban hubungan antara ahli dalam organisasi
adalah antara faktor-faktor yang menjayakan komunikasi keorganisasian itu sendiri. Aspek
komunikasi sebenarnya menjadi medium penting dalam hubungan organisasi bukan
sahaja antara sesebuah organisasi dengan organisasi yang lain malah ia juga menjadi
pemangkin utama yang mencetuskan hubungan yang erat antara pihak pengurusan
atasan dengan pihak bawahan. Bentuk hubungan yang erat inilah yang seringkali
mempengaruhi corak pengurusan kerja para kakitangan dalam organisasi. Bentuk
hubungan yang dimaksudkan di dalam penulisan ini ialah keprihatinan majikan terhadap
kepentingan kakitangan bawahan untuk trampil sebagai pekerja yang cekap, mempunyai
tahap keyakinan diri yang tinggi, mahir berkomunikasi, berinovasi, kreatif dan sebagainya
melalui pendedahan terhadap program latihan dan pembangunan modal insan.
Justeru, dalam penulisan ini pengkaji cuba melihat salah satu daripada aspek penting
yang mendorong ke arah keberkesanan komunikasi keorganisasian iaitu dalam konteks
pelaksanaan program latihan dan pembangunan. Pengkaji amat berkeyakinan bahawa
program latihan dan pembangunan memainkan peranan yang penting terhadap
peningkatan dan keberkesanan tugas dan tanggungjawab pekerja dan secara tidak
langsung bertindak sebagai pemangkin transformasi modal insan. Apa yang mustahak
di sini adalah kaedah bagaimana program tersebut dapat disampaikan secara efisien
dan dikomunikasikan dengan jelas kepada para kakitangan. Selain daripada itu, ia bukan
sahaja diharapkan dapat mempertingkatkan kualiti kerja dan produktiviti kakitangan,
malah membantu mempertingkatkan pengetahuan kerja dan kemahiran kakitangan
di samping mencapai kepuasan kerja, mempunyai peluang untuk merealisasikan
potensi diri, mempertingkatkan kecekapan serta kelayakan diri dan berpeluang
untuk kenaikan pangkat serta gaji menerusi program latihan yang berkesan positif.
Majikan juga diseru agar sentiasa bersedia dan peka dengan perubahan yang berlaku
di persekitaran organisasi kerana sebarang bentuk perubahan yang berlaku akan
memberikan kesan kepada aktiviti pengurusan sumber manusia sama ada secara
langsung atau tidak langsung. Dalam konteks ini, pengkaji beranggapan bahawa pihak
majikan perlu sentiasa bersikap efisien dan efektif dalam memikul tanggungjawab
sebagai ketua organisasi dan sentiasa membuat pemantauan dan pengawalan
bukan sahaja untuk memastikan tahap produktiviti kakitangan berlangsung dalam
keadaan yang baik tetapi pada masa yang sama, menunjukkan bahawa majikan
bijak dan tahu bagaimana untuk “berkomunikasi” dengan persekitaran organisasi.
Penulisan ini sebenarnya mengupas aspek komunikasi organisasi yang dilihat dari sudut
Sektor Awam yang juga akan menyentuh keberkesanan saluran maklumat yang wujud
45
PERNYATAAN MASALAH
Salah satu aspek penting dalam pengurusan komunikasi keorganisasian yang
tidak harus dilupakan oleh para majikan ialah aspek pembangunan organisasi.
Pembangunan organisasi sebenarnya banyak memberikan tumpuan kepada
sistem organisasi yang merangkumi struktur dan fungsinya. Dalam konteks ini
komunikasi yang efisien di dalam organisasi dilihat sebagai elemen penting yang
perlu dititikberatkan untuk tujuan transformasi modal insan. Ini perlu disokong oleh
pembangunan kerjaya yang menumpu kepada mengenal pasti penyesuaian antara
tugas individu dengan organisasi dan bagaimana pencapaian prestasi kerja kakitangan
dapat direalisasikan. Secara tidak langsung, kedua-dua bentuk pembangunan
ini (pembangunan organisasi dan pembangunan kerjaya) menyumbang ke arah
peningkatan kecekapan sumber daya manusia/ modal insan dalam organisasi.
Walau bagaimanapun, Kerajaan seharusnya memastikan dan melihat secara lebih terbuka
bahawa wujud banyak faktor yang boleh mempercepatkan hasrat ini. Pembangunan
sumber manusia sebenarnya merangkumi pelbagai aspek, misalnya menyedari
kebolehan, kepakaran, bakat, minat dan kecenderungan sumber manusia dalam
organisasi. Kepentingan komunikasi dalam organisasi terserlah dalam hal ini, majikan
seharusnya lebih peka tentang kehendak dan perilaku kakitangan bawahan. Bentuk
interaksi yang lancar dan sempurna, pastinya memainkan peranan yang cukup besar
dalam menjayakan pembangunan sumber manusia dalam organisasi tersebut, apatah lagi
Sektor Awam yang mempunyai ramai kakitangan yang harus ditangani karenah mereka
dengan bijaksana dan bukannya membiarkan mereka dengan cara masing-masing.
dalam organisasi melalui pelaksanaan program latihan sumber manusia di dalam Sektor
Awam. Satu kajian telah dijalankan melibatkan 200 responden kajian yang kesemuanya
terdiri daripada kakitangan Kerajaan di Wilayah Persekutuan Putrajaya. Umum
mengetahui bahawa perkembangan dan kemajuan negara yang pesat selepas merdeka
menjadi lambang kemegahan pemerintahan negara. Kesan daripada usaha Kerajaan
yang berterusan menampakkan hasil yang cukup cemerlang apatah lagi disokong
dengan pelaksanaan dasar-dasar Kerajaan yang sentiasa mementingkan keselesaan,
keselamatan dan perpaduan negara. Namun demikian, tidak dinafikan wujudnya
pelbagai kekangan dan halangan bagi Kerajaan dalam merealisasikan harapan dan
cita-cita untuk melahirkan kakitangan yang efisien dalam tugas dan tanggungjawab.
Antara kekangan yang ketara ialah sejauh manakah keberkesanan corak komunikasi
yang disalurkan melalui program latihan dan pembangunan boleh menggerakkan lagi
momentum Perkhidmatan Awam dalam negara. Jika ditinjau dari sudut pembacaan
dan pemerhatian, banyak sekali isu-isu yang dikaitkan dengan permasalahan sumber
manusia dalam organisasi awam. Justeru, kita didedahkan dengan sungutan, komentar
dan kritikan yang menyatakan bahawa kakitangan Kerajaan bersifat acuh tak acuh
dalam melakukan tugas dan seringkali dilihat sebagai kakitangan yang kurang
bermotivasi, enggan untuk berubah atau menolak perubahan, sukar bekerjasama
dan mengalami kadar penyeliaan dan kepimpinan yang kurang menyenangkan.
Journal EXCELLENCE
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Daripada perbincangan di atas, antara medium yang dapat mengukuhkan kedudukan
organisasi ialah kesedaran dan kebijaksanaan majikan dalam memberikan peluang
dan ruang kepada kakitangan untuk membangunkan minat dan kerjaya mereka.
Kenyataan ini memang tidak disanggah kerana setiap kakitangan itu semestinya
mempunyai cita-cita dan hasrat untuk membangunkan diri, kebolehan serta kepakaran
mereka. Yang paling nyata, apakah sumbangan dan peranan yang dimainkan oleh
peringkat pengurusan atasan dalam soal ini? Wujudkah perbincangan yang telus dan
terbuka oleh kedua-dua pihak dalam memastikan kecemerlangan prestasi individu
atau organisasi? Bagaimanakah pula dengan ketelusan penyaluran maklumat dalam
semua peringkat dalam organisasi awam? Apakah wujud nilai-nilai kepercayaan
yang tinggi dalam kalangan majikan terhadap kebolehan dan kepakaran serta
kemahiran yang ada pada setiap kakitangan bawahan mereka, dan bagaimanakah
serta apakah pula tindakan yang diambil bagi merealisasikannya? Persoalanpersoalan ini sememangnya mempunyai kaitan yang rapat antara kesefahaman
kedua-dua belah pihak dengan tujahan kerjaya/ tanggungjawab masing-masing.
Pengkaji amat percaya, sekiranya wujud amalan komunikasi keorganisasian yang
efektif, maka secara tidak langsung ianya akan menyumbang kepada organisasi
awam yang cekap dan efisien. Oleh yang demikian, produktiviti organisasi dapat
ditingkatkan selaras dengan peningkatan prestasi dan mutu kerja modal insan tersebut.
Di samping itu, suasana tempat kerja yang kondusif juga menjadi percaturan para
sarjana pengurusan dalam mengenal pasti kejayaan sesebuah organisasi. Sekiranya
suasana kerja/ persekitaran organisasi tidak mendorong ke arah perkembangan diri,
organisasi dikatakan tidak mampu untuk mempertingkatkan prestasi dan motivasi
serta semangat kakitangan. Keadaan sebenarnya banyak bergantung kepada kebolehan
dan kepekaan majikan dalam mengetuai dan menerajui sesebuah organisasi. Justeru,
ramai sarjana dalam bidang komunikasi keorganisasian menyarankan bahawa
majikan atau pihak yang berkuasa mengambil kira faktor-faktor kemanusiaan seperti
corak hubungan, gaya kepimpinan, corak dan gaya berkomunikasi, peluang latihan
dan pembangunan, sikap terhadap tugas dan tanggungjawab serta ganjaran. Ini
kerana, ia boleh mempengaruhi produktiviti organisasi, apatah lagi bagi sebuah
organisasi awam yang dikatakan cukup kompleks dan memerlukan usaha yang
hebat untuk menangani permasalahan kemanusiaan yang timbul. Oleh itu, pada
pandangan pengkaji, organisasi perlu mempunyai satu bentuk saluran komunikasi
yang terbuka antara majikan dengan pekerja agar sebarang bentuk persoalan
dan permasalahan yang timbul di tempat kerja boleh ditangani dengan telus.
Sebenarnya, jika kita tinjau secara lebih mendalam dan menghayati aspirasi Kerajaan,
kita akan mengetahui apakah bentuk strategi dan usaha-usaha yang telah dilaksanakan
oleh Kerajaan dalam menjayakan hasrat untuk mencapai sumber manusia yang
cemerlang. Tidak dinafikan bahawa sumber manusia dikatakan sebagai aset yang
penting dalam sesebuah organisasi. Bertitik tolak daripada pandangan dan fahaman
inilah, maka Kerajaan/ Perkhidmatan Awam memberikan tumpuan dan perhatian
kepada pembangunan sumber manusia bagi menjamin kesinambungan dalam
usaha untuk mencapai matlamatnya sebagai Perkhidmatan Awam yang bertaraf
47
Ahmad Atory (2001) menegaskan bahawa kepentingan program latihan dan
pembangunan timbul daripada peningkatan pengkhususan dalam organisasi.
Beliau juga menegaskan bahawa walaupun para pekerja telah didedahkan dengan
pengetahuan asas semasa di universiti, kolej dan sekolah-sekolah yang berorientasikan
teknikal dan vokasional, namun pendedahan yang selanjutnya perlu diberikan
keutamaan oleh pihak pengurusan atasan dalam sesebuah organisasi. Dalam organisasi
awam, selalunya terdapat bahagian pembangunan pekerja yang bertanggungjawab
melatih para pekerja, mengadakan seminar pengurusan dan meningkatkan projekprojek personel. Pendedahan kepada program latihan ini lazimnya dilakukan sama
ada dengan mengupah pelatih profesional atau dilaksanakan oleh mereka yang
mempunyai kemahiran khusus dalam memberikan latihan dan pembangunan yang
ada dalam syarikat itu sendiri. Jabatan-jabatan Kerajaan di Malaysia termasuklah INTAN
juga kini dikatakan telah mengupah konsultan untuk memberikan ceramah atau
seminar kepada pegawai-pegawai atau pekerja-pekerja Kerajaan (Ahmad Atory Hussain,
2001). Sehubungan dengan itu, kefahaman yang jelas terhadap norma, nilai dan etika
kerja adalah penting bagi menjamin kejayaan dan pencapaian objektif organisasi.
Justeru, program latihan sumber daya manusia/ modal insan dijadikan “alat” oleh
para majikan dalam membantu memperkemaskan sistem komunikasi keorganisasian
yang sedia ada dalam organisasi awam. Program latihan dan pembangunan adalah
pemangkin dalam merealisasikan usaha dan matlamat organisasi bagi mewujudkan
pekerja yang berkemahiran dan berdaya saing. Oleh yang demikian, program latihan
dan pembangunan ini dianggap sebagai satu agenda penting majikan dalam mencapai
hasrat dan matlamat organisasi yang telah ditetapkan. Sehubungan dengan itu,
pelbagai aktiviti dan program dirangka, disusun dan diatur dengan sempurna agar
selari dengan cita-cita majikan/ organisasi bagi mewujudkan pasukan pekerja yang
terlatih, mempunyai kemahiran yang tinggi dan produktif. Namun demikian, sejauh
manakah usaha ini mencapai kejayaan dari segi keberkesanan pelaksanaan? Penulisan
ini akan menganalisis dan membincangkan impak program latihan dan pembangunan
terhadap komunikasi keorganisasian yang sesuai dengan kehendak semasa iaitu
untuk mewujudkan sumber manusia atau personel yang mampan. Kertas ini juga
mengenengahkan kepentingan dan keperluan latihan di kalangan pekerja di samping
dunia. Justeru, dalam hubungan ini, pendedahan kepada program latihan dan
pembangunan, bengkel, seminar, persidangan dan sebagainya diberikan tumpuan
utama. Latihan sebenarnya dianggap sebagai medium yang bukan sahaja dapat
meluaskan pengetahuan dan mempertingkatkan kemahiran kakitangan Sektor Awam
tetapi juga berupaya membentuk sikap ke arah penerapan dan pengamalan nilai dan
etika kerja yang sesuai dengan perubahan persekitaran semasa. Antara hasrat Kerajaan
yang tidak dapat dinafikan dalam usaha untuk memperkembangkan Perkhidmatan
Awam di dalam negara ialah penerapan nilai dan etika kerja. Ia dikaitkan dengan usaha
pembentukan dan transformasi sikap ke arah mewujudkan satu budaya kerja yang
positif serta dapat menepati peraturan dan disiplin dalam Perkhidmatan Awam. Ia
dikatakan sebagai medium dalam melahirkan kemahiran, kecemerlangan perkhidmatan
dan daya saing kakitangan terhadap tugas dan tanggungjawab masing-masing.
Journal EXCELLENCE
48
mengutarakan peranan pihak majikan/ pengurusan peringkat atasan dalam usaha
membantu merealisasikan bukan sahaja hasrat organisasi tetapi juga hasrat Kerajaan
yang ingin menjayakan k-ekonomi dengan wujudnya konsep k-pekerja (k-workers).
SOROTAN LITERATUR
Faktor sumber manusia merupakan salah satu faktor yang menentukan kejayaan
dan kecemerlangan amalan komunikasi dalam Sektor Awam. Bukanlah mudah bagi
Kerajaan untuk melakukan pemantauan kepada lebih satu juta kakitangan awam
bagi memastikan mereka dapat memberikan sumbangan khidmat yang baik, cekap
dan cemerlang. Dalam konteks ini, Kerajaan harus memastikan Perkhidmatan Awam
berfungsi dalam persekitaran yang dinamik dan mencabar. Antara cabaran dan
perubahan yang memberikan implikasi kepada Perkhidmatan Awam termasuklah
cabaran globalisasi dan liberalisasi, IT, telekomunikasi dan multimedia, peralihan
kepada k-ekonomi dan tumpuan kepada konsep tadbir-urus (governance). Justeru,
bagi menyahut cabaran-cabaran ini, Sektor Awam dikatakan amat memerlukan
anggota yang profesional, berdaya saing dan berdaya maju serta berfikiran strategik
dan global yang dipercayai mampu untuk bertindak dan menangani apa jua situasi.
Anggota Perkhidmatan Awam disaran mempunyai sifat-sifat yang fleksibel, responsif
dan proaktif. Perkhidmatan Awam, sebenarnya memerlukan lebih ramai kakitangan
yang berilmu (dalam konteks ini, kakitangan yang dilihat dapat mencapai hasrat
dan matlamat Kerajaan sebagai kakitangan yang berpengetahuan atau knowledge
worker) iaitu kakitangan yang mempunyai pelbagai kemahiran dan berketrampilan
untuk memahami dan menyelesaikan isu. Untuk mencapai impian tersebut,
pengurus peringkat atasan perlulah mengambil inisiatif segera dalam merancang dan
mewujudkan sumber manusia yang cekap dan berdaya saing (Hickson & Stacks, 1998).
Senario ini “menggamit” pengamal pengurusan organisasi memikirkan apakah
kaedah komunikasi yang wujud di dalam organisasi selama ini ditangani dengan
betul atau sebaliknya oleh sama ada para superior atau subordinat dalam sesebuah
organisasi. Tidak dinafikan bahawa kejayaan sesebuah organisasi banyak ditentukan
oleh proses pengurusan dan pentadbiran yang cekap. Kejayaan yang dicapai adalah
hasil daripada kepemimpinan pengurus yang berkaliber serta sentiasa peka terhadap
persekitaran organisasi. Antara faktor persekitaran organisasi yang dikatakan
banyak memberikan cabaran kepada pihak pengurusan adalah corak komunikasi
yang diamalkan sehingga menjadi budaya dalam organisasi tersebut dan secara
tidak langsung memberikan impak yang besar terhadap sikap dan tingkah laku
kakitangan (Grimes dan Richard, 2003). Kemahiran komunikasi yang dimiliki pengurus
membolehkan mereka mencungkil potensi yang ada pada subordinat, mengiktiraf
kelebihan yang dimiliki (Ab.Aziz Yusof, 2003). Keadaan ini sebenarnya banyak
dibantu oleh keupayaan pengurus atasan memahami sikap dan pandai menyelami
emosi dan tingkah laku kakitangan bawahan yang sebenarnya merupakan aspek
penting dalam mempengaruhi kakitangan bawahan untuk akur dan setia kepada
organisasi (Kramer & Hess, 2002). Torrington, Hall dan Taylor (2002) tidak menafikan
49
Pada peringkat pengurusan atasan pula, kemahiran konseptual serta kebijaksanaan
menetapkan wawasan serta hala tuju organisasi dilihat sebagai sesuatu yang cukup
mustahak (Rosli Mohammed, 2001). Berteraskan “kepercayaan” ini, maka majikan
seharusnya mengambil tindakan yang wajar dan bijak dalam usaha mengenal
pasti faktor-faktor yang boleh menjayakan kemahiran-kemahiran tersebut.
Manakala, Byers (1997) dalam penulisannya menegaskan bahawa dalam usaha
untuk mempertingkatkan kemahiran kakitangan dan imej organisasi, majikan perlu
memahami dan peka dengan keupayaan dan kebolehan kakitangan. Sekiranya faktor
ini tidak diendahkan, dikhuatiri ia akan membawa masalah “sikap enggan untuk
berubah” dalam kalangan kakitangan. Kegagalan majikan bertindak secara wajar akan
pastinya mengundang krisis dalam organisasi tersebut. Majikan seharusnya cuba
mengelak krisis organisasi daripada “merebak” kerana ia boleh menyebabkan konflik
yang lebih besar berlaku dan secara tidak langsung akan mengancam kelicinan sistem
pentadbiran dan pengurusan organisasi. Justeru, majikan perlulah sentiasa bersikap
terbuka dan kreatif dalam usaha untuk memajukan organisasi dengan cara mengenal
pasti dan bersedia menghadapi krisis dalam organisasi. Blundel (2004) percaya
bahawa kebanyakan konflik dan krisis yang berlaku di dalam sesebuah organisasi
berpunca daripada saluran komunikasi yang tidak telus. Beliau menegaskan bahawa
pihak pengurusan atasan perlu melihat kepentingan komunikasi keorganisasian
daripada pelbagai sudut, misalnya dari sudut psikologi dan neurologi, sosial, budaya
dan etika keseluruhan kakitangan yang berada di bawah pengawasan mereka.
Dalam hal ini pengkaji juga tidak menafikan bahawa Sektor Awam banyak membuktikan
wujudnya krisis dalam organisasi, misalnya karenah birokrasi, sikap sambil lewa majikan
dan pekerja dalam melaksanakan tugas masing-masing, persekitaran pejabat yang
tidak kondusif, layanan yang buruk kepada pelanggan dan politik pejabat. Wells dan
Spinks (1999) dalam jurnal mereka yang bertajuk “Communicating with the community”
juga mendapati perkara yang sama sentiasa berulang-ulang di dalam organisasi awam.
Keadaan ini sebenarnya mencerminkan kegagalan sistem pentadbiran dan pengurusan
organisasi. Oleh kerana itu, majikan dan juga kakitangan bawahan perlu “membuat”
sesuatu untuk mengubah budaya kerja yang tidak sihat di dalam persekitaran
organisasi. Miller (1999) dalam pandangannya menegaskan bahawa seluruh kakitangan
terutamanya pihak pengurusan atasan perlu memahami konsep dan amalan komunikasi
keorganisasian dalam dua (2) perkara utama iaitu kandungan komunikasi dan juga arah
tuju di dalam melaksanakan tugas dan tanggungjawab masing-masing agar apa jua
matlamat dan orientasi yang telah ditetapkan dapat dicapai tanpa perlu berhadapan
dengan masalah sumber manusia yang kritikal. Perbincangan yang sama juga
dikemukakan oleh Yazici (2002) dalam kajiannya yang bertajuk “The role of communication
in organizational change: an empirical investigation” yang berpendapat bahawa
perubahan yang hendak dilakukan di dalam organisasi perlu ditangani dengan betul
supaya para pekerja tidak berasa “terkejut” dan hilang keyakinan terhadap organisasi.
bahawa untuk mempertingkatkan imej organisasi, perkara paling utama yang perlu
dititikberatkan ialah aset sumber manusia. Nilai-nilai positif dan cara berkomunikasi
yang efisien perlu dijadikan amalan dan budaya cemerlang dalam organisasi.
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Sehubungan dengan itu, Sektor Awam digalakkan mencuba pelbagai program latihan
sumber manusia yang boleh merangsang peningkatan corak komunikasi berkesan agar
sistem pentadbiran dan pengurusan dapat dipertingkatkan. Muhammad Rais Karim
(1998) menegaskan bahawa, untuk sesebuah organisasi awam maju dan bergerak selari
dengan hasrat dan matlamat jangka panjang Kerajaan, budaya kerja yang positif dan
penghayatan kendiri di kalangan kakitangan Sektor Awam menjadi wadah penting
dalam menjayakan dan memantapkan Kumpulan Meningkatkan Mutu Kerja (KMK).
Pemantapan KMK ini dilihat sebagai pemangkin utama dalam jabatan-jabatan
Kerajaan yang boleh mempertingkatkan hubungan baik sesama kakitangan serta
secara tidak langsung dapat mempertingkatkan produktiviti dan mutu perkhidmatan
di kalangan penjawat awam. Beliau juga menyarankan supaya agensi Kerajaan, secara
keseluruhannya perlulah melaksanakan agenda perubahan minda melalui suatu
gerakan yang berorientasikan gerakan membudayakan kualiti secara menyeluruh di
dalam organisasi demi memantapkan lagi sturuktur dan amalan kerja Sektor Awam.
Dalam konteks ini Cole dan Scott (2000) lebih mengutamakan konsep latihan dan
pembangunan serta pasukan kerja yang bukan sahaja untuk menangani perubahan
dalam organisasi tetapi juga secara tidak langsung membantu mempercepatkan
proses mencapai matlamat organisasi. Beliau menekankan tiga (3) aspek utama yang
perlu diberikan perhatian, iaitu motivasi, pembelajaran dan perubahan yang dipercayai
dapat mempertingkatkan kemahiran dan sikap positif kakitangan dalam usaha untuk
menjayakan peranan dan tanggungjawab masing-masing dan mampu memberikan
impak positif terhadap komunikasi keorganisasian dalam organisasi Sektor Awam.
Pihak pengurusan harus menyediakan sumber yang mencukupi bagi memastikan
program latihan dan pembangunan yang telah dirancang dapat dilaksanakan
sepenuhnya. Kadang kala bagi sesebuah program latihan dan pembangunan
yang tertentu memerlukan lebih banyak mengumpul maklumat dan data serta
membuat analisis, ini secara langsung akan menambah lagi kos percetakan
bagi program tersebut (Ribler, 1983). Pendapat di atas disokong oleh Brian
dan Richard (1988) yang mendapati bahawa untuk menjamin keberkesanan
dalam perancangan program latihan dan pembangunan dapat dicapai, pihak
pengurusan atasan perlu mengenal pasti sistem pengurusan yang teratur dan
kawalan belanjawan yang cekap demi kebaikan dan kepentingan organisasi.
Peruntukan kewangan daripada organisasi hendaklah sesuai supaya dapat
menghasilkan sebuah program latihan dan pembangunan yang sempurna serta
memberi kesan yang positif di kalangan kakitangan seterusnya menjadi proses
transformasi modal insan yang kukuh dan terjamin. Program latihan dan pembangunan
merupakan tindak balas kepada sesuatu keperluan. Selain daripada itu, ia penting untuk
mengatasi masalah organisasi. Tambahan pula, keperluan program latihan dikatakan
wujud pada sesuatu masa apabila keadaan sebenar berbeza daripada yang sepatutnya
dari segi prestasi kerja anggota organisasi atau lebih tepat lagi, apabila perubahan
dari segi pengetahuan, kemahiran atau sikap yang ada sekarang dapat menghasilkan
prestasi yang diingini (Raduwan Safperwan, Paul dan Mustafa Mohamad, 1989).
51
Stewart (1989) telah menyarankan beberapa idea seperti mengambil kira faktor saiz
organisasi, struktur, sistem maklumat dan kawalan, pasaran, gaya pengurusan dan
budaya organisasi serta corak pengendalian program supaya setiap perubahan yang
dirancangkan itu dapat digerakkan dengan sempurna dan teratur. Faktor terpenting
ialah program latihan dan pembangunan dapat memberi suatu kesan yang positif
serta boleh diterima oleh semua pihak dalam sesebuah organisasi. Selain daripada itu,
suasana persekitaran juga merupakan salah satu faktor penyumbang yang penting
dalam mempengaruhi produktiviti pekerja dalam organisasi. Keadaaan tempat kerja
yang selesa akan mempertingkatkan lagi motivasi pekerja untuk produktiviti mereka.
Keadaan persekitaran yang selesa di sini dilihat sebagai suatu persekitaran bekerja yang
bersih, kemas, mempunyai kemudahan asas atau infrakstuktur dan sebagainya. Tanpa
persekitaran kerja yang selesa akan menimbulkan pelbagai kesan negatif terhadap
para pekerja dan juga produktiviti mereka. Kesan negatif yang nyata ialah penurunan
prestasi pekerja, penurunan hasil pengeluaran dan sebagainya (Bentley, 1990).
METODOLOGI KAJIAN
Kajian yang dilaksanakan ini adalah berbentuk deskriptif yang mana tertumpu
kepada kajian pendapat dan pandangan 200 orang responden yang terdiri daripada
kakitangan Perkhidmatan Awam. Untuk mendapatkan maklumat yang tepat, penulis
telah menggunakan kaedah soal selidik yang merangkumi tiga (3) bahagian utama iaitu
Bahagian A yang memfokuskan kepada latar belakang responden manakala Bahagian B
terdiri daripada soalan-soalan yang menyentuh tentang kepentingan aspek komunikasi
keorganisasian manakala Bahagian C pula mencakupi persoalan yang berkaitan dengan
aspek perancangan program latihan sumber daya manusia. Pengkaji memilih soal selidik
sebagai alat kajian berdasarkan faktor-faktor ketepatan dan penjimatan. Pengkaji percaya
bahawa sesuatu soal selidik yang dibentuk dengan tepat, baik dan sempurna akan
memberikan keselesaan dan kefahaman kepada responden kajian untuk menjawabnya
di samping dapat menjimatkan masa dan kos kajian. Semua maklumat dan data telah
dianalisis dengan menggunakan kaedah SPSS (Statistical Package For Social Sciences).
Perancangan yang teliti dan teratur dalam pembangunan sumber manusia boleh
mendorong organisasi mencapai kejayaan dan pada masa yang sama mengurangkan
kos kadar pusing ganti pekerja serta dapat mempertingkatkan kemahiran dan
produktiviti. Alex (1996) pula menegaskan bahawa bagi mempastikan program latihan
dan pembangunan yang berkesan, komitmen yang tinggi mestilah datang daripada
pihak pengurusan atasan dan fasilitator yang dilantik untuk melaksanakan program
tersebut mestilah yang berkelayakan dan diiktiraf supaya segala aktiviti program
dapat dicapai. Di samping itu, pihak organisasi perlu menitikberatkan faktor sikap
pekerja terhadap perubahan yang ingin dilaksanakan dan juga kaedah yang sesuai
dan sistematik yang diserapkan di dalam program latihan dan pembangunan. Reda
(1989) menekankan bahawa faktor tersebut boleh menyumbang ke arah kesediaan
untuk berubah amnya dan penerimaan terhadap program yang dilaksanakan
khasnya. Ini boleh mendorong ke arah kemantapan organisasi dan sedikit sebanyak
menggerakkan organisasi dalam sistem pentadbiran dan pengurusan secara total.
Journal EXCELLENCE
52
PENEMUAN DAN PERBINCANGAN HASIL KAJIAN
Secara keseluruhannya, dapatan kajian menunjukkan bahawa tahap kefahaman
responden terhadap kepentingan dan sumbangan serta peranan aspek komunikasi
keorganisasian adalah tinggi namun wujud beberapa kekangan yang menjadi jurang
dan halangan kepada organisasi untuk “bergerak” dan beroperasi dengan lebih telus,
efisien dan efektif. Hasil kajian juga menunjukkan antara jurang dan halangan yang
lazimnya menjadi penghalang kepada keberkesanan tugas dan tanggungjawab dalam
organisasi ialah sikap manusia dan persekitaran organisasi yang merangkumi aspekaspek budaya kerja, struktur tugas, hubungan sesama pekerja dan hubungan dengan
majikan. Hasil kajian pengkaji diringkaskan dan dipermudahkan dalam Jadual 1.
Jadual 1: Amalan Aspek Komunikasi Keorganisasian Sektor Awam
Item
Min
Maklumat yang penting lambat sampai kepada pekerja
4.89
Ramai kakitangan mengamalkan sikap sukar bekerjasama
dan mengalami tekanan
4.8
Hubungan yang erat di kalangan rakan setugas
4.45
Majikan jarang membuka ruang dan peluang terhadap
peningkatan kerjaya dan kemahiran kakitangan
4.45
Pergaulan terbatas berdasarkan kedudukan dan jawatan
4.5
Kebanyakan pengurusan atasan adalah ego
4.5
Rangsangan dan galakan daripada majikan tiada
4.5
Kakitangan diberikan ruang untuk bersuara
4.2
Kakitangan tidak diberikan peluang untuk membincangkan
masalah dalam organisasi selain daripada mesyuarat
4.2
Keterbukaan sikap jarang berlaku di kalangan pengurusan atasan
4.2
Motivasi kendiri membantu peningkatan semangat kerja
4.0
Penggunaan alat bantu kerja amat berkesan
4.0
Penyertaan aktif digalakkan
3.9
Pemberitahuan dan pengarahan maklumat adalah telus
3.5
Majikan sentiasa menitikberatkan keperluan pekerja
3.2
Corak komunikasi ke atas (bottom-up) menjadi amalan
3.0
Hubungan dengan majikan mempertingkatkan semangat kerja
2.9
Item
Min
Proses pembelajaran berlangsung dalam keadaan sempurna
2.8
Persekitaran pejabat/ kerja yang tidak kondusif
2.6
Perbincangan dalam kumpulan tidak dibuat
2.5
Indikator:
1= Sangat Tidak Setuju
4= Setuju
2= Tidak Setuju
5= Sangat Setuju
3= Tidak Pasti
53
Dalam konteks sikap kakitangan, dapatan kajian menunjukkan bahawa ramai kakitangan
mempunyai sikap sukar untuk memberikan kerjasama mungkin kerana mereka tidak
diberikan peluang yang sepenuhnya untuk berbincang tentang masalah organisasi
selain daripada melalui satu-satunya saluran yang ada iaitu ketika mesyuarat organisasi.
Keadaan ini sebenarnya menyumbang kepada kurangnya penyertaan aktif, kelemahan
pengaliran maklumat dalam organisasi dan proses pembelajaran berlangsung dalam
keadaan yang tidak sempurna. Pengkaji juga mendapati bahawa hubungan di antara
majikan dan kakitangan bukan merupakan faktor utama dalam menaikkan semangat
kerja. Walau bagaimanapun motivasi kendiri, hubungan erat sesama rakan setugas,
persekitaran kerja yang kondusif dan kaedah perbincangan kumpulan kerja yang
sentiasa dilakukan menjadi antara tunggak utama dalam menaikkan semangat kerja
kakitangan.
ASPEK PERANCANGAN PROGRAM LATIHAN SUMBER MANUSIA
Jadual 2 menunjukkan pendapat responden terhadap aspek perancangan program
latihan dan pembangunan yang telah dilaksanakan.
Jadual 2 : Pendapat Responden Terhadap
Aspek Perancangan Program Latihan Modal Insan
Item
Min
Kursus perlu diadakan sepanjang tahun berdasarkan
keperluan
Jangkamasa kursus tidak terlalu lama
Keperluan peserta dititikberatkan
Pemilihan fasilitator dan corak penyampaian adalah sesuai
dengan kehendak kursus
4.4
4.2
4.2
Item
Min
Jadual waktu kursus tidak membebankan
Kursus ini berjaya mencapai objektif yang telah ditetapkan
Kebanyakan kursus yang dihadiri tidak sesuai dengan
bidang tugas
Kandungan dan maklumat kursus tidak sesuai dengan tahap
pengetahuan peserta
Kandungan dan maklumat kursus tidak sesuai dengan tahap
kemahiran peserta
Tempat kursus diadakan tidak sesuai
Indikator:
1= Sangat Tidak Setuju
2= Tidak Setuju
3= Tidak Pasti
4= Setuju
5= Sangat Setuju
4.2
4.0
3.5
4.5
3.9
3.5
2.8
Hasil daripada kajian didapati bahawa pihak pengurusan atasan kurang melakukan
pemantauan tentang kepentingan maklumat yang harus sampai kepada kakitangan
dalam melancarkan lagi pentadbiran organisasi.
Journal EXCELLENCE
54
Hasil daripada kajian telah menunjukkan majoriti responden berpendapat bahawa
jangka masa kursus yang mereka hadiri adalah sesuai dan tidak terlalu lama. Lazimnya,
sesebuah program latihan yang dilaksanakan mengambil masa sehari atau dua hari
untuk semua kakitangan kumpulan sokongan. Walaupun bagaimanapun, jangkamasa
sesebuah kursus adalah bergantung kepada isi kandungan kursus tersebut. Pengkaji
berpendapat bahawa jika sesebuah program latihan mengambil terlalu lama masa,
hanya akan membosankan peserta dan seterusnya akan memberi kesan yang negatif
terhadap tugas-tugas harian mereka. Pengkaji juga mendapati bahawa majoriti
responden berpendapat bahawa program latihan dan pembangunan yang dilaksanakan
menitikberatkan keperluan mereka sebagai peserta kursus. Dalam konteks ini, pengkaji
berpandangan bahawa sesebuah kursus atau program latihan yang dilaksanakan
mestilah dapat memberikan pembelajaran, kemahiran dan ilmu pengetahuan kepada
peserta supaya mereka dapat menyesuaikan diri dalam menangani permasalahan yang
dihadapi semasa bekerja.
Sementara itu, hasil kajian juga menunjukkan tiada suatu pendapat yang ketara di antara
responden berkenaan dengan kandungan kursus yang didedahkan kepada mereka
adalah sesuai dengan kedudukan mereka sebagai kakitangan kumpulan sokongan.
Majoriti daripada mereka tidak dapat memastikan bahawa kandungan kursus yang
didedahkan kepada mereka adalah sesuai atau tidak sesuai dengan tahap kemahiran
dan pengetahuan mereka. Pihak majikan hanya menyediakan satu kandungan kursus
yang dapat memenuhi keperluan semasa tanpa mengambil kira tahap kemahiran dan
pengetahuan kakitangan.
Dapatan kajian juga menunjukkan bahawa kebanyakan responden bersetuju
menyatakan kursus yang mereka hadiri dapat memenuhi objektif seperti mana yang
telah ditetapkan oleh pihak majikan. Namun demikian, majoriti responden memberikan
maklum balas bahawa program latihan dan pembangunan yang mereka ikuti tidak
sesuai dengan bidang tugas masing-masing. Para peserta lebih memahami dan
mengetahui arah tujuan serta keperluan mereka dalam bidang tugas masing-masing
tanpa banyak bergantung kepada keperluan latihan. Peserta mempunyai pemikiran
yang luas dan logik untuk mencapai keperluan mereka sendiri. Mereka menganggap
program latihan yang disediakan oleh pihak majikan tidak sesuai bagi bidang tugas
mereka. Di samping itu, kajian juga menunjukkan majoriti responden berpendapat
bahawa fasilitator yang mengendalikan program latihan adalah sesuai dan berupaya
mengawal suasana program latihan yang dikendalikannya. Ini disebabkan fasilitator
adalah dipilih daripada kalangan profesional dan pakar dalam sesuatu bidang yang
bersesuaian dengan kandungan program.
Daripada hasil kajian, pengkaji juga mendapati bahawa kebanyakan responden bersetuju
agar program latihan dan pembangunan diadakan sepanjang tahun untuk memenuhi
keperluan peserta dari semasa ke semasa. Arus perubahan persekitaran adalah cepat
di mana zaman perkembangan teknologi maklumat bergerak dengan pantas. Dalam
keadaan sedemikian, program latihan boleh membantu dalam mempertingkatkan lagi
kemahiran dan pengetahuan peserta supaya mereka tidak menghadapi kebuntuan
55
KESIMPULAN
Pengkaji tidak menafikan bahawa Kerajaan sedang giat melaksanakan pelbagai projek
bertaraf dunia (dalam aspek perbincangan ini, tumpuan diberikan kepada projekprojek mempertingkatkan daya saing negara dari segi penyaluran projek-projek yang
berteraskan teknologi tinggi (high tech)) untuk mempertingkatkan kedudukan dan
taraf sumber manusia yang ada dalam sektor Kerajaan, misalnya E-Perkhidmatan
Awam (E-PA). Antara tujuan utama E-PA ini adalah untuk mempertingkatkan
kecekapan dan keberkesanan penyampaian pelbagai perkhidmatan melalui medium
elektronik bagi memenuhi kehendak pelanggan dan secara tidak langsung ianya dapat
mempertingkatkan komunikasi keorganisasian Sektor Awam. Atas kesedaran inilah
maka Kerajaan telah mengenal pasti bahawa kekurangan kakitangan IT yang terlatih
dan berpengetahuan merupakan satu cabaran hebat yang dihadapi oleh negara dalam
usaha untuk mempertingkatkan dan mengembangkan penggunaan IT di Sektor Awam.
Walau bagaimanapun, semua hasrat ini memerlukan sokongan padu bukan sahaja
daripada para kakitangan bawahan malah juga daripada pihak pengurusan atasan
agensi-agensi Kerajaan tersebut. Sekiranya keadaan ini wujud dan pelaksanaannya
adalah telus, maka pengkaji percaya, hasrat dan impian Kerajaan akan lebih mudah
dicapai.
Kerjasama dan sokongan yang telus daripada pihak majikan/ pengurus/ pengarah yang
telah diberikan mandat oleh Kerajaan (dari aspek komunikasi organisasi dan penyaluran
maklumat yang telus) amatlah diperlukan demi menjayakan hasrat dan impian
Kerajaan. Pengkaji percaya bahawa, tanpa keprihatinan dan sifat terbuka majikan
terhadap pekerja, hasrat Kerajaan ini tidak mudah dapat dicapai. Bagi pihak kakitangan
bawahan, mereka juga perlu menyiapkan diri mereka sesuai dengan kehendak dan
keperluan semasa agar bentuk perkhidmatan yang dizahirkan/ diberikan kepada orang
awam akan mencerminkan budaya kerja Sektor Awam yang baik, positif dan cemerlang.
Secara keseluruhan, penemuan hasil kajian menunjukkan bahawa program latihan dan
pembangunan yang dilaksanakan berkesan untuk pembangunan dan transformasi
modal insan. Program latihan dan pembangunan itu juga dianggap berjaya mencapai
objektif yang telah ditetapkan dan secara tidak langsung memantapkan lagi aspek
komunikasi keorganisasian Sektor Awam. Namun, dapatan kajian menunjukkan perlu
adanya pengubahsuaian terhadap program latihan dan pembangunan pada masa akan
datang supaya lebih berkesan. Pihak majikan harus memilih tempat yang sesuai untuk
menjalankan program latihan dan pembangunan serta menyediakan kandungan kursus
bersesuaian dengan tahap kemahiran dan pengetahuan peserta supaya dapat mencapai
keberkesanan dalam sesebuah program latihan dan pembangunan tersebut.
dalam melaksanakan tugas. Ini juga menjamin keberkesanan dan kecekapan dalam
menangani masalah dan tugasan. Program latihan dan pembangunan diadakan
sepanjang tahun bukan sahaja dapat memberi kemahiran yang setimpal dengan
perubahan zaman malah ia juga dapat memotivasikan semangat dan keyakinan peserta
dari segi mempertingkatkan produktiviti kerja mereka.
Journal EXCELLENCE
56
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Journal EXCELLENCE
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59
Dr. Mokhtar bin Mohd Yusof
Dr. William Voon
Anne Vikneswary
Unit Pemodenan Tadbiran dan
Perancangan Pengurusan Malaysia (MAMPU)
Jabatan Perdana Menteri
ABSTRACT
This paper introduces a Toolkit that was developed to assess ICT process capabilities in
the Public Sector. The ICT environment should support the sharing of common resources,
ensure stable and secure ICT infrastructure, enhance the expertise and professionalism
of ICT personnel and strengthen the mechanism of ICT governance. However, in the
Public Sector to date, there is no systematic method or organised approach to assess
the maturity of ICT processes in supporting the achievement of public sector agencies’
vision and mission.
For this purpose, a few ICT process maturity criteria were selected and adapted from
COBIT (Control Objectives for Information and Related Technologies) as a framework
to discuss ICT process maturity in the context of the Government delivery system. In
consequence, a Toolkit was conceptualised to assess the level of ICT process capabilities
in supporting the needs of specific business objectives.
A pilot evaluation using this Toolkit was conducted in July 2011 on agencies involved
with the MyGDI (Malaysian Center for Geospatial Data Infrastructure) program. The
assessment result showed that the Toolkit was successful in giving an adequate
description of the current status of the ICT process capability of an agency, which then
act as a benchmark against ICT best practice and at the same time highlighted any gaps
that may exist.
The Toolkit enables agencies to perform self assessment by answering the online
survey instrument. Based on the submitted response, the Toolkit will then carry out gap
analysis and give suggestions for improvement to the agency. The results of the pilot
assessment showed that the Toolkit has the potential to be adopted by public sector
agencies seeking to gain a better understanding of their respective level of ICT process
maturity. Subsequently, the Chief Information Officer (CIO) can take the necessary action
to improve their agencies’ ICT process maturity to the next level.
TOOLKIT PENILAIAN KEMATANGAN KEUPAYAAN PROSES ICT
UNTUK SEKTOR AWAM
Journal EXCELLENCE
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ABSTRAK
Kertas ini memperkenalkan satu Toolkit yang telah dibangunkan bagi menilai keupayaan
proses ICT di Sektor Awam. Persekitaran ICT perlu menyokong perkongsian sumber
secara gunasama, memastikan infrastruktur ICT yang kukuh dan selamat, memantapkan
kepakaran dan profesionalisme serta memantapkan mekanisme tadbir urus ICT. Namun,
setakat ini, belum wujud kaedah atau pendekatan yang sistematik dan tersusun dalam
Sektor Awam untuk melihat sejauh mana proses-proses ICT mantap dalam membantu
agensi mencapai misi dan visinya.
Kriteria kematangan proses ICT yang disediakan oleh COBIT menyediakan satu baseline
yang dapat diadaptasikan bagi membincang konsep kematangan keupayaan ICT
agensi-agensi dalam urusan penyampaian perkhidmatan Kerajaan. Berpandukan itu,
satu Toolkit telah dibangunkan untuk mengukur tahap keupayaan proses-proses ICT
dalam menyokong keperluan bisnes.
Satu penilaian pilot menggunakan Toolkit ini telah dilaksanakan ke atas agensi-agensi
Sektor Awam yang terlibat dalam program MyGDI pada bulan Julai 2011. Hasil ujian
tersebut menunjukkan bahawa Toolkit ini berjaya memberi gambaran mengenai
kedudukan semasa proses ICT di sesuatu agensi dan seterusnya bertindak sebagai
penanda aras bagi menunjukkan keupayaan agensi serta sebarang jurang yang mungkin
wujud.
Penilaian secara kendiri boleh dilaksanakan oleh agensi dengan memberi maklum
balas terhadap soalan yang dikemukakan oleh Toolkit. Berdasarkan respons yang
diterima, Toolkit akan membuat analisis jurang dan seterusnya memberi cadangan
penambahbaikan kepada agensi. Hasil ujian pilot menunjukkan bahawa Toolkit ini
berpotensi untuk diguna pakai oleh agensi Kerajaan bagi memperolehi gambaran
dan pemahaman yang lebih jelas mengenai kedudukan kematangan proses ICT di
agensi masing-masing. Seterusnya, pihak Ketua Pegawai Maklumat (CIO) agensi boleh
mengambil perhatian dan tindakan kepada sebarang cadangan bagi meningkatkan
kematangan ICT agensi ke tahap yang seterusnya.
LATAR BELAKANG PROJEK TOOLKIT
Kertas ini memperkenalkan satu Toolkit yang telah dibangunkan bagi menilai
Kematangan Keupayaan Proses ICT Sektor Awam. Toolkit ini telah dibangunkan
berasaskan web dengan kerjasama Seksyen Teknologi Maklumat, Bahagian Khidmat
Pengurusan dan Sumber Manusia, MAMPU. Satu penilaian pilot menggunakan Toolkit
ini telah dilaksanakan dengan agensi-agensi yang terlibat dengan program MyGDI pada
bulan Julai 2011.
Beberapa rangka kerja tadbir urus ICT seperti TOGAF, ITIL, PRINCE2 dan COBIT telah
61
TOGAF (The Open Group Architecture Framework) merupakan sebuah rangka kerja yang
menyediakan pendekatan komprehensif bagi reka bentuk, perancangan, pelaksanaan
dan tadbir urus arkitektur maklumat enterprise. TOGAF mengandungi empat (4)
peringkat arkitektur iaitu Bisnes, Aplikasi, Data dan Teknologi [1].
Manakala ITIL (Information Technology Infrastructure Library) adalah amalan baik bagi
pengurusan perkhidmatan ICT. ITIL menumpukan kepada pensejajaran perkhidmatan
ICT dengan keperluan bisnes. ITIL juga menerangkan prosedur dengan dilengkapi
senarai semak dan aktiviti umum yang berkaitan ICT [2].
PRINCE2 (PRojects IN Controlled Environments) adalah satu kaedah berasaskan proses
bagi pengurusan projek yang berkesan. PRINCE2 memberi tumpuan kepada aspek
justifikasi bisnes bagi sesuatu projek dengan menggunakan pendekatan perancangan
berasaskan produk [3].
COBIT (Control Objectives for Information and Related Technology) pula merupakan suatu
rangka kerja tadbir urus yang berupaya mengintegrasi amalan baik ICT dan dianggap
sebagai umbrella framework yang berupaya untuk menyepadukan piawaian-piawaian
lain [4].
Berdasarkan perbandingan antara semua rangka kerja tersebut, didapati kriteria
kematangan proses ICT yang disediakan oleh COBIT sesuai untuk diadaptasikan sebagai
baseline bagi membincangkan konsep kematangan keupayaan ICT agensi dalam aspek
penyampaian perkhidmatan Kerajaan. Ini kerana, COBIT memberi tumpuan kepada
pensejajaran ICT dan keperluan bisnes dengan memastikan sumber ICT digunakan
secara bertanggungjawab. Selain itu, COBIT juga memastikan risiko ICT diuruskan
sewajarnya.
Di samping itu, satu kaedah penilaian kematangan perkongsian ilmu juga telah
diadaptasi untuk diperkenalkan bagi mengukur tahap perkongsian dalam sesebuah
organisasi [5]. Aspek ini penting kerana perkongsian ilmu adalah suatu prinsip asas yang
perlu dibudayakan bagi memudahkan penyebaran amalan-amalan terbaik.
PERNYATAAN MASALAH
Persekitaran ICT perlu menyokong perkongsian sumber secara gunasama, memastikan
infrastruktur ICT yang kukuh dan selamat, meningkatkan kepakaran dan profesionalisme
para pegawai serta memantapkan mekanisme tadbir urus ICT. Sememangnya, penilaian
perlu dilakukan bagi melihat sejauh mana perkhidmatan ICT yang disediakan oleh
agensi sejajar dengan hasrat Kerajaan, iaitu berorientasikan pelanggan dan keperluan
bisnes. Namun setakat ini, masih belum ada kaedah atau proses yang sistematik dan
tersusun dalam Sektor Awam untuk menentukan tahap keberkesanan proses-proses
dikaji bagi menentukan kesesuaian untuk dijadikan asas pembangunan Toolkit ini.
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ICT dalam membantu agensi mencapai misi dan visinya. Dengan demikian, Toolkit ini
telah dibangunkan dengan tujuan untuk mengukur tahap keupayaan proses-proses ICT
agensi dalam menyokong dan meningkatkan penyampaian perkhidmatan agensi.
OBJEKTIF PROJEK TOOLKIT
Objektif pembangunan satu Toolkit penilaian adalah seperti berikut:
1. Membolehkan penilaian kendiri terhadap tahap kematangan keupayaan proses
ICT agensi Sektor Awam;
2. Menilai sejauh mana keberkesanan penyampaian perkhidmatan organisasi
dapat dikaitkan dengan proses ICT; dan
3. Mengesyorkan tindakan penambahbaikan yang boleh dilaksanakan agensi bagi
merapatkan jurang keupayaan proses ICT.
RANGKA KERJA PENILAIAN KEUPAYAAN ICT
Rangka kerja penilaian ICT disandarkan atas kriteria kematangan yang ditetapkan oleh
COBIT yang dibangunkan oleh IT Governance Institute yang beribu pejabat di Amerika
Syarikat. Rangka kerja penilaian yang dicadangkan dalam Toolkit ini merangkumi empat
(4) domain utama tadbir urus ICT iaitu Perancangan ICT, Pelaksanaan ICT, Khidmat
Sokongan ICT dan Perkongsian Pengetahuan seperti ditunjukkan dalam Rajah 1.
Rajah 1: Domain Penilaian ICT
PROSES-PROSES ICT YANG DINILAI
Secara keseluruhan, mengikut COBIT, terdapat 34 proses ICT dalam empat (4) domain
ICT seperti ditunjukkan dalam Rajah 1. Walau bagaimanapun, bagi tujuan Toolkit ini,
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Jadual 1: Proses ICT Yang Dipilih Untuk Dinilai Melalui Toolkit
Penilaian Kematangan Keupayaan Proses ICT
1.
Perancangan ICT
1.1 Perancangan Strategik ICT
1.2 Reka Bentuk Maklumat
1.3 Pengurusan Pelaburan ICT
1.4 Pengurusan Projek-Projek
2.
Pelaksanaan ICT
2.1 Perolehan dan Penyenggaraan Perisian Aplikasi
2.2 Perolehan dan Penyenggaraan Infrastruktur Teknologi
2.3 Operasi dan Penggunaan
3.
Khidmat Sokongan ICT
3.1 Pengurusan Service Level
3.2 Pengajaran dan Latihan kepada Pengguna
Penilaian Kematangan Perkongsian Pengetahuan
4.
Perkongsian Pengetahuan
Keterangan lanjut mengenai proses-proses ICT tersebut adalah seperti berikut:
1. Perancangan Strategik ICT – Perancangan Strategik ICT diperlukan untuk
mengurus dan merancang keperluan sumber-sumber ICT sejajar dengan
strategi dan keutamaan bisnes.
2. Reka Bentuk Maklumat – Reka bentuk merangkumi pembangunan kamus
data korporat dengan peraturan sintaks data organisasi, skim pengelasan data
dan tahap keselamatan. Proses ini meningkatkan kualiti pengurusan dalam
membuat keputusan dengan memastikan bahawa maklumat yang boleh
dipercayai dan selamat disediakan untuk membolehkan pemadanan sumbersumber sistem maklumat dengan strategi bisnes secara rasional.
3. Pengurusan Pelaburan ICT – Proses ini melibatkan pengurusan programprogram pelaburan yang dibolehkan ICT dan merangkumi kos, faedah,
keutamaan dalam lingkungan bajet, proses belanjawan yang formal dan
pengurusan terhadap bajet.
4. Pengurusan Projek – Rangka kerja ini merangkumi satu pelan induk pengagihan
sumber, takrif serahan dan kelulusan oleh pengguna, serta pendekatan berfasa
untuk penghantaran, jaminan kualiti (Quality Assurance), dan pelan ujian formal.
Ia juga melibatkan satu kajian pasca pelaksanaan selepas pemasangan untuk
memastikan pengurusan risiko projek serta penyampaian nilai kepada bisnes.
5. Perolehan dan Penyenggaraan Perisian Aplikasi – Proses ini meliputi
penentuan rasional permohonan, kawalan ke atas permohonan dan keperluan
rangka kerja penilaian ICT yang dicadangkan adalah berdasarkan sembilan (9) proses
ICT COBIT yang difikirkan paling relevan, dan satu (1) proses umum (Perkongsian
Pengetahuan). Proses-proses ICT (mengikut domain) yang dipilih untuk dinilai melalui
Toolkit adalah seperti Jadual 1.
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6.
7.
8.
9.
10.
keselamatan yang merangkumi pembangunan dan konfigurasi perisian selaras
dengan standard.
Perolehan dan Penyenggaraan Infrastruktur Teknologi – Organisasi perlu
menguruskan perolehan, pelaksanaan dan naik taraf infrastruktur teknologi
secara terancang. Ini untuk membolehkan penyelenggaraan, perolehan dan
perlindungan infrastruktur selaras dengan strategi teknologi, peruntukan
pembangunan dan persekitaran ujian yang dipersetujui.
Operasi dan Penggunaan – Proses ini merangkumi penyediaan dokumentasi
dan manual untuk pengguna serta pelaksanaan latihan bagi memastikan
penggunaan serta operasi aplikasi dan infrastruktur yang betul.
Pengurusan Tahap Perkhidmatan (Service Level) – Proses ini melibatkan
komunikasi berkesan antara pengurusan dan pelanggan mengenai tahap
perkhidmatan yang diperlukan. Ia dapat dilihat daripada sudut dokumentasi
dan perjanjian perkhidmatan serta tahap perkhidmatan ICT.
Pengajaran dan Latihan kepada Pengguna – Program latihan yang
efektif akan meningkatkan penggunaan teknologi secara berkesan iaitu
dengan mengurangkan kesilapan pengguna, meningkatkan produktiviti dan
meningkatkan pematuhan terhadap kawalan utama.
Perkongsian Pengetahuan - Amalan Perkongsian Pengetahuan adalah
merupakan salah satu daripada inisiatif asas Pengurusan Pengetahuan (KM).
Hasilnya adalah sebuah organisasi yang dapat merebut peluang dengan pantas,
mengadaptasi kepada persekitaran yang sentiasa berubah dan mengurangkan
sebarang risiko yang mendatang.
TAHAP KEMATANGAN KEUPAYAAN ICT
COBIT telah menetapkan tahap kematangan keupayaan ICT daripada tahap 0 (Proses
tidak wujud) hingga tahap 5 (Proses optimum). Pengkelasan setiap tahap adalah seperti
yang ditunjukkan di Rajah 2:
Rajah 2: Tahap Kematangan Keupayaan ICT
(Sumber: COBIT 4.1)
65
Jadual 2: Keterangan Mengenai Tahap Kematangan Keupayaan ICT (Sumber: COBIT 4.1)
Tahap
0
Tidak Wujud / Non-existent
1
Permulaan / Initial/Ad-Hoc
2
Berulang tetapi ada intuitif
(gerak hati) / Repeatable but
Intuitive
3
Proses ditentukan / Defined
Process
4
Diurus dan diukur / Managed
and Measurable
5
Optimum / Optimised
Keterangan
Tiada Proses
Organisasi tidak mengenal pasti sebarang isu untuk
diketengahkan
Organisasi mengenal pasti isu yang perlu ditangani
Pendekatan tidak mengikut piawai dan tidak terurus
Prosedur dipatuhi oleh kakitangan
Tiada kaedah mengesan prosedur yang tidak dipatuhi
Prosedur diserahkan kepada individu untuk
menggunakannya, tiada latihan formal, prosedur
dikomunikasikan
Bergantung kepada pengetahuan individu, oleh itu
boleh berlaku kesilapan
Proses diseragam, didokumen dan disampaikan
melalui latihan
Prosedur perlu dipatuhi tetapi tidak dapat dikesan jika
sebaliknya berlaku
Prosedur tidak rumit dan terdiri daripada amalan sedia
ada yang diformalisasikan
Pengurusan dan pengukuran pematuhan terhadap
prosedur dilaksanakan
Proses yang tidak berkesan diperbaiki secara
berterusan untuk mewujudkan amalan baik.
Automasi dan alat (tools) digunakan
Proses diperhalusi hingga mencapai tahap amalan
yang baik hasil daripada penambahbaikan berterusan
dan penandarasan dengan model kematangan
organisasi lain
ICT diintegrasi dalam pengautomasian proses kerja,
ICT juga digunakan untuk meningkatkan kualiti dan
keberkesanan
PEMBANGUNAN TOOLKIT
Toolkit Penilaian Kematangan Keupayaan Proses ICT Sektor Awam telah siap
dibangunkan pada bulan Oktober 2011 dan boleh dicapai menerusi web oleh agensi
Sektor Awam. Ia adalah satu Toolkit penilaian kendiri yang berupaya menilai tahap
kematangan keupayaan proses-proses ICT agensi berdasarkan sembilan proses ICT
yang telah ditetapkan.
Setelah pihak agensi melaksanakan penilaian, tahap kematangan keupayaan ICT
akan dipaparkan bagi setiap proses ICT secara automatik melalui dashboard. Tahap
kematangan yang dicapai dapat memberi gambaran kepada pihak agensi mengenai
Keterangan terperinci bagi setiap tahap kematangan keupayaan ICT adalah seperti
dalam Jadual 2
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sebarang jurang (gap) yang wujud.
Berdasarkan jurang tersebut, Toolkit memberikan syor atau cadangan penambahbaikan
yang perlu diambil oleh pihak agensi untuk mencapai tahap kematangan keupayaan
yang lebih tinggi. Sebagai contoh, sekiranya agensi mendapat keupayaan ICT pada
tahap 3, Toolkit akan memberi syor penambahbaikan untuk meningkatkan keupayaan
ICT ke tahap 4. Analisis jurang yang dikenal pasti juga dapat membantu pihak agensi
untuk melakukan penandaarasan dengan amalan baik sedia ada. Penandaarasan ICT
yang dilakukan secara tidak langsung akan meningkatkan prestasi dan penyampaian
perkhidmatan agensi tersebut.
Antara muka Toolkit yang telah dibangunkan adalah seperti ditunjukkan dalam Rajah
3 hingga Rajah 7.
Rajah 3: Antara Muka Web Toolkit
67
Rajah 4: Kriteria Penilaian Perancangan Strategik ICT
Rajah 5: Kriteria Penilaian Reka bentuk Maklumat
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Rajah 6: Dashboard Tahap Kematangan Keupayaan ICT Agensi
Rajah 7: Analisis Jurang dan Syor Penambahbaikan Kerpada Agensi
69
Toolkit yang telah dibangunkan telah diuji secara pilot ke atas 17 agensi persekutuan
dan 70 agensi negeri yang melaksanakan program MyGDI. Analisis data ke atas agensiagensi tersebut telah dilakukan dan beberapa syor telah dikemukakan sebagai cadangan
penambahbaikan pada masa hadapan.
KEMATANGAN ICT KESELURUHAN AGENSI PERSEKUTUAN
Satu kajian telah dilaksanakan ke atas agensi geospatial Sektor Awam. Hasil analisis
kematangan ICT keseluruhan bagi agensi Persekutuan adalah seperti ditunjukkan dalam
Rajah 8. Hasil penilaian ini adalah konsisten dengan kajian di peringkat nasional di mana
purata kematangan keupayaan ICT adalah pada tahap 3, Pengurusan Pengetahuan
di tahap kematangan 1 dan Pengurusan Perubahan di tahap kematangan 2. Rajah 8
menunjukkan bahawa, Perkongsian Pengetahuan berada di tahap 2 dan Reka Bentuk
Maklumat di tahap 1. Ini tidak menghairankan kerana kedua-dua proses ini mempunyai
persamaan dengan proses Pengurusan Pengetahuan yang juga mendapat tahap rendah
1 di peringkat nasional. Namun, perkara ini harus diberi perhatian oleh pihak agensi.
Dalam hal ini juga, MAMPU telah mengambil langkah bagi mengatasi kelemahan yang
wujud melalui blueprint ICT dan Pengurusan Pengetahuan.
Rajah 8: Hasil Analisis Kematangan ICT Melibatkan 17 Agensi Persekutuan
yang melaksanakan Program MyGDI
PENILAIAN PILOT KE ATAS AGENSI YANG MELAKSANAKAN PROGRAM MYGDI
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KEMATANGAN ICT KESELURUHAN AGENSI NEGERI
Berdasarkan kajian ini juga, didapati keseluruhan agensi negeri turut menunjukkan trend
yang sama dengan agensi Persekutuan di mana Reka Bentuk Maklumat dan Perkongsian
Maklumat berada di tahap rendah seperti yang ditunjukkan dalam Rajah 9.
Rajah 9: Hasil Analisis Kematangan ICT Melibatkan 70 Agensi Negeri
yang melaksanakan Program MyGDI
KEMATANGAN KEUPAYAAN ICT SEKTOR AWAM
Sebagai perbandingan, dalam satu kajian lain yang dijalankan ke atas kematangan
keupayaan ICT dalam Sektor Awam menunjukkan trend yang sama di mana kebanyakan
proses ICT berada di tahap 3, dengan Pengurusan Perubahan di tahap 2. Kajian di
peringkat Sektor Awam juga menunjukkan bahawa Pengurusan Pengetahuan berada
di tahap yang lebih rendah, iaitu di tahap 1 seperti yang ditunjukkan dalam Rajah 10.
Ini menunjukkan bahawa hasil analisis daripada Toolkit adalah agak konsisten dengan
penandaarasan lain yang dijalankan di peringkat Sektor Awam Malaysia.
71
Pengurusan
Prestasi
Pengurusan
Keselamatan ICT
Pembudayaan
& Kapasiti
5
4
3
2
1
0
Pengurusan
Perubahan
Pengurusan
Pengetahuan
Pengurusan
Ilmu
Kesinambungan
Perkhidmatan ICT
Pengurusan Tahap
Perkhidmatan
Penyampaian
Perkhidmatan
Meja Servis
Pengurusan
Projek
Pengurusan
Kualiti
Proses penilaian ini adalah berdasarkan ITIL (Information Technology
Infrastructure Library) Service Management. Pembudayaan dan Pembangunan
Kapasiti dimasukkan dalam penilaian ini untuk menilai elemen personel agensi
dari perspektif kemahiran dan kapasiti.
Rajah 10 : Tahap Kematangan Keupayaan ICT Sektor Awam
(Sumber : Pelan Strategik ICT Sektor Awam Malaysia (2011- 2015)
IMPLIKASI TOOLKIT KEPADA PENGURUS-PENGURUS ICT SEKTOR AWAM
Hasil ujian pilot menunjukkan bahawa Toolkit ini berupaya untuk memberi gambaran
yang menyeluruh mengenai kedudukan kematangan proses-proses ICT di sesuatu
agensi. Selain itu, Toolkit ini juga bertindak sebagai satu bentuk penanda aras yang
berupaya menunjukkan jurang antara kedudukan sesuatu proses ICT agensi berbanding
tahap yang seharusnya diperolehi sekiranya ingin mencapai tahap yang lebih cemerlang.
Toolkit ini seterusnya dapat memberi cadangan mengenai tindakan susulan yang boleh
diambil oleh pihak agensi bagi meningkatkan kematangan proses ICT ke tahap yang
lebih tinggi.
Dengan demikian, Toolkit Penilaian Kematangan Keupayaan ICT Sektor Awam dapat
membantu pengurus-pengurus ICT dalam aspek berikut:
1. Mengukur sejauh mana proses-proses ICT menyokong keperluan bisnes;
2. Melaksanakan analisis jurang (gap analysis);
3. Memberikan syor atau cadangan penambahbaikan untuk mencapai tahap
kematangan yang lebih tinggi;
4. Melakukan penandaarasan dengan amalan baik sedia ada; dan
5. Meningkatkan prestasi dan penyampaian perkhidmatan agensi.
TAHAP-TAHAP KEMATANGAN
PROSES AGENSI KESELURUHAN
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PENUTUP
Pengukuran kematangan keupayaan ICT secara pilot berpandukan Toolkit jelas
menunjukkan bahawa tahap kematangan proses-proses ICT dapat diukur bagi
membantu agensi mengenal pasti dan memahami sebarang jurang dalam proses ICT
agensi. Penentuan tahap kematangan ICT seterusnya dapat digunakan sebagai penanda
aras bagi meningkatkan tahap kesediaan proses-proses ICT di agensi. Oleh kerana ICT
kini diterima umum sebagai strategi asas bagi menyokong keperluan bisnes, prosesproses ICT perlu diukur bagi meningkatkan prestasi secara optimum. Dengan demikian,
penggunaan Toolkit ini boleh dilihat sebagai satu inovasi yang membolehkan agensi
untuk melaksanakan penilaian kendiri bagi memahami kedudukan kematangan proses
ICT agensi dan seterusnya mengambil langkah bagi meningkatkan keupayaan ICT serta
prestasi penyampaian perkhidmatan agensi.
RUJUKAN
The Open Group (2011). TOGAF® Version 9 - Download. Architecture Forum via http://
www.opengroup.org/architecture/togaf9/downloads.htm accessed on 22 Oct
2012.
Whittleston, S. (2012). ITIL® is ITIL via http://www.best-management-practice.com/
Knowledge-Centre/White-Papers/?CLICKID=002438 accessed on 22 Oct 2012.
Office of Government Commerce (2008). Managing Successful Projects with PRINCE2,
The Stationery Office (TSO), United Kingdom.
IT Governance Institute (2007). COBIT 4.1, United States of America.
Pee, L.G., and A. Kankanhalli (2009), “A Model of Organizational Knowledge
Management Maturity based on People, Process, and Technology”, Journal of
Information and Knowledge Management, 8(2), 1-21.
Unit Pemodenan Tadbiran dan Perancangan Pengurusan Malaysia (2011). Pelan
Strategik ICT Sektor Awam Malaysia (2011-2015).
73
STILL SURPRISED
Discerning the Real Issues of Leadership
Dato’ Dr Mazlan Yusoff
Deputy Director-General MAMPU
AT A GLANCE
Still Surprised is no ordinary book. It is an autobiography – a memoir of a great man. This
30th piece of work by Dr Warren Bennis, is a self revelation, where precious stories and
lifetime experiences of the author are unpacked and shared. 1Still Surprised offers readers
a collection of insights and accounts about the colourful life of Warren Bennis, written
by the master himself. Few will dispute that more than just a guru, Warrren Bennis is an
icon, a living embodiment of the history of modern management. In this memoir, Bennis
unearths his successes and failures, the path he took, the obstacles he encountered, the
milestone he achieved, the choices he made and the price he paid.
INSIDE THE BOOK
In setting the context, the Prelude, underscores the importance of stories, narratives
and sense making as an effective mode in communicating notions and ideas. Bennis
reveals that writing autobiographies is not new to him, as he started ‘falling in love’ with
this genre since his undergraduate days at Antioch College in the late 1940s. Bennis
believes that narratives and stories are powerful tools for engaging others. Stories are
easier to remember because in many ways stories are also how we remember. A memoir
provides the vehicle for a writer to vividly encapsulate, contextualise and emotionalise
a construct, phenomena or issue to the audience. As argued by Bennis...the writer of a
memoir has an implicit contact with readers.
The Crucible of War, the title of the first chapter, brings readers to the era of World War II,
witnessing the involvement of the young Bennis in the war in Europe. Bennis was at the
crossroads of his life when, at the age of 19, he enlisted himself as a second lieutenant
in the US troop, leading his platoon to fight the Germans. It was a crucible situation that
turned out to be a blessing in disguise to a promising star in the international theatre
of management and leadership. To Bennis, his experience in the battlefield was the
best teacher, and it was here that the seeds of his own leadership potential were first
sown. He opines that...the military was a great equalizer, and Benning was as close to a
meritocracy. All that mattered was performance and attitude.
1
Still Surprised: A Memoir in a Life of Leadership was written with Patricia Ward Biederman
Lectures on Leadership @ MAMPU
Journal EXCELLENCE
74
The post-war period brought Bennis to Antioch College where he spent four years
completing his degree. Bennis titled his second chapter Launch, for Antioch launched
a life of continual discovery, renewal and surprises. It was also at Antioch that he met
Douglas McGregor, the President of Antioch whom he regards as his mentor, father
and idol. As Doug’s protégé, the influence of Doug to Bennis was great in shaping his
thinking, principle and leadership style. At Antioch, Bennis encountered a new culture –
the culture of learning, hard work and creativity.
Chapter 3 narrates Bennis’ life in Massachusetts Institute of Technology (MIT) in Boston.
Bennis regards MIT as an academic Eden, despite its humble origins as a vocational
school. It was in MIT that new disciplines were being invented; old disciplines were being
rethought and intellectual boundaries were being pushed. The niche point of MIT, from
the lens of Bennis, was its heterogeneity in the faculty, the strong sense of belonging
among students and their passion for excellence. In describing the majesty of MIT, Benis
articulates, ‘Sheer brain power was often the sole common denominator. What makes MIT a
great university are its habits of success.
The fourth chapter discusses the importance of group dynamics, in keeping with the
title of the chapter, Great Groups. True to the influence of his mentor, McGregor, who
introduced him to the idea of group dynamics, Bennis immersed himself in social
sciences experiments via group dynamics to bring about change. Bennis underscored
the essence of group in his earlier book Organizing Genius, emphasising that ‘none of us
is as smart of all of us’. The whole idea of this chapter was premised on the notion that
‘because the problems we face are too complex to be solved, our only chance is to bring
a group of remarkable people – strong individual achievers – to work together to get
the desired results’.
Fighting the Bull – the fifth chapter highlights the importance of translating ideas into
implementation or turning theories into practice. To Bennis, MIT has all the brains
gathered in its heart. Notwithstanding that, Bennis believes that in the final analysis, it is
the first hand knowledge, and the ability to deal with real pressure and problems at the
setting that makes leaders effective and respected. Central to this context is the keenness
among researchers and theorists to ‘get off the veranda’ and engage themselves with
real world problems that affect other people’s lives. It was against such a backdrop that
Bennis decided to move to the State University of New York, in Buffalo, in 1967. True
enough, his tenure at Buffalo was full of tumults and turbulences. Yet his administrative
sojourn gave him the opportunity to sharpen his insights in leadership. He faced all his
hardship with confidence, applying all the knowledge and experiences he had gained
to deal with real life cases and drama.
From New York, Bennis moved to Ohio to become the President of the University
of Cincinnati, as narrated in the sixth chapter, Going State. Two crises that erupted
during his first 100 days there, required him to manage and resolve the ensuing issues
amicably. The first incident was the issue of Hendrick Gidoense, the Education Dean
of the university. Wanting to actively parent his new born baby, Godoense decided to
75
The second and more challenging issue to Bennis was having to deal with the illegal
experiment of studying the effect of human body exposure to large doses of radiation. It
was an experiment that was conducted by the university’s medical school and sponsored
by the Ministry of Defence. Patients with terminal cancer were used as test cases. This
issue relates to a lack of ethics and the blind adherence to flawed procedures. Bennis
managed to resolved these problems by leveraging on three important intangible
resources he had – his own knowledge and experience; his networking or ‘know-who’
to get the best resource persons; and his communication skills especially when dealing
with the media.
In chapter 7 – A Year at Sea, Bennis discusses the idea of personal tragedy and how
this can affect one’s outlook of life. The tryst with death from a heart attack in 1979
raised questions about a second chance at life where one makes a more meaningful
or significant contribution. This period, which he calls an emotional sabbatical, also
sees Bennis having early exposure to the ideas of the virtual community, artificial
intelligence and the notion of a digital future. 1979 was still part of the years of infancy
for the internet era and Bennis was excited over the enormous potential to transform
social and economic life through the ‘man-computer symbioses’. The introduction of the
personal computer including the mouse and windows is seen to transform the humanmachine interface.
Chapter 8 entitled Coming Home, describes Bennis’ stint at the University of California
where he delved into the issue of leadership, citing the importance of creative
collaboration, organisational change, building a culture of honesty, and the need to
periodically re-invent oneself. Bennis notes that Tom Peters’ seminal work, In Search
of Excellence, was so successful because of the climate of fear in America arising from
the competition from Japan and Germany which called for a new leadership mould.
To Bennis, the very quality of our lives depends on leadership. Humans need leaders to
shape the destinies of societies. For him, the ability to inspire trust is more important
than charisma in recruiting followers. Interestingly, a leader’s life is seen as a summation
of his or her judgement calls. In his words, with good judgement calls, nothing else matters.
His studies of leaders who have made a difference show that they have all undergone
a crucible – having an adaptive capacity that enables a transformative experience to
lead.
The aging period of one’s life is seen to be both an exciting and fulfilling yet frightening
experience. This is the theme of the final chapter, The Crucible of Age. Old age is something
imposed by the passage of time and often difficult to prepare for. Aging forces you to
confront the fleeting nature of our lives and be conscious of our own mortality. Yet
bring his baby to work twice a week, with the full rigmarole of baby care while doing
his work in the office. As the story broke in the news media, it turned out to be not just
a storm in a cup, but a chaotic event. It was something Bennis had to face and address
squarely. The whole issue was about managing people in the organisation within the
context of ‘organisation behaviour’.
Journal EXCELLENCE
76
Bennis reminds us of the importance of retaining youthful qualities as we age - curiosity,
playfulness and joy. As we arrive at the sunset of our lives, we must continue to see the
world around us with a sense of wonderment – to look around and still be surprised.
KEY IDEAS
One of the main ideas in this memoir is the notion that leaders can be developed and
nurtured. Developing leaders could be done in a number of ways. First is through
experiencing the real issues within the real setting. In the case of Bennis, his war
experience was always his best teacher in terms of developing his leadership capabilities.
He proudly says, “I never heard anything at MIT or Harvard that topped the best lecture I
heard in Benning.” The second opportunity is when he assumed the post of Provost or
the chief administrator at the State University of New York. From his narrative, one could
see how he was obsessed by the need not just to teach and research but to experience
things firsthand. For him, having a vision about what needs to be done is insufficient.
As he expounds it, “I learned that unless vision is sustained by action, it quickly turns to
ashes.”
The second approach in developing leaders is of course through formal learning,
teaching, researching and socialising with colleagues and prominent personalities
within the academic fraternity. Throughout his memoir, Bennis reveals that he spent
almost half a century learning and teaching in a number of institutions, including an
Ivy League university such as MIT, where he obtained his doctorate and later served as
Professor. He then became the President of University of Cincinnati before he moved
to the University of Southern California to assume the post of Professor of Business
Administration at the Marshall School of Business. He was the advisory board chairman
of the Centre for Public Leadership at Harvard’s Kennedy School.
The third way to develop leaders, according to Bennis is through proper coaching and
mentoring. Bennis himself acknowledges his mentor, Douglas McGregor, the President
of Antioch and a well-known academician and researcher. His scholarly relationship with
Douglas and the willingness for both of them to share knowledge and experiences has
been the source of inspiration in Bennis’ pursuit of leadership excellence. It is significant
to note the contention by Bennis that the prerequisite for effective and successful
mentoring is the genuine reciprocal nature of a relationship that is built on trust and
faith.
BETWEEN THE LINES
Rather than taking the prescriptive and conventional approach of explaining how
leadership should be developed, Bennis adopts the descriptive stance, focussing on how
leadership gets made – how leadership forms and develops. Riding on the descriptive
approach, Still Surprised portrays the depth and breadth of the author’s experience in
77
Bennis wishes to share his leadership experiences in the form of story-telling, narrated
in an inspiring and compelling manner. Realising that an autobiography is an effective
mode of communication where many useful insights can be gleaned from, Bennis
leverages on this memoir to tell the story of his rise to leadership. Still Surprised, is
indeed very much a reflection of the current times. Through its narrative paradigm, great
notions and ideas pertaining to leadership and management studies are expressed and
deliberated effectively. Despite its modest scope and tone, Bennis’ writing is laden with
authentic remedies relevant to deal with the current issue in the field of leadership and
management.
TELLING THE STORY AS IT IS
The use of the qualitative paradigm via narratives and stories in communicating the
dynamics of human interactions and experiences is a powerful strategy. When presented
in the form of a memoir, it serves as a unique vehicle to readers in understanding the
discourse of leadership. Related to the narrative approach, is the use of metaphors,
which also gives strength to this autobiography. Metaphor is seen as a critical tool in
capturing new ways of seeing and conceptualising organisational phenomena. The term
‘academic Eden’ as used by Bennis to refer to MIT, symbolises the richness of knowledge
– a place where intellectual discourses are robust; and research and experiments are
rigorously pursued. Elsewhere, Bennis uses the phrase …sheer brain power was often the
sole common denominator. Similarly, his use of the phrase ‘a community whose currency
is ideas’ in effect describes Cambridge in Boston as a vibrant city of intellect, knowledge
and innovation.
Bennis presents a mélange of real life examples and cases pertaining to organisational
development and leadership. Such authentic and genuine cases serve as a good
reference for managers and practitioners in looking for best practices and alternative
ways to handle various organisational issues and challenges. CEOs and head of
departments can learn about ways to develop their subordinates and potential leaders
in their organisations. Several approaches and strategies such as the importance
teamwork and great groups; the value of trust, ethics and honesty; the importance of
being visionary and transformational; the effectiveness of coaching and mentoring; and
the significance of combining knowledge and practice are highly relevant in dealing
with the rising expectations of a whole new generation in society.
Having mentioned those strengths, Still Surprised does suffer some weaknesses. As there
are always two sides of the same coin, the use of highly narratives and stories approach
in presenting his accounts, exposed this book to some validity and reliability issues. As
different settings – from the battleground that set the strong footing in shaping and
nurturing leadership in him – to his successful days as a professor, scholarly writer and
respected consultant in the field of leadership. Still Surprised is a narrative of becoming
a leader.
Journal EXCELLENCE
78
our lives are brimming with information and data, it is critical that some figures and
statistics are also given to marshal our argument in supporting our notions and ideas,
or in deliberating issues and phenomenon put forward. For those who subscribe to the
quantitative paradigm, Bennis’ book could be questioned in terms of its reliability and
credibility.
Secondly, the timeframe covered by this memoir is too wide, from 1944 until 2010, giving
a span of 66 years. The fact that Bennis attempted to bring readers into different setting
with a wide spectrum at different times and era warrants praise. Similarly, his intention
to provide unique insights to readers in understanding the thinking of the society, the
culture, issues and challenges they faced, deserves appreciation. However, as the scope
is too wide, Bennis managed to provide somewhat a snapshot and somewhat a brief
narration of his experience. Had the parameter and coverage of the book made shorter,
the accounts of events and experiences could have been done in a much greater
detail.
DISCUSSION
The issues discussed in the book, raises a number of notions and discourses as suggested
by Bennis that form the very essence of the study of leadership. In Chapter 8, Bennis
interestingly raises the notion of trust and honesty, namely the importance of securing
faith from the followers, reflected in the followers’ commitment, loyalty and integrity.
Trust is seemingly a noble and big idea that stems from a basic concept of humanity and
justice. The importance of trust was raised by the Greek philosopher Thucydides (circa
460 BC) who wrote:
“Those who really deserve praise are the people who, while human
enough to enjoy power nevertheless pay more attention to justice and
trust than they are compelled to do by their situation”
Deliberating a similar context, Jim Collins (2001), in his landmark book, From Good to Great
discovered that all those companies that turn from good to great require “a level 5 leader
in whom genuine personal humility blends with intense professional will”. Interestingly, if
one takes a closer look at the notion of leadership highlighted by both Thucydides and
Jim Collins, who lived about 2500 years apart, one will see how both scholars share
leadership traits that make great leaders. They are ‘justice’, ‘trust and honesty’ with
‘personal humility’ on the one hand, and ‘power and authority’ with ‘professional will,
skills and knowledge’ on the other. In today’s complex world, it is the combination of
trust, honesty, humanity, justice, power, professional will, knowledge and wisdom that
make the recipe for great leaders.
The discussion also leads us to a number of traits and qualities that make a good leader.
In praising his mentor, Bennis highlighted the characteristics of McGregor, qualities that
resemble what Bass and Avollio (1991) termed as ‘transformational leadership’. Bass
79
Relating to the discourse of transformational leadership, McGregor, according to Bennis,
is a visionary man. The first step he took immediately after he became the President of
Antioch was to review the vision and goal of Antioch to set a clear direction of Antioch.
He also introduced mentoring and coaching, and the group dynamic approach to build
a strong team and nurture good values in Antioch. Bennis describes McGregor’s passion
for change by saying ...he mistrusted the status quo and had the scientist’s hunger to learn
more, to move beyond what he already thought. Apparently the ‘thinking out-of-the-box’;
‘challenging the status quo’; and ‘doing things differently’ mantras that we highlight today
have been the traits of great leaders even in the past.
Another issue of interest is the important notion in the study of leadership, namely
networking. Bennis, in dealing with the crisis of illegal experiments on the human body,
used his superb networking to get the best experts and people with relevant skills and
competencies to solve the problem. The literature argues that apart from tangible
resources such as human, structure; technology and finance, organisation resources
also come in intangible assets such as firm’s reputation, information and intellectual
capital (Johnson et al. 2005; Fletcher et al. 2003).
Management intelligence such as the ability to persuade or to be heard through
effective negotiation skills, and personal networking can also serve as an organisation’s
resources as they help, in one way or another, to fulfil the organisation’s objectives.
Thus the notion of networking that can be tapped from Bennis’ experience, is highly
relevant to the study of organisation development as a critical intangible resource in
an organisation.
FINAL VERDICT
It is no surprise that Still Surprised provides a remarkable insight and inspiration into
the study of leadership and management. The book is well written and succeeds in
providing relevant lessons and real life experiences that could be learned and applied in
any organisation, regardless of whether they are public or private. Sending his message
in the form of memoir seems to be an excellent strategy, as the very personal and sincere
narration of his life journey serves as a mind opener for managers and professionals
to reflect upon and learn from. The fact that this book is useful for leaders, managers
and practitioners needs no emphasis. Not only does it provide a deep understanding of
how the process of leadership development unfolds in different settings with different
nature, it also unveils genuine and real experience for case study research that could
make a significant contribution to the enhancement of knowledge.
Few things are more important to human activity than leadership. Curiosity and passion
and Avolio, suggest four factors that make up transformational leadership (popularly
referred to 4Is model), namely, idealized influence; inspirational motivation; intellectual
stimulation; and individual consideration.
Journal EXCELLENCE
80
to understand the dilemma and dynamics of becoming a great leader stimulates a hunger
to search for more insight in the said field. Still Surprised is a treasure that will bridge
such a gap and will surely add to the wealth of knowledge in the field of leadership and
management within its own right.
REFERENCES
Avolio, B.J., & Bass, B.M. (1991). The full range of leadership development. Binghamton, NY:
Bass, Avolio & Associates.
Bennis, W.,& Biederman, P.W. (2010), Still Surprised: A Memoir of a Life in Leadership, USA:
Jossey-Bass.
Collins, J.C., (2001), Good to Great: Why Some Companies Make the Leap.. and Others Don’t,
USA: William Collins
Fletcher, A., Guthrie, J., Steane, P., Roos, G. and Pike, S. (2003), ‘Mapping Stakeholder
Perceptions for a Third Sector Organization’, Journal of Intellectual Capital, Vol.
4, No. 4, pp. 505-527
Johnson, G., Scholes, K. and Whittington, R. (2005), Exploring Corporate Strategy (7th
edition), Essex: Prentice Hall
http://en.wikipedia.org/wiki/Thucydides
81
Dato’ Mohamad Zabidi Zainal is the Director General of Malaysian Administrative
Modernisation and Management Planning Unit (MAMPU), Prime Minister’s Department.
Prior to joining MAMPU in 2010, he served in various capacities in ministries and
departments such as the Deputy Secretary General in the Ministry of Health Malaysia
from 2007 to 2008 and State Secretary of Perlis from 2008 to 2010. His first assignment
in MAMPU was in 2006 as the Director of Inspectorate and Recognition Division. Other
than that, his wide experiences in the Public Service include serving in the Malaysian
Student Department, Los Angeles in 1986, Alor Gajah Land and District Office in 1989,
State Finance Office, Selangor in 1992 and Organisational Development Division, Public
Service Department in 2002.
He holds a Bachelors Degree (Hons) in Southeast Asia Study and a Masters Degree in
Public Administration from Universiti Malaya.
Professor Datuk Dr. John Antony Xavier, is a professor of management at the
Graduate School of Business, Universiti Kebangsaan Malaysia (UKM). Prior to joining
UKM in 2012, Datuk Dr. John was an Administrative and Diplomatic Officer (PTD) for 36
years in the Malaysian public service. His last position in the public service was Director
of Research, Planning and Corporate Division of the Public Service Department. He had
also served in various capacities in ministries and departments including the Inland
Revenue Department, Ministry of International Trade and Industry, Ministry of Science,
Technology and Environment, Ministry of Health, Ministry of Primary Industries, Ministry
of Finance and the National Institute of Public Administration (INTAN). He had also
worked as a consultant to the Government of Kuwait, IMF, World Bank and the Arab
Administrative and Development Organisation (ARADO). He also served as professor in
the Graduate School of Management, UPM (2010-2012).
Datuk Dr. John graduated from Universiti Malaya in 1974 with a Bachelor of Economics
(Honours) degree. He holds a Master of Business Administration from the Catholic
University of Leuven, Belgium (1986) and a Bachelor of Laws (Honours) from the
University of London (External) (1988). Additionally, he holds a Certificate in Legal
Practice (Honours) from the Malaysian Legal Qualifying Board. In 1996, he obtained his
PhD. in Public Expenditure Management from the London School of Economics.
Dr. Yusminar Yunus is a Deputy Director of ICT Compliance Division, Malaysian
Administrative Modernisation and Management Planning Unit (MAMPU), Prime Minister’s
Department. Prior to joining MAMPU in 2010, she served at various agencies such as
the National Institute of Public Administration, Ministry of Information Communications
and Culture, Ministry of Health, Ministry of Finance and Prime Minister’s Department.
Her current work involves managing ICT security projects such as Malaysia Governance,
Risk and Compliance (myGRiC).
ABOUT THE AUTHORS
Journal EXCELLENCE
82
She holds a Masters Degree in Information Technology (Information Science) (2002) and
PhD. in Information Science (2010) from Universiti Kebangsaan Malaysia.
Wan Idros Wan Sulaiman is a lecturer at the School of Media and Communication
Studies, Universiti Kebangsaan Malaysia. He holds a Degree of Public Administration
(Hons) from Universiti Utara Malaysia (UUM) in 1994 and Masters of Human Resource
Development from Universiti Putra Malaysia in 1999. He is currently pursuing his PhD.
in Organisational Communication. His areas of specialisation are leadership, strategic
management, organisational communication and human resource development. He
is also a subject matter expert for Public Administration Dictionary and serves as a
manuscript evaluator for Dewan Bahasa dan Pustaka.
Maizatul Haizan Mahbob is a lecturer at the School of Media and Communication
Studies, Universiti Kebangsaan Malaysia. She is now pursuing her PhD. in Policy
Communication at Universiti Sains Malaysia. Her areas of research are in e-Government
and innovation in the Public Service, public policy communication, development
communication and organisational communication.
Dr. Mokhtar Mohd Yusoff is a Professor at the Faculty of Information Technology
and Communications at Universiti Teknikal Malaysia (UTeM), Malacca. Prior to this, he
was ICT Lead Consultant (Strategy) in the Malaysian Administrative Modernisation and
Management Planning Unit (MAMPU), Prime Minister’s Department from March 2010
till May 2012.
Professor Dr. Mokhtar holds a Bachelor of Economics in Applied Economics from Universiti
Malaya (1976), Masters Degree in Computer Science from Universiti Kebangsaan
Malaysia (1984) and a PhD. in Information Systems from University of Salford, UK in 1996.
His assignments include Under Secretary of ICT Division, Ministry of Health, Malaysia,
professor at the Faculty of Information Technology and Communication, National
Technical University College of Malaysia (KUTKM), Director of Quality Assurance and
Accreditation Division, KUTKM, Adjunct Associate Professor at Universiti Putra Malaysia,
IT Project Director for Project Monitoring System II at Implementation and Coordination
Unit, Prime Minister’s Department, IT Manager at Treasury Malaysia, IT Project Director
for National Registration Department, Systems Analyst in Examination Syndicate and
Project Officer in Johor State Economic Development Corporation.
Dr. William Voon is a member of the ICT Consulting Group in the Malaysian Administrative
He currently consults on initiatives pertaining to the modeling of Enterprise Information
Architectures in public sector agencies. His current work involves analysing information
and knowledge related to processes within organisations with a view to aligning ICT to
83
He holds a Masters Degree in Information Management (Distinction) from the University
of Strathclyde in Glasgow, UK (1997) and a PhD. in Communication, Information and
Library Studies from Rutgers University (2007) in New Jersey, USA.
Anne Vikneswary is a Senior Assistant Director in the Malaysian Administrative
Prior to joining MAMPU in 2009, she served in the Ministry of Health as an Assistant
Director. Her current work involves looking into information and knowledge processes,
information resources and project monitoring.
She holds a Degree in Computer Science (Networking) from Universiti Putra Malaysia
(2001) and a Masters Degree in Computer Science (Management Information Systems)
from the same university in 2004.
Dato’ Dr. Mazlan Yusoff currently holds the post of Deputy Director-General
(Management Development and Transformation) of the Malaysian Administrative
He joined the Public Service in 1988 as Assistant Director, Implementation Coordination
Unit (ICU), Prime Minister’s Department. He was then assigned to ICU’s Bumiputra
Participation Division in Pulau Pinang from 1992 to 1996. He continued to serve in Pulau
Pinang, first as Assistant District Officer at the Barat Daya District and Land Office and
subsequently as Assistant Secretary at the State Economic Planning Unit (UPEN) from
2000 to 2001. He was then posted as Principal Assistant Director at the Management
Consultation Division in his first stint at MAMPU from March 2001 until September 2004
before proceeding to undertake his doctoral degree. In 2008, in his second tour of duty
at MAMPU, Dato’ Dr. Mazlan served as Director of the Public Sector Transformation
Division before assuming his current position as Deputy Director-General since 2010.
Dato’ Dr. Mazlan graduated with a Bachelor of Arts (Hons) from the University of Malaya.
He holds a Masters Degree in Public Policy from the University of Saitama, Japan in
1998. He obtained his PhD. in Strategic Management from the University of Hull, United
Kingdom in 2008.
their business strategies. Prior to joining MAMPU in 2009, he served in various IT related
capacities with the Attorney General’s Chambers, Accountant General’s Department
and the Ministry of Science, Technology and Innovation.
Journal EXCELLENCE
84
SUBMISSION FORMAT FOR EXCELLENCE
1.
2.
EXCELLENCE is an annual semi academic
journal
published
by
the
Malaysian
Administrative Modernisation and Management
Planning Unit (MAMPU) of the Prime Minister’s
Department.
8.
• In print form to:
The Publisher
EXCELLENCE
c/o Planning and Corporate
Communication Division
Malaysian Administrative Modernisation
and Management Planning Unit (MAMPU)
Prime Minister’s Department
Prime Minister’s Department Complex
Federal Government Administrative
Centre
62502, Putrajaya,
MALAYSIA
Its contents focus on the issue of transformation
in the public delivery system, specifically in
the area of administration and management;
as well as Information Communication
Technology (ICT). The articles would be
beneficial to both public as well as the private
sector practitioners, who aspire to learn about
best practices in an organisation.
3. Submissions are welcome from local and abroad.
If accepted, submissions will be published in
EXCELLENCE.
4.
5.
6.
The proceedings of EXCELLENCE will be widely
circulated to various government and non
government agencies throughout Malaysia
and abroad. Hence, it is important that the
publication is of the highest quality possible.
The quality and overall appearance of all
submissions contribute to the general quality of
EXCELLENCE, and readers’ perceptions of it.
Bahasa Malaysia or English will be used as the
medium of publication.
All submissions should be accompanied by a
cover page (text format) to help with classifying
the submission and the reviewing process. This
page should contain:
•
•
•
•
•
The title of the submission
Author’s name
Postal and e-mail addresses of authors
Telephone and fax numbers of authors
An abstract for the submission. (About 150
words)
• Author’s profile
7.
The length of each submission should be no
more than 5,000 words using double space and
Arial 14 font fully justified and double spaced.
All submissions should be sent in hardcopy and
softcopy format as follows,
• An electronic version of the submission
should be sent as an e-mail attachment to
excellence@mampu.gov.my in Microsoft
Word format.
9.
Paragraphs should be separated by a single
blank line. There should be no indentation at
the beginning of the paragraph (to improve
appearance and readability).
10. References should be listed in APA format (see
example below) and alphabetical order.
• Example for references:
Brady, C. and Woodward, O. (2005).
Launching A Leadership Revolution. New
York: Hachette Book.
11. Submissions should be completely original and
in no way violate any existing copyright or contain
anything of a libelous character. Copyright of
published reviews will be held by MAMPU.
MALAYSIAN ADMINISTRATIVE MODERNISATION
AND MANAGEMENT PLANNING UNIT
PRIME MINISTER’S DEPARTMENT
Level 6, Block B2
Prime Minister’s Department Complex
Federal Government Administrative Centre
62502 Putrajaya
MALAYSIA
603-8000 8000
603-8888 3721
www.mampu.gov.my

Journal Excellence MAMPU

Transcription

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