FACULTY OF ADMINISTRATIVE SCIENCE AND POLICY STUDIES

BACHELOR OF ADMINISTRATIVE SCIENCE (HONS.) (AM228)

INTRODUCTION TO PUBLIC ADMINISTRATION

ADS404

REPORT ON THE PROCESS OF PERSONNEL ADMINISTRATION DONE IN THE

AGENCY

PREPARED FOR:
MADAM WAN SUMAYYAH SYAHIDAH BINTI WAN MOHAMAD

PREPARED BY:
1. ADRIANA BINTI ADAM 2023954617
2. AHMAD SYAFWAN AIMAN BIN HAFIZI 2023939863
3. DANIAL HAZIQ BIN SHARONEIRZA 2023775249
4. MARLINA BINTI ZAHARI 2023906603
5. MOHAMAD AZURIN FIKRI BIN MOHD AZZLAN 2023560293
6. MOHAMAD ASYRAF BIN MOHD TAJUDIN 2023901601
7. NURINA ADRIANA BINTI MOHD HAIRI 2023715643
8. NURUL ATHIKAH BINTI ZAIHASRIN 2023183515
 Table of Contents

Table of Contents .................................................................................................... I – II

1. Introduction ............................................................................................................. 2 – 3

2. Conducting Job Analysis .............................................................................................. 4

2.1 Definition of Job Analysis ...................................................................................... 4

2.2 The Importance of Job Analysis ............................................................................. 4

2.3 Method of Collecting Job Analysis................................................................... 5 – 6

3. Training and Developing .............................................................................................. 7

3.1 Introduction to Training and Developing ................................................................ 7

3.2 Steps of Training and Development .................................................................. 7 – 8

3.3 Implement The Training Programme...................................................................... 9

3.4 Evaluate................................................................................................................... 9

3.5 Monitor Performances ............................................................................................ 9

4. Planning Labour Needs ............................................................................................... 10

4.1 Definition of Planning Labour Needs .................................................................... 10

4.2 Needs in Planning Labour Requirements .............................................................. 11

4.3 Example of Labour Needs in Government Sector in Malaysia ............................. 12

5. Selecting Job Needs .................................................................................................... 13

5.1 Introduction ............................................................................................................ 13

5.2 Method and Process of Selecting Job Candidates.......................................... 14 – 16

6. Orienting and Training New Employees .................................................................... 17

6.1 Introduction to Orienting and Training New Employees ...................................... 17

6.2 Process of Orienting and Training New Employees ...................................... 17 – 20

6.3 Importance of Orienting and Training New Employees ................................ 20 – 21

7. Communicating (Interview, Counselling and Discipline) .......................................... 22

7.1 Definition of Communication ................................................................................ 22

I
 7.2 Communicating Through Interview ....................................................................... 22

7.3 Methods of Conducting an Interview ............................................................ 22 – 24

7.4 Communicating Through Counselling and Disciplinary Action ........................... 25

8. Appraising Performances ............................................................................................ 26

8.1 Introduction to Competency Level Assessment .................................................... 26

8.2 Performance Evaluation System ............................................................................ 27

8.3 Basic Principles and Main Purpose of the Performance Appraisal System... 27 – 28

8.4 Characteristics of the Performance Evaluation System ......................................... 29

8.5 Key Performance Indicators (KPIs) ............................................................... 30 – 31

8.6 Head of Department ............................................................................................... 32

8.7 Guide to Effective Assessment .............................................................................. 33

8.8 Excellent Service Award (APC) ............................................................................ 34

8.9 Promotion (Promotion Rules and Principles) ................................................ 35 – 36

9. Managing Wages and Salaries ................................................................................... 37

9.1 Definition of Wages ....................................................................................... 37 – 38

9.1.1 Types of Wage ........................................................................................... 38

9.2 Definition of Salaries ..................................................................................... 38 – 39

9.2.1 Types of Salary .......................................................................................... 39

10. Conclusion .................................................................................................................. 40

References ............................................................................................................ 41 – 45

II
1. INTRODUCTION

Personnel management is an administrative role inside an organisation that manages

staff recruitment, organisation, and support. Personnel management is a component of
human resources that focuses on hiring those who are suitable for the position and
supporting those who are currently employed by the organisation. This section can also be
used to evaluate the hiring process and obtain information on employee happiness and
satisfaction. Every day, personnel management experts labour to offer the resources and
tools that employees require to thrive in their workplace.

Furthermore, personnel administration refers to the administration of an

organisation’s human resources, which involves tasks like recruiting, selection, training,
performance, appraisal, remuneration, and employee relations. It involves developing and
setting up policies, processes, and plans to successfully manage an organisation’s
employees to achieve its goals and objectives. Personnel administration is concerned with
ensuring that an organisation’s human resources are used efficiently and effectively and
that employees are motivated, engaged, and pleased with their jobs. It is critical to an
organisation’s success, especially in government organisations where excellent human
resource management is critical to providing public services.

Other than that, personnel administration is an essential job in any organisation,

particularly those in the government sector. It involves overseeing an organisation’s human
resources to ensure that they are used effectively and efficiently to fulfil the organisation’s
goals and objectives. In other words, government agencies in Malaysia play a significant
role in the country’s socio-economic development. As a result, the personnel administration
procedures in these agencies must be efficient and effective.

Besides, the purpose of this report is to provide an overview of the personnel

administration procedures in Malaysian government organisations. It will go through
conducting job analysis, training and developing, planning labour needs, selecting job
candidates, orienting, and training new employees, communicating through interviews,
counselling, and discipline, appraising performances, and managing wages and salaries.
This report will also highlight the obstacles and issues that Malaysian government entities
confront when it comes to human resource management.

2
 This report attempts to offer an overview of the personnel administration process in
Malaysian government entities. It illustrates the flow of the hiring process and offers
insights into best practices for human resource management. In addition, it discusses
obstacles and concerns that Malaysian government agencies confront in managing their
human resources and provides solutions.

3
2. CONDUCTING JOB ANALYSIS

2.1 DEFINITION OF JOB ANALYSIS

Job analysis is a process of studying the role or position, it also studies the activities
conducted and the skills required for a job. Job analysis can also be evaluated through the
conditions in which employees perform their work and find out the ways in which that role
may have a significant impact on other roles in an organisation. Besides, this job analysis
is also a thorough review of the role, used to gain a new understanding and perspective on
the position to create improvement in the organisation. Therefore, this job analysis involves
an important process such as collecting data on each aspect of the role and examining it, it
can establish a new set of standards for the role. Other than that, in most cases the human
resources representative will need to perform job analysis and report the data to the human
resources management and department managers, who will then adjust based on the
necessary. Due to the fact that most human resource representatives do not work in the
same department as the task they are evaluating, in principle they can make a more
objective analysis.

2.2 THE IMPORTANCE OF JOB ANALYSIS

The significance of job analysis can help an organisation to update processes

and vital information. As a result, salary information based on the responsibilities that
the employee bears. Job analysis can also help management understand each job duties
that report to them. Therefore, as these evolving roles and technologies become more
prevalent, additional tasks may be added to positions that may not have previously
existed in an organisation. In other ways, this job analysis is important to help distribute
tasks fairly and systematically between departments or adjust wages if necessary.

4
2.3 METHOD OF COLLECTING JOB ANALYSIS DATA

1. Observations Method
In this method of observation, the employee will be observed or monitored by
the manager while the employee is working and will be questioned while the
employee is performing, i.e., the job analysis takes place right in the workplace.
This is because it can effectively produce a complete scope of work description.
However, this observation method is quite slow and will interfere with the work
operations.

2. Job Performance Method

The next method is work performance. This method is performed when the
analyst performs the role of the employee to make them understand more about
it. Take examples such as in their answering emails, performing physical tasks
and interacting with colleagues or their ability to operate systems to know the
employee’s experience. Besides, with the first-hand experience that employees
have, they can determine some of the issues and needs and how the organisation
can detail them more effectively in the scope of work description.

3. Individual Interview Method

In addition to individual interview methods, skilled analysts interview job
holders and their supervisors to obtain specific information about the work
performed. This is usually a structured interview that will be used to record all
employee’s information. When these interview sessions are conducted, the
analyst must make respective judgemental factors about the information
included and its level of importance.

5
 There is no doubt that this method of interviewing will be time consuming. The
reason is because the time problem will be compounded if the interviewer talks
to two or more employees who do the same job. In addition, professional and
managerial job scopes are more complicated to analyse and usually require
longer interview times. This can also lead to problems of bias. Bias on the part
of analysts and job holders can obscure that accuracy and objectivity of the date
obtained. However, this interview method has positive features, namely that it
involves all parties to speak with job holders who are in an advantageous
position to explain what they do, as well as the qualifications required by the
organisation to perform their duties in an efficient manner and systematic way.

4. Critical Incident Technique (CIT)

One method for job analysis is the Critical Incident Technique (CIT). This
method is a performance evaluation tool that analyses the employee’s behaviour
in a particular event where either the employee is doing very well and what the
employee could do better. This critical incident technique is used to collect all
the data using a set of procedures. Among the critical incident methods, this can
be done with observers observing critical human behaviour, skills used,
incidents that occur at work.

Other than that, in this critical incident method, the employee manager will
provide all the incident details. This method is more subjective in nature
compared to other methods that may be very objective. It can help the employee
manager to determine the competencies and Knowledge, Skills, Abilities, and
Other Attributes (KSAO) required to perform a task or set of tasks involving the
job. In other words, observers are not only looking at the hard skills employed
by the employee but also the mental abilities required by the job holder.

6
3. TRAINING AND DEVELOPING

3.1 INTRODUCTION TO TRAINING AND DEVELOPING

Training and development are one of the most significant and important tools
for any organisation to ensure the development, skills, and enhancement of the
employees. Usually, the organisation will provide training to the employees to enhance
their skills, especially when there is a new policy or procedures implemented. This is
also to ensure the growth and achievement of the organisation. The process of training
and development involves respective steps to ensure that it is effective.

3.2 STEPS OF TRAINING AND DEVELOPMENT

The first steps of development and training are to identify the need for training
and development. Why does the training development have to be conducted? As
mentioned previously, organisations need to ensure the employees master the process
and the flow of the organisation. The three levels of managerial should understand their
job scope and job description precisely. For example, the top management must know
what must be done in their position before giving any instructions or orders to the
middle management level, and so do them to the lower management level. By providing
the training to the employees, the employees will have the skills and knowledge to
enhance their skills that will be automatically being developed throughout the training.

By relating to the example of the agency that we have chosen, there is a need
for the training and development to be done to ensure the employees understand their
own job scopes and deliver the vision and mission of the organisation. The state
secretary office is focusing on smooth administration. To ensure this thing happens,
they must conduct training and development to ensure everyone understands the
policies of the state.

Secondly, the steps of development and training is to set specific goals and
objectives. Once the organisation identifies the need for training and development, they
must provide their specific goals and objectives. These goals and objectives must be
dependable, achievable, and reasonable for the development and training. The

7
objectives can be anything, as an example: spreading awareness about new product
launching, learning the new installation process of the new software, establishing a
clear plan that meets the training development programme. The goals and objectives
can be anything related to the establishment of the organisation. Selected examples are
improving product quality, eliminating wastage of time, implementing safety
precautions, and assisting effectiveness management.

By referring to the agency that we have chosen, which is the state secretary’s
office, the goals, and objectives of conducting the training and development must
highlight eliminating wastage of time and assisting effectiveness management.
Everyone knows that the government offices have problems in effective management
and wastage of time. People who come to government offices must wait much longer
for simple matters. Some of the staff are unavailable and certain counters are closed.
The matters that usually can be settled earlier must have to wait longer. Furthermore,
the hotline for people to reach is also not easy. Sometimes, they must wait longer, and
sometimes they are unavailable. So, by conducting the training and development, these
issues can be resolved.

Thirdly, the method of training and development matters. After the

organisations identify the problems, they can plan a method of training. For example,
classroom training, computerised training, simulation-based training, on-the-job or
hands-on training, role-playing, case study and training videos. This method can be
used to solve the problems facing the organisations and to enhance the capabilities of
the employees and provide them with up skills. The agency will undergo the training
based on the situations that occur. If there are new employees hired, the Human
Resource Management (HRM) will undergo classroom training. This classroom
training will help the new employees to feel the support and overwhelming environment
from the office. This is an appropriate method of training because it will provide a
healthy relationship among the employees and employers. The training not only for the
new employees but also the existing ones, because the situation of the administration
will change time by time, so that is why the training and development must
continuously occur.

3.3 IMPLEMENT THE TRAINING PROGRAMME

8
 After deciding on the training plan and method, the organisation can execute the
training through comprehensive, step by step instruction and coaching, as mentioned
previously. The organisation can schedule the training activities and use the required
resources based on the size of the group, thus ensuring the training to be impactful and
successful.

3.4 EVALUATE THE OUTPUT

It is important for the organisation to assess the impact of the training and
development programme. The organisation should identify the effectiveness and the
degree of its success. The organisation may also ask the feedback from the employees
who engage in the training to know whether the training done is suitable and give
impact to them. Based on the result driven from them, the organisation can conduct the
analysis to improve. SWOT analysis can be a good model to be used.

3.5 MONITOR PERFORMANCES

The last part of conducting the training and development, the organisation
should monitor the employee’s performances. Based on the training assessment results
that have been conducted, management can find out if the training was adequate for the
present or if they may require advanced sessions. Besides that, the management can
plan future training and development programmes and their scope accordingly.

9
4. PLANNING LABOUR NEEDS

4.1 DEFINITION OF PLANNING LABOUR NEEDS

An organisation’s future need for labour is forecasted through to a process called

planning labour needs. In addition to determining the quantity of personnel required, this
also entails determining the knowledge, experience, and abilities required. The appropriate
people are in the precise positions to assist organisations achieving their objectives;
therefore, labour planning is a crucial component of strategic planning. In other words, it
can help organisations in avoiding expensive and disruptive labour surpluses or shortages.
Trend analysis, forecasting, and expert judgement are just a few of the techniques that may
be used to plan labour requirements. Hence, organisations can create methods to satisfy
those demands once labour needs have been forecast. These strategies may include
employing new employees, retraining current employees, outsourcing work, or using
temporary or contract labour.

Furthermore, in the state government, it takes time to plan for labour needs. It is
crucial to periodically evaluate and modify labour strategies since state agencies’ demands
might vary over time. This will make it possible to guarantee that state agencies are
consistently ready to fulfil the evolving demands of the public. Other than that, it is a
collaborative process. It is crucial to include agency executives, human resources
specialists, and employees in the labour planning process. This will make it more likely
that the strategy is supported by people who will be impacted by it and is well-informed.
The state government’s overall goals should be taken into consideration when planning
labour needs. Hence, the strategy will be more focused on attaining the most crucial goals
and objectives as a result.

10
 4.2 NEEDS IN PLANNING LABOUR REQUIREMENTS

An organisation’s future labour demand is forecasted through a process called

labour planning. In addition to determining the quantity of personnel required, this also
requires determining the knowledge, experience, and skills that will be required. There are
many reasons why planning labour needs is important. Firstly, it may help in ensuring that
the organisation has the appropriate individuals in the right position. Employees will be
able to apply their skills and experience to the greatest level, which will increase the
organisation’s efficiency and effectiveness. For instance, an organisation preparing to
introduce a new product may require the hiring of more engineers and product designers.
The organisation may make sure it has the proper personnel in place to effectively develop
and launch the product by carefully managing its labour needs.

Furthermore, planning labour needs can help to avoid labour shortages or surpluses.
Employees who are overworked or who lack the necessary abilities to do their tasks may
be affected by labour shortages, which can result in lost output. In other words, labour
surpluses might result in unexpected costs because the organisation might be paying for
employees that are not required. For example, an organisation that is expanding quickly
could require additional employees to meet demand. The organisation may avoid
employing too few or too many employees by anticipating its labour needs. Other than that,
organisations may make sure they have the ideal number of employees in place to satisfy
their demands. Costs could be cut, and productivity could be increased as a result.

Moreover, planning needs also can help to ensure that the organisation is prepared
for changes in the workforce. The workforce’s demographics are evolving, which may
significantly affect the labour needs. As an example, the ageing population is causing a
labour shortage in several professions, while the growing diversity of the workforce is
generating a new need for employees with specialised skills. By preparing for these changes
and making efforts to ensure that it has the proper people in place to fulfil its future needs,
the organisation can be ready for them. Hence, organisations may create a personnel
management plan that is more specific and efficient.

11
 4.3 EXAMPLE OF LABOUR NEEDS IN GOVERNMENT SECTOR IN
MALAYSIA

In the government sector, Selangor’s state government is making plans for its
workforce’s future. The ageing population, the growing diversity of the workforce, and the
development of the technology sector are just a few of the important factors that the
government has highlighted as likely to have an influence on labour needs in the years to
come. In addition, one of the most important developments that is anticipated to affect the
needs for labour in Selangor is the ageing population. There is a labour shortage in various
departments, including healthcare and social services, as a result of Selangor’s aging
average. Other than that, the government is attempting to solve this issue by luring and
keeping older people, retraining, and upskilling existing employees, and outsourcing
employment.

On the other hand, another development that is expected to have an influence on

the labour needs in Selangor is the growing diversity of the workforce. The workforce in
Selangor is diversifying, which is an increasing need for professionals with specialised
skills including language skills and knowledge of cultures. The government is attempting
to meet this need by creating initiatives to draw in and keep individuals from various
backgrounds as well as by offering alternatives for training and upskilling that will aid in
giving workers the abilities they need to function in a varied workplace.

Another development that might influence Selangor’s labour needs is the growth of
the technology industry. The need for qualified professionals in fields like software
development, data science, and cybersecurity is increasing as Selangor’s technology
industry expands quickly. By funding training and upskilling initiatives and collaborating
with educational institutions to provide training programs that match the needs of the
technology sector, the government is attempting to satisfy this need. Hence, the Selangor
state government can guarantee that its labour force is future-ready.

12
5. SELECTING JOB CANDIDATES

5.1 INTRODUCTION

In personnel management, selecting job applicants refers to the process of locating,

assessing, and recruiting the best-qualified persons for a certain job offer within an agency.
By defining job requirements, as well as producing job descriptions, screening candidates’
resumes and applications, conducting interviews, analysing cultural fit, and evaluating
individuals’ credentials and abilities are all processes involved. Other than that, the ultimate
purpose of hiring is to assemble a talented and diverse team that supports the agency’s
values, goals, and ambitions. Thus, effective applicant selection is crucial to the success of
personnel administration since it has a direct influence on the agency’s performance,
productivity, and culture.

Furthermore, defining job criteria, finding suitable applicants, evaluating

applications, holding interviews, and eventually deciding on the best-qualified individual
are all standard parts of the selection process. Due to this, personnel administrators play a
vital role in managing this process and ensuring that it is reasonable, transparent and in
accordance with legal and ethical norms. Besides, personnel administrators cooperate
closely with recruiting managers to be able to understand job specifications such as
qualifications, experience, and abilities. Thus, they work together on creating job
descriptions and requirements that correspond to the needs of the employment. In addition,
personnel administrators can also perform job analysis to discover essential talents and
attitudes necessary for role performance.

In relation to the agencies we have chosen, as an example for positions being a State
Treasury Officer, specific requirements and qualifications must be fulfilled to be a qualified
candidate. There are also guidelines set in the method and process of selecting a State
Treasury Officer that personnel administrators need to obey. Therefore, they thoroughly
examine resumes, cover letters, and application materials to identify relevant qualifications
and experiences. In other words, to acquire more information about the candidates, pre-
employment tests, background checks, and reference checks may be undertaken.

13
 5.2 METHOD AND PROCESS OF SELECTING JOB CANDIDATES

To ensure justice, honesty, and obedience to official norms, Malaysian

government agencies choose job candidates through systematic and controlled
procedures. Other than that, the following important steps are often involved in the
selection process.

1. Job Advertisement and Application

Government agencies advertise openings for employment through official
websites such as government portals or media and provide thorough information
about the vacant positions. In other words, candidates who are interested should
send their applications, which should include resumes, cover letters, and any
necessary supporting documents, according to the directions in the job
advertisement.

Furthermore, candidates must possess the qualities and qualifications required

by the State Treasury Unit to apply. Thus, candidates must characteristically
meet certain criteria and requirements. For example, a certain educational level,
experience, financial knowledge, analytical skills, integrity, and ethical
standards to be qualified for positions of State Treasury Officer.

2. Initial Screening
Personnel administrators conduct an initial screening of applicants received to
identify individuals who match the basic eligibility requirements stated in the
job posting. Additionally, this procedure consists of assessing educational
credentials, employment experience, and other relevant characteristics.

Personnel administrators focus on finding individuals who line with the basic
eligibility standards during the first screening process. Thus, candidates that fail
to meet the fundamental requirements may be rejected at this level. Besides, the
goal of this screening is to speed up the selection process by shortlisting
applicants who have the necessary skills and experience, ensuring that only
qualified applicants pass to the next stage such as written exams and interviews.

14
 Related to the case study, the minimum requirement for applying for State
Secretary Officer is to possess a diploma in a related field, such as finance,
accounting, economics, business administration, or a related field, which is
characteristically the minimum educational requirement. Other than that, a
degree or a professional certification in finance or accounting may be needed
for specific positions.

3. Written Examinations
Written tests are often used to examine a candidate’s knowledge, skills, and
talents. These tests’ content and format are intended to assess applicants’
abilities in certain areas linked to employment needs. The results of these
tests are used to shortlist individuals for further evaluation.

In addition, when making final selection of decisions, the results of the written
tests, together with other evaluation components, are considered. Thus,
candidates who score well in written tests are often shortlisted for additional
assessment phases, during which their talents, competences, and suitability for
the role are reviewed in greater depth. Overall, written tests play an important
part in the selection process for employment in Malaysian government agencies.

4. Interviews and Evaluations

Shortlisted candidates are invited to interviews and evaluations by a panel of
experts. Personnel administrators, field specialists, and representatives from the
relevant government agencies often make up these panels. The purpose of this
interview is to measure a candidate’s technical capabilities, critical thinking
skills, and knowledge of government regulations and processes. In other words,
to evaluate applicant’s skills, assessment methods may also include group
activities, presentations, or situational judgement examinations.

Furthermore, for positions of State Treasury Officer, the interviewer or panel of

experts will evaluate candidates who have good financial knowledge and a solid
understanding of economic management principles, accounting procedures,
budgeting, and financial analysis. Candidates should be well-versed in the rules,

15
 guidelines, and procedures relevant to the state government’s financial
operations.

Moreover, it is essential for candidates to have the capacity to evaluate financial

data, comprehend financial statements, and draw well-informed conclusions
from financial data. Thus, candidates should have good analytical skills to
evaluate financial risks, find cost-saving opportunities, and create plans to boost
the state’s financial resources.

5. Background Checks
Background checks are performed by government agencies to verify the
information given by candidates. It might include verifying qualifications for
education, examining job history, and obtaining character references. Besides,
security clearance or integrity screening processes may also be performed in
situations, particularly for positions containing sensitive information or duties.

6. Final Selection and Offer

Following the evaluations and background checks that have been completed,
the panel of evaluators recommends fitting applicants for final selection.
Candidates that align with the requirements and qualifications of being the State
Treasury Officer will be referred to the rightful authority within the government
agency that makes the selection choice. Thus, the position is then offered to the
chosen candidate, and discussions regarding employment terms such as
payment and benefits may occur.

16
6. ORIENTING AND TRAINING NEW EMPLOYEES

6.1 INTRODUCTION OF ORIENTING AND TRAINING NEW EMPLOYEES

Orienting and training new employees, also known as employee onboarding or

orientation, refers to the process of introducing and familiarising newly hired
individuals with their new workplace, job responsibilities, organisational, culture,
policies, and procedures. The goal of employee orientation is to help new hires feel
welcomed, informed, and prepared to perform their roles effectively within the
organisation.

6.2 PROCESS OF ORIENTING AND TRAINING NEW EMPLOYEES

1. Preparing for Orientation

The process of orienting new employees is preparing for orientation. Before the
new employees arrive, the agency needs to make necessary preparations. This
includes gathering all relevant materials, such as employee handbooks, policies,
and procedures, and preparing the workstations, equipment, and tools required
for the employees to perform their jobs.

Moreover, in referring to the agency that we have chosen to make as an example,

which is the state secretary’s office, the need to prepare for orienting new
employees are necessary. Due to the state secretary’s office having strict policies
and procedures, the respective HR personnel must gather all the information
regarding employee handbooks, policies, and procedures to prepare before the
orientation of the new employee. An excellence of preparation for the
orientation will result in a smooth and understandable of the policies and
procedures to the new employee.

2. Welcoming and Introductory

The other process is to be welcoming and introductory to the new employee.
Due to the first day of work, the new employees are welcomed by a designated
representative, such as a human resource (HR) manager or supervisor. As a
result, they provide a warm introduction to the agency’s culture, values, and

17
 mission. In other words, this stage aims to make the employees feel comfortable
and valued right from the beginning.

As an example, the HR Personnel of the State Secretary Office could also

include the welcoming and introduction in the orientation session. Besides, the
HR personnel could give the introduction regarding the State Secretary Office
culture, values, and mission to the new employee. Thus, it will make the new
employees aware and feel comfortable and valued right from the start.

3. Administrative Procedures
Continuing with the process of orienting and training new employees,
administrative procedures are also one of the importance in this process. The
new employees are guided through various administrative procedures, such as
completing paperwork related to employment contracts, tax forms, benefits
enrolment, and any other necessary documentation. Thus, this step ensures that
all necessary records are in place and that the employees understand their rights
and responsibilities.

One example of administrative procedures in the agency of the State Secretary

Office is such as tax forms. It is crucial for the agency HR personnel to guide
the new employee on how to manage all the tax forms to avoid further problems
in case there is an audit order from the government in future.

4. Provides Job-Specific Training

To also include, the agency provides job-specific training to new employees to
equip them with the skills and knowledge required to perform their roles
effectively. This training may include formal classroom sessions, on-the-job
training, mentoring programmes, or a combination of these approaches. In
addition, the focus is on imparting job specific skills, familiarising employees
with tools and processes, and ensuring they understand their responsibilities and
performance expectations.

In addition, setting the agency of the State Secretary Office as an example, the
HR personnel would need to provide job-specific training to either new or

18
 current employees should the agency instruct. These happen because the agency
wants the employee to fully understand their responsibilities and performance
expected by the agency. It is one of the steps to make the State Secretary Office
become more efficient. Hence, the employee would show more productivity
once they have undergone the job-specific training.

5. Overview of the Agency’s Policies, Procedures, and Practices.

The new employees are given an overview of the agency’s policies, procedures,
and practices. This includes information on employee benefits, leave policies,
performance evaluation processes, code of conduct, safety regulations, and any
other relevant policies specific to the agency. It helps the employees understand
the rules and guidelines they need to adhere to during their employment.

As an example, Ahmad joins a government agency in Malaysia and his

responsibilities for public procurement. During orientation, he introduces the
agency’s vision of ensuring transparency, fairness, and accountability in
procurement processes. In other words, they are provided with a comprehensive
procurement manual that covers guidelines for conducting tenders, evaluation
criteria, and contract management.

6. Access to the Necessary Resources

During the orientation and training process, the agency ensures that new
employees have access to the necessary resources, such as computer systems,
software, training materials, and support from supervisors or mentors. They may
also receive information about additional learning opportunities, professional
development programmes, and support services available within the agency.

As example, Ahmad is hired as a marketing executive for a government agency

in Malaysia. During the orientation and training process, the organisation
ensures that the employee has access to the necessary resources. This includes
physical resources which is he is provided with a designated workspace that
includes a desk, chair, computer, and other necessary office equipment. Besides,
they are also given a company-issued laptop, phone, and access to printing
facilities. Office supplies such as notepads, pens, and other stationery are readily

19
 available for their use. In addition, he should be provided also an informational
resource in which is the employee is given a comprehensive employee
handbook that covers company policies, code of conduct, and guidelines for
marketing activities. He is provided with access to the organisation’s intranet,
where he can find marketing resources, templates, and relevant documents. In
other words, he also receives training materials and access to online marketing
courses to enhance their skills.

By following this process, the agency can effectively orient and train new
employees, setting them up for success in their roles and fostering a positive
work environment. Hence, continuous learning and development opportunities
beyond the initial orientation phase are also crucial to support the growth and
long-term success of employees within the agency.

6.3 IMPORTANCE OF ORIENTING AND TRAINING NEW EMPLOYEES

1. Help New Employees Transition Smoothly into Their Roles and the
Organisational Culture
Orientation and training programmes help new employees transition smoothly
into their roles and the organisational culture. They receive essential
information about the organisation’s values, mission, policies, and procedures,
which enables them to understand their role within the organisation and
establish connections with colleagues.

For example, Ahmad is hired in a government agency and on his first day, he is
warmly welcomed by the HR department and introduced to his team leader, who
serves as his main point of contact throughout the onboarding process. The new
employee is provided with an employee handbook that outlines the
organisation’s policies, code of conduct, and benefits. Other than that, the new
employee is given a tour of the office, introducing him to various departments,
facilities, and communal areas. Besides, his team leader conducts an initial
meeting to discuss his role, job expectations, and specific projects he will be

20
 working on. He is given access to the organisation’s project management
system, code repositories, and communication tools. He is also provided with a
personalised training plan that outlines the technical skills he needs to develop,
along with recommended resources and learning materials. To ensure a smooth
transition, Ahmad is assigned a mentor, an experienced software developer, who
provides guidance, answers his questions, and helps him navigate the
organisation’s development processes. Hence, the mentor offers regular check-
ins to assess his progress and provide constructive feedback.

This demonstrates a smooth transition for a new employee in any agency in

Malaysia, where the agency emphasises comprehensive orientation, job-
specific training, mentorship, and ongoing professional development.

2. Reduce and Save Cost

Investing in comprehensive orientation and training programmes can reduce as
well as save cost eventually. Well-trained employees are less likely to make
mistakes or require constant supervision, reducing the risk of errors, accidents,
or rework. Effective training also helps employees understand safety protocols,
compliance requirements, and legal regulations, minimising legal liabilities and
potential fines.

For example, the State Secretary Office is aiming to be a more efficient and
profitable agency in the future. The aim could be achieved by investing in the
right comprehensive orientation and training programmes that suit the
employees. If the correct methods and programmes are given, the well-trained
employees would be less likely to make mistakes or require constant
supervision in the times to come. Other than that, it also will reduce the risk of
errors, accidents or rework coming from the employees thus suits the aim of the
State Secretary Office which is to be a more efficient and profitable agency in
times ahead.

21
7. COMMUNICATING (INTERVIEW, COUNSELLING, AND DISCIPLINE)

7.1 DEFINITION OF COMMUNICATION

Communication can be defined as a process of exchanging information between

individuals through a system in the form of symbols, signs, or common behaviour. As
we know, communication is the main key in the personnel management system. In
addition, there are several types of communication that can be implemented such as
verbal, non-verbal, visual, and written communication. Therefore, for personnel
management there are several stages that are reinforced in communication such as
interviews, counselling, and disciplinary action.

7.2 COMMUNICATING THROUGH INTERVIEW

As stated above, in the Malaysian Government agency there is only one type of
method used in the interview session which is:

1. Panel Interview
A panel interview is a form of group of people who ask questions to candidates.
These panels often come from different perspectives within an organisation,
such as Human Resources and sometimes from employees on the team.
Therefore, through the interview conducted, the candidate must wait within the
given period until the results come out.

7.3 METHODS OF CONDUCTING AN INTERVIEW

1. Candidate Self-Introduction
The candidate and the panel should greet each other politely to show them
respect and will help the candidate and the panel feel more confident and
comfortable during the interview. In addition, candidates need to introduce
themselves, the purpose of attending the interview and the position they are
applying for. This is the first impression the candidate will make to the officer.
Therefore, candidates need to attend the interview with proper etiquette and turn
off their mobile phones.

22
2. Set the Stage
Set the tone by letting the candidate know what to expect for the next half hour
or so. Officers will also be observed by higher authorities. The officer’s
behaviour will therefore set the tone for the interview. If the officer is seen as
too relaxed, the applicant will likely be less concerned about the interview.
Meanwhile, if it is too serious, it will likely make the candidate uncomfortable
and nervous. In both these cases, the officers are unlikely to bring out the best
in the individual. Therefore, when the interview takes place, the manner and
behaviour during the interview must also reflect their business image and
values.

3. Review the Job

Panellists need to state what the position entails in more detail than outlined in
the job posting, so candidates can make sure the job is a good fit for them.
Panellists therefore need to inform candidates of their core duties and
responsibilities, and any work conditions that are likely to affect them.

4. Start with General Questions to Candidates

The panellists need to prepare and start asking some questions about the
candidate’s background and interest in the position applied for. Other than that,
the panellists need to ask the candidate to tell the panellists how they see
themselves in relation to the job and what the candidate can contribute to the
organisation.

5. Check the Applicant’s Resume

The panellists must ask candidates about specific positions on their resume that
are closely related to the position the candidate is applying for. Besides, the
panellists asked candidates about their job details, responsibilities,
achievements, and the pressures they faced. Other than that, the panellists also
asked about any inconsistencies or gaps in employment or education, as there
may be things that the candidate could have explained more easily.

23
6. Ask Some Consistent Questions to the Candidate
The panellists use a set of specific questions to all candidates. This will help the
officer to compare several candidates and find the candidate who fits the skills
and abilities or most closely matches what they are looking for in the
organisation.

7. Diversify Questions to Candidates

The variety of questions to candidates is important for officers to ask questions
about specific skills related to the duties and responsibilities of the position.
This will help the officer reveal the strengths and weaknesses of the candidate.
Besides, officers should also ask open-ended questions to candidates during the
interview such as “What was the most difficult challenge in your last job?”.

8. Candidates Are Given the Opportunity to Ask Questions

With the candidate’s confidence to answer the questions thrown at the officer
during the interview, it means knowing all aspects of the position and getting an
explanation of the organisation’s expectations, in addition to listing the benefits
of working for a State Government organisation. Other than that, candidates
should be given the opportunity to answer the officer’s questions and ask their
own questions to determine whether the position and the organisation are
suitable for the candidate. Thus, their questions can help the officer to assess
whether the candidate is adequately prepared for the interview and is really
interested in the job applied for. This effective strategy is the 80/20 rules, which
means that the officer does 80 percent of listening while 20 percent of talking.

9. Provide a Timeline to the Candidate

The panellists should always give an estimate of the period to the candidate until
the final selection will be made. It also prepares an indication of when the
candidate is likely to expect feedback from the officer regarding the final
decision or next procedural step in the recruitment process.

24
7.4 COMMUNICATING THROUGH COUNSELLING AND DISCIPLINARY
ACTION

The counselling session conducted by the organisation is a meeting between the

Head of Department and the officer who is likely to focus on a particular situation. This
counselling process is initiated and implemented at the departmental level by top
management such as the Head of Department and it is not disciplined. Other than that,
it is one of the face-to-face communications between the Head of Department and the
officer that is done in private and aims to have constructive goals and to give feedback
to the officer concerned to improve the problem.

There are examples of behaviour that require the Head of Department to act
such as:

1. Unauthorised Absence
This behaviour may result in disciplinary action against the officer. If the officer
is absent for 7 days without notification or notice, the Head of Department has
the right to send a return order to the officer by hand or via Registered Post
Receipt (AR Registered) to the latest known address.

The Head of Department also needs to track the officer’s location by calling,
visiting the officer’s home, checking the latest status such as address, status
check with the National Registration Department, recording entry and exit from
the country with the Malaysian Immigration Department or by searching for
prisoners with the Malaysian Prisons Department.

Other than that, if the letter has been received by the officer, the Head of
Department needs to report to PBTT to take disciplinary action even if the
officer continues to work or not. Besides, if the letter is not received by the
officer, the Head of Department also needs to report to PBTT who has the
authority to fire or demote the officer. PBTT will issue a notice to return to work
if the officer comes to work within 7 days after the notice, PBTT will take
normal disciplinary action against the officer. On the other hands, if still not
coming to work, the officer will be fired from the date of their absence.

25
8. APPRAISING PERFORMANCE

The implementation of the Malaysian Remuneration System includes the

introduction of Competency Level Assessment in the public service. The Malaysian
Remuneration System has also made respective improvements in the New Remuneration
System such as the modification of the performance evaluation system and the Excellent
Service Award, increased career advancement opportunities, modification of the salary and
allowance structure and improvement of service conditions. This aims to produce
knowledgeable workers who can improve the ability and competitiveness of public services
and are able to meet the growing expectations of customers.

Other than that, improvements to the existing evaluation system have also been
implemented through Service Circular Letter Number 2 of 2009 on Strengthening the
Management of the Public Service Officer Performance Evaluation System. This
strengthening includes improving the flow of performance evaluation management
processes, achievement reports in Annual Work Targets, evaluation guides for aspects of
activities and contributions outside of official duties, officer performance achievement
categories and explanations for awarding scores of 85 percent and above.

8.1 INTRODUCTION TO COMPETENCY LEVEL ASSESSMENT

The Competency Level Assessment aims to promote the self-development of

public service members through continuous learning, improve the organisational
culture of learning and implement competency-based human resource management.
Competency Level Assessment is a method to determine the annual salary movement
and career progression of public service members.

Besides, evaluation of Competency Level is conducted through exams and/or

courses that analyse the level of achievement of public service members in performing
their duties. The Head of Service or Head of Department shall formulate the
examination measures and course curriculum for the purpose of Competency Level
Assessment based on the duties and roles of the position.

26
8.2 PERFORMANCE EVALUATION SYSTEM

To further strengthen the implementation of the Performance Evaluation

System, aspects, and evaluation criteria, weighting of performance scores, format and
content of the Annual Performance Evaluation Report and Annual Work Target form
have been improved. In addition, to facilitate performance monitoring and evaluation,
the Annual Work Target form is combined with the Annual Performance Evaluation
Report. Other than that, the Human Resource Development Panel was established to
replace the Performance Appraisal and Salary Movement Coordination Panel. The role
and function of the Human Resource Development Panel is expanded to include the
coordination of performance evaluation and human resource development.

Besides, certain services at the Federal or State level such as Education

Services, Research and Development Services, Medical and Health Services, Talent and
Art Services are allowed to make modifications to the components of the new
Performance Evaluation System in line with the roles and duties of their respective
service subject to the approval of the Director General Malaysian Civil Service.

8.3 BASIC PRINCIPLES AND MAIN PURPOSE OF THE PERFORMANCE

APPRAISAL SYSTEM

The Public Service Performance Evaluation System was enacted based on two
(2) basic principles as follows:

i. Fair and transparent evaluation based on Key Performance Indicators (KPI)/

work results/ output/ impact where appropriate as well as related behaviour
in performing duties and responsibilities.
ii. Encourage positive competition in improving quality and productivity
towards the achievement of organisational objectives.

27
 In accordance with the principal above, the main purpose of this Performance
Evaluation System is to:

i. Enables officer performance to be evaluated more systematically and

objectively.
ii. Enable the Head of Service to conduct performance evaluation according to the
suitability of the service scheme or field of work.
iii. Enables performance appraisals to be used in various human resource
management functions such as career advancement, salary movements,
incentives, placement, and training.
iv. Giving recognition (reward) to officers who show exceptional excellence in
their entrusted duties as well as being active in involvement and contributions
outside of their official duties.
v. Increase the involvement and commitment of all levels of supervisory officers
in the performance evaluation process.
vi. Allowing actions to be taken for the purpose of improving and improving the
performance of officers.
vii. Acting (punishment) against low-performing officers through an exit policy.

In line with the Government’s desire and determination to recognise and

appreciate (reward) the contribution of high-performing officers and take strict action
(punishment) against low-performing officers, the officer’s performance level and its
implications.

28
8.4 CHARACTERISTICS OF THE PERFORMANCE EVALUATION SYSTEM

This Performance Evaluation System considers changes and developments in

the public service as well as the need to improve the existing performance evaluation
system. Therefore, the new Performance Evaluation System was formulated based on
the following characteristics:

i. Division of evaluation items based on three (3) dimensions namely Core,

Functional and Contribution.
ii. Creation of flexible Functional Dimension according to the requirements of the
position/ field or work/ service scheme, respectively.
iii. The use of multi-rate evaluation methods for officers in Grades 1-6 and above
(extension to other grades will be considered as appropriate).
iv. Determination of weighting of different marks based on the role of each group
of officers.
v. Strengthening the evaluation scale and Performance Achievement Category for
evaluation results as well as fair and transparent scoring method.
vi. Evaluation based on Key Performance Indicators (KPIs) or Annual Work
Targets (SKT).
vii. Implementation of mid-year review of targets or performance indicators that
have been set.
viii. Appreciation for the generation of creative or innovative ideas to achieve the
organisation’s vision, mission, and objectives.
ix. Recognition for activities and contributions outside of official duties for the Top
Management Group.
x. Use of six (6) types of Annual Performance Evaluation Report (LNPT) forms
according to officer groups.

29
8.5 KEY PERFORMANCE INDICATORS (KPIs)

Key Performance Indicators (KPIs) for officers at the level of Key Positions and
Special Grade Positions are performance measurements based on individual
achievements that are assessed in line with the organisation’s KPI planning. The
measured KPIs are initiatives and programmes that are joint responsibilities and
specific responsibilities at the department or division level with a weighting of 40
percent for Main Position officers and 50 percent for Special Grade Position officers.
In addition, the KPIs planned at the beginning of the year must be certified by the
evaluation officer while the achievement of the KPIs must be evaluated by the relevant
evaluation officer before being certified to the Human Resource Development Panel
(HPPM).

Division/ branches/ units that manage strategic planning or department KPIs

must regiment and align all core business and non-core service delivery objectives of
the department as well as key performance indicators at the department level from
various measurement sources such as performance measurement based on budgets,
KPIs and strategic plans department to division/ branches/ units. It is important to
enable team or individual level work production targets to be made in a directed manner
and be able to contribute to the department’s service delivery objectives.

Performance indicators refer to quantity, quality, time, and cost. Each activity
or project set must have at least one (1) performance indicator. Among the performance
indicators that can be used are as follows:

i. Number.
ii. Duration on target time.
iii. The total cost of a project.
iv. Percentage.
v. Average.
vi. Standards as set in a project application.

30
 Key performance indicators for a team or individual are developed based on the
following principles:

i. Key Performance Indicators (KPI) should measure efficiency or effectiveness

of work results.
ii. Measurement of output such as number or quantity is allowed but not
encouraged since it cannot clearly measure the value or quality of the production
of a task or activity conducted.
iii. There is no limit on Key Performance Indicators but preferably no more than
three (3) Key Performance Indicators for each service delivery objective.

Among the reference sources that can be used to set the department’s service
delivery objectives, Key Performance Indicators and Annual Target Values are as
follows:

i. National level plans or plans.

ii. Mission, vision, and function of the department.
iii. Department or service strategic plan.
iv. Business operation plan.
v. Outcome Based Budgeting (OBB).
vi. Dimensions of the Purpose of Position Creation and Accountability in Job
Description.
vii. Charter.
viii. Standard operating procedures.
ix. Discussion between the First Assessing Officer and the Assessed Officer.

Each Key Performance Indicator should be assigned to a team or officer position

based on the accountability set out in the Job Description (JD). Besides, each Key
Performance Indicator must have a measurement unit and a target value to be achieved
within one (1) year or a minimum of six (6) months for evaluation year.

31
8.6 HEAD OF DEPARTMENT

The Head of Department has the role of mobilising the resources under their
control. For example, human resources, finance, equipment, and technology optimally
to achieve the organisation’s objectives. Therefore, each Head of Department must
ensure that the performance evaluation of the officers under their responsibility is
prepared according to the prescribed procedures.

In accordance with the purpose of the Performance Evaluation System, the Head
of Department is responsible for:

i. Determining the direction, goals, and targets of the organisation’s work.

ii. Ensure an effective work system to achieve the set Annual Work Targets (SKT).
iii. Obtaining commitment from all levels of employees through participatory
management style.
iv. Emphasising the career development of officers.

The Head of Department must ensure that the preparation of Annual Work
Targets (SKT) is conducted based on the guidelines provided. Based on the above
responsibilities, the Head of Department has the role of:

i. Drafting the Annual Work Plan of the department/ division/ branch/ unit
together with the Head of Department and branch/ unit.
ii. Set performance indicators for each departmental activity or project that will be
used as the basis of work achievement for all divisions/ branches/ units. The
performance indicators set should be reasonable, achievable, and measurable.
iii. Organise a system of coordination, monitoring, and review to ensure that the
work conducted by the head of division, and the head of branch/ unit follows
the set schedule.

32
8.7 GUIDE TO EFFECTIVE ASSESSMENT

Performance appraisal is an important part of the personnel management system

used to measure the performance of the Appraised Officer (PYD). On the other hand,
if the performance evaluation of an officer is not managed systematically, it can have a
negative effect on the performance of the officer concerned. The following is a guide
to assessment officers in making an effective assessment:

i. Monitoring and evaluation of Appraised Officer (PYD) performance is

conducted continuously throughout the year and not seasonally.
ii. Appraisal officers do not use performance appraisal as an instrument to pressure
or threaten PYD.
iii. The First Appraisal Officer (PPP) needs to discuss the PYD’s performance and
get the PYD’s feedback. Performance appraisal should be used as a mechanism
to improve the motivation and performance of employees.

This guide should be used as a reference source that can help prepare the Annual
Performance Evaluation Report (LNPT). The role, responsibility and commitment of
the assessment officer, the Human Resource Development Panel (HPPM), and the Head
of Department are especially important. The Annual Performance Evaluation Report
(LNPT) prepared in an orderly, thorough, and objective manner will be one of the main
types of feedback to management to implement efficient and effective human resource
management in their respective organisations. Other than that, the Head of Department
is responsible for determining that this guidance is fully followed in managing the
performance evaluation of officers to ensure that the Performance Evaluation System
is implemented objectively, fairly, and transparently.

33
8.8 EXCELLENT SERVICE AWARD (APC)

Excellent Service Award or Anugerah Perkhidmatan Cemerlang (APC) is the

government’s appreciation to public service officers who have provided excellent
service in addition to recognition of high-quality service based on the officer’s annual
performance. In addition, the method of awarding APC is no longer linked to member
salary movements. The new policy and method of APC implementation is through the
Public Administration Progress Circular. The purpose of awards given to public service
officers is to:

i. Give recognition to exceptional excellence in official duty activities and outside

of official duties.
ii. Giving recognition to the results of the employee’s creativity and innovation
contributions.
iii. Give encouragement to get involved in voluntary activities, community, sports,
culture and so forth.
iv. Increase motivation to cultivate excellence in various fields of official duties as
well as outside official duties.

To ensure that the method of handling and evaluating these activities and
contributions can be implemented effectively, the Head of Department must ensure that
the matters stated in the Service Circular are complied with.

34
8.9 PROMOTION (PROMOTION RULES AND PRINCIPLES)

Promotion means a substantive increase from one (1) grade to a higher grade in
the same service and service scheme with the approval of the Promotion Board.
Permanent positions that can be filled for promotion purposes must meet the following
criteria:

i. Positions designated by the service scheme.

ii. Positions created either through Budget Management (ABM) or employment
warrants.
iii. Positions that are vacant due to the incumbent being promoted, permanently
transferred, retired, deceased, resigned, dismissed, terminated, or appointed to
another service scheme.
iv. Positions whose service scheme does not require vacancies include the Research
Officer and Higher Education Service Officer service schemes.

In addition to permanent positions that are vacant, positions that are

operationally vacant due to incumbents on loan, temporary exchange, acting, full paid
leave, half paid leave and unpaid leave cannot be filled for the purpose of promotion.
Other than that, temporary positions, open positions, group positions and training
reserve positions cannot be used for promotion purposes. Thus, consideration of an
officer’s promotion is based on merit. In considering the merit of an officer for
promotion, the Promotion Board shall consider:

i. Efficiency and work performance of officers.

ii. Qualifications, knowledge, skills, and experience of officers.
iii. Personal qualities, including suitability for the promoted position, integrity,
potential and leadership of the officer.
iv. External activities and contributions of officers to society and the country.
v. The abilities and potential of officers with promotion positions are assessed
through other methods such as interviews, examinations, or
research.

35
 vi. Special evaluation criteria related to the field of work such as excellence or
research.
vii. Good personality and behaviour and the ability to create harmonious
relationships with all parties.
viii. Suitability and acceptance of Head of Department or Head of Service.

However, an officer can only be considered for promotion if the officer has
complied with all the requirements specified in their service scheme and if there is a
vacancy in the promotion post, unless the service scheme provides otherwise.

36
9. MANAGING WAGES AND SALARIES

The terms wage and salary are often used interchangeably. Although both describe
the same thing as an employee’s wages, the way employers calculate and schedule the
payment is different. Other than that, salaried workers usually earn a certain amount
throughout the year, while salaried workers earn by the hour or by the piece or work.

Furthermore, the main difference between a salary and a wage is that a salary is
paid in regular increments throughout the year, and the salary varies depending on the time
or amount a person works. In other words, the salary is an agreed amount each year and
includes holiday and sick day benefits. Meanwhile, wages are tailored to employers in
certain circumstances, often those who employ employees with more inconsistent
schedules. One of the examples from the agency we chose to use is the Office of the
Secretary of the State Government, salaries will be offered to permanent employees and on
the other hand salaries will be offered to contract employees. Normally agencies will offer
wages to new and contract employees who will work at an hourly rate. Besides, if the
Secretary of State’s Office decides to include employees in a permanent role, then the
agency will offer a range of salaries depending on the grade level.

9.1 DEFINITION OF WAGES

Wages refer to the amount of money paid by employers to their employees by

the hour or day. Wages are fixed rates, so individuals normally receive their wages to
reflect the hours or days they work during the week. For example, a contract employee
who works in the State Secretary’s office for 40 hours in a working week may earn
RM10.00 / hour. After 40 hours a week, they will receive a salary that shows a gross
salary of RM400.00 (40 hours x RM10.00). Meanwhile, if the employee works 20 hours
instead, their salary will equal RM200.00 (20 hours x RM10.00) at the end of the work
week.

For agencies that may need full-time employees but operate on a salaried basis,
agencies can convert salaried to hourly wages. As an example, consider the office of
the State Secretary who wants to employ a chief administrator at an hourly rate, which
would be equivalent to RM65,000.00 per year on a full-time schedule.

37
 Meanwhile, the agency can divide the expected salary by the number of weeks
in a year (52 weeks) and 40 hours in a work week. In addition, the salary of the chief
administrator will be equal to RM31.25 per hour. Other than that, the total income of
the administrator is now variable, depending on how many hours they work.

9.1.1 TYPES OF WAGE

1. Time Rate
A time rate means that employees will be paid for the time they work, normally
calculated hourly or per day. Besides, the total number of hours or days they
work is what their salary will reflect. In certain organisations, contract or part-
time employees often use a time rate.

2. Piece Rate
A piece rate is when an organisation pays employees for each piece of work
they complete, regardless of how long it takes. Other than that, piece-rate
employees agree on a rate for each part, task, or project. Piece rate is popular
for consultants, contractors, and freelancers who work on projects and
assignments rather than working in-house.

9.2 DEFINITION OF SALARIES

Salary is the total salary for one (1) year of employment. It is normally agreed
in a job interview between the employer and employee. In other words, it is paid in
stages over the year. Employers usually pay salaries monthly, bi-monthly, or weekly.
As an example, the salary of a state government secretary might be RM124,788.00 a
year. Meanwhile, if the agency pays their salary monthly, state government secretaries
are paid 1/12th of their salary every month. This means that the state secretary will
receive a salary of RM10,399.00 per month.

The salary is a fixed rate and will not change from month to month. When
looking for a job, if the salary amount is for the annual amount every year, it is likely a
salaried position. As the salary covers the entire year, it also includes holidays.

38
Meanwhile, salaried employees have a set number of paid vacation and sick leave to
take throughout the year while still earning consistent pay increases.

9.2.1 TYPES OF SALARY

1. Base Salary
A base salary, or basic salary, is a salary agreed upon by both parties that does
not change over time. In other words, it has a frequency of payment decided by
the employer, which is normally paid monthly.

2. Variable Salary
A variable salary is an annual payment that can change depending on the
employee’s performance which usually includes a base salary that is agreed
upon between the two parties. However, there are targets and incentives that, if
met by the employee, can increase the overall salary.

39
10. CONCLUSION

In general, the personnel administration process that is carried out is one of the main
keys in achieving the goals, vision and mission of an agency or organisation. The goal,
vision and mission applied in agencies or organisations is to be more efficient and effective
in providing services to the country, especially the people. Therefore, in order to ensure that
the personnel administration process implemented by the agency must run smoothly and
ensure that the steps are in the right condition to achieve the goal.

Quoting from the source, “Personnel management is concerned with ensuring that
the organisation’s human resources are used efficiently and effectively so that employees
are motivated, engaged and satisfied with their jobs. It is an important matter for success
in an organisation, especially in government organisations where resource management is
human beings must be excellent and essential to provide public services”. Therefore, by
going through the personnel administration process implemented in government sector, it
is vital to recognise that the key to success in an organisation is to ensure that human
resources are used in an efficient, systematic, and effective manner.

In summary, through the points given in this report, work analysis by human
resources personnel is important to ensure and assist in the fair, systematic, and effective
distribution of tasks between departments or in the adjustment of salaries if necessary. In
other words, this is one of the personnel administration processes implemented in
government agencies.

40
REFERENCES
(WEBSITE AND JOURNAL)

Citing a website

Adam Hayes. Investopedia.com. (2023, March 28). Human Resource Planning (HRP)
Meaning, Process, and Examples.
https://www.investopedia.com/terms/h/human-resource-
planning.asp#:~:text=Human%20resources%20planning%20ensures%20the,s
upply%2C%20and%20supporting%20organizational%20goals

Bahagian Pengurusan Prestasi dan Peningkatan Kerjaya. Jabatan Pengurusan Sumber

Manusia Pejabat Pendaftar, Universiti Teknologi MARA. (2013, January 23). Manual
Penyediaan Laporan Nilaian Prestasi Tahunan (LNPT) bagi Staf UiTM.
https://aplikasi.uitm.edu.my/Portal_I-
Staf/skrin/borang/MANUAL_LNPT_EDT_2014.pdf

Indeed Editorial Team. Indeed. (2023, March 10). Personnel management: Definition,
types, and benefits in the … - indeed. Personnel Management: Definition, Types and
Benefits in the Workplace.
https://www.indeed.com/career-advice/career-development/personnel-
management-types

Indeed Editorial Team. Indeed. (2023, March 11). The Importance of Job Analysis (And
How to Perform One). Job Analysis: Definition, Importance of a Job Analysis, How to
Complete a Job Analysis.
https://www.indeed.com/career-advice/career-development/importance-of-job-
analysis

Indeed Editorial Team. Indeed. (2022, September 30). Methods of Job Analysis (With
Definition, Benefits and Uses). Methods of Job Analysis: Definition, Benefits, Uses.
https://www.indeed.com/career-advice/career-development/methods-of-job-
analysis

41
Indeed Editorial Team. Indeed. (2023, May 7). Salary vs Wage: What’s the Difference?
- Indeed. Salary vs Wage: What’s the Difference?
https://au.indeed.com/career-advice/pay-salary/salary-vs-wage

Indeed Editorial Team. Indeed. (2022, September 5). Training And Development
Process: Definition and Steps. Training And Development Process: Definition and
Steps.
https://in.indeed.com/career-advice/career-development/training-and-
development-process

Indeed Editorial Team. Indeed. (2023, March 10). 7 Types of Job Interviews (Plus How
to Prepare and Tips). 7 Types of Job Interviews (Plus How to Prepare and Tips).
https://www.indeed.com/career-advice/interviewing/types-of-job-interview

Jabatan Perkhidmatan Awam. Portal Rasmi Jabatan Perkhidmatan Awam. (2023).

Tujuan & Prinsip Utama Dalam Melaksanakan Penilaian Prestasi.
https://www.jpa.gov.my/default-home/50-soalan-
lazim/perkhidmatan/prestasi/143-tujuan-prinsip-utama-dalam-melaksanakan-
penilaian-prestasi

Jabatan Perkhidmatan Awam. Portal Rasmi Jabatan Perkhidmatan Awam. (2022).

Pekeliling Perkhidmatan Sumber Manusia – Tatakelakuan dan Pengurusan Tatatertib
Pegawai Awam.
https://docs.jpa.gov.my/docs/myppsm/PPSM/UP/Tatakelakuan-dan-
Pengurusan-Tatatertib-Pegawai-Awam/

Jayla Cosentino. Academy to Innovate HR. (2022, August 10). Disciplinary Action at
Work: All HR Needs to Know. Disciplinary Action at Work: All HR Needs to Know.
https://www.aihr.com/blog/disciplinary-action/

42
Kerajaan Negeri Kelantan. Portal Rasmi Kerajaan Negeri Kelantan. (2023).
Pelaksanaan Sistem Saraan Malaysia bagi Anggota Perkhidmatan Awam Negeri.
https://www.kelantan.gov.my/index.php/kerajaan-negeri/dasar-dasar-
kerajaan/pekeliling/pekeliling-pekhidmatan-negeri/2001-2010/2002/379-
pekeliling-perkhidmatan-negeri-bilangan-9-tahun-2002-1/file

MBA Skool Team. MBA Skool. (2020, May 15). Critical Incident Method - Meaning,
Importance, Steps & Example. Concepts Human Resources (HR): Critical Incident
Method - Meaning, Importance, Steps & Example.
https://www.mbaskool.com/business-concepts/human-resources-hr-
terms/15250-critical-incident-method.html

Management Study Guide. (2023). Staffing Function: Employee Selection Process.

Staffing Function: Employee Selection Process.
https://www.managementstudyguide.com/employee-selection-process.htm

Public Service Department. Official Portal Public Service Department. (2023).

Performance.
https://www.jpa.gov.my/en/faq-sm/services/performance

Ida Nadirah Ibrahim. Selangor Journal. (2022, July 27). First Selangor Plan to support
state in contributing 30 pct to GDP by 2025 – MB.
https://www.semakan.my/deskripsi-tugas-pembantu-tadbir-kewangan-gred-
w19/

Semakan.My. (2023). Deskripsi Tugas Pembantu Tadbir Kewangan Gred W19.

https://www.semakan.my/deskripsi-tugas-pembantu-tadbir-kewangan-gred-
w19/

Stony Brook University. (2023). Counseling. Counseling.

https://www.stonybrook.edu/employee-labor-relations/counseling/

43
Tayla N. Bauer and Berrin Erdogan. (2011). Research Gate. Chapter 2 – Organizational
Socialization: The Effective Onboarding of New Employees.
https://www.researchgate.net/publication/285000696_Organizational_socializa
tion_The_effective_onboarding_of_new_employees

Whatishumanresource.com. Human Resource. (2023). Employee Selection - Purpose

of selection process. Employee Selection - Purpose of Selection Process.
https://www.whatishumanresource.com/employee-selection

QuickBooks Blog. Sathish AR. (2019, June 29). 4 Types of Employee Training and
Development Programs. 4 Types of Employee Training and Development Programs.
https://quickbooks.intuit.com/in/resources/manage-employees/employee-
training-and-development-programs/

Will Kenton. Investopedia. (2022, December 19). Demand For Labor: Definition,
Factors, and Role in Economy. Demand For Labor: Definition, Factors, and Role in
Economy.
https://www.investopedia.com/terms/d/demand_for_labor.asp

Zahid Khan. (2023). Business Studies Notes. Methods of Collecting Job Analysis
Information.
https://businessstudiesnotes.com/methods-of-collecting-job-analysis-
information/

Zarif. (n.d.). Portal Rasmi Pejabat Perbendaharaan Negeri Terengganu. Fungsi &
Peranan.
http://perbendaharaan.terengganu.gov.my/index.php/ms/info-korporat/fungsi-
unit

44
Citing a Journal

Daisy Mui Hung Kee, Kok Yeow Chong. (2019). Conference Proceeding. Job
Satisfaction of Police Officers in Penang. EPSBS Volume 65.
https://www.europeanproceedings.com/article/10.15405/epsbs.2019.08.16

JPA, Jabatan Perkhidmatan Awam. (2023). Lampiran A2 – Panduan Pelaksanaan

Sistem Penilaian Prestasi Pegawai Perkhidmatan Awam Malaysia.
https://docs.jpa.gov.my/docs/pekeliling/pp02/bil04/Lampiran-A2.pdf

Patrick Brima Kapuwa. (2016). Research Journal of Social Science and Management.
Human Resource Management Practices in the Private and Public Sectors of Sierra
Leone: A Focus on Employee Job Performance, 1–15.

Robert L. Mathis, John H. Jackson, Sean R. Valentine, Patricia Meglich. Business &
Economics. (2016). Human Resource Management.
https://books.google.com.my/books?id=-
ihBCgAAQBAJ&printsec=frontcover&source=gbs_ge_summary_r
&cad=0#v=onepage&q&f=false

Unit Perkhidmatan Bahagian Pengurusan Sumber Manusia. Jabatan Pendaftar

Universiti Sains Malaysia. (2003). Sistem Penilaian Prestasi Sistem Saraan Malaysia
– Universiti Sains Malaysia.
https://www.yumpu.com/id/document/read/36876169/panduan-sistem-
laporan-penilaian-prestasi-usm-jabatan-pendaftar

45