...Firms in Malaysia With the development of Economy around Malaysia develop fast, Malaysia found that many countries categorized as new power. In order to improve the economy in Malaysia like these countries, a research came out to analyze HRM in Malaysia( Osman et al.,2011). Osman et al.’s research aim to examine HR practices among firms in Malaysia by provide HRM history and current HR practices in Malaysia ,examine the trend of HRM practices among Malaysia firms and try to find out the relationship between HRM practices and firm performance in Malaysia. However, although the research is effective to help finding out the link between business and HRM, there are some limitations in this research. These limitation are identified in the definition of HRM, research design, result and result discussion. This paper will identify these limitations and analyze the disadvantages using in this research, then evaluate the limitations. The first limitation in this research is the definition of the HRM. As the research mentioned in the history of Malaysia and current HR practices in Malaysia, the author outlined the time when Malaysia organizations began to use human resource practices, how many HR practices were find, about 11,585,000 people were employed in 2009 and Malaysia suffered a 3% deficit in 2009 because of the world economic crisis( Osman et al.,2011). However, the definition of HRM are not clear, three parts of HRM were included in 2009 which are training and development, performance...
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...Human Resources (HR) that will help firms face the challenges of business globalization. Capital can be generated. So can technology. But the HR required to propel an organization through the coming challenges must be rightly and appropriately encouraged and motivated. Significantly, these days careful management of this important resource calls for a strategic focus on Human Resource Management (HRM) in the organization. Previous research on HRM widely accepted that employees create an important source of competitive advantage for firms (Barney, 1991; Pfeffer 1994). As a result, it is important that a firm adopt HRM practices that make best use of its employees. This trend has led to increased interest in the impact of HRM on organizational performance, and a number of studies have found a positive relationship between so-called “high-performance work practices” (Huselid, 1995) and different measures of company performance. Furthermore, there is some empirical support for the hypothesis that firms, which align their HRM practices with their business strategy, will achieve superior outcomes (Bae & Lawler, 1999). However, a review of the literature indicates a serious lack of large-sample empirical studies designed to investigate whether extensive use of “high-performance” HRM practices and a good alignment between HRM and firm strategy have positive effects on the performance of multinational companies located in developing countries in Asia, except Malaysia. Moreover, research...
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...................................................................................... 1 THE STANDARDS ~ AT A GLANCE ................................................................................................... 2 THE FIVE DIMENSIONS ..................................................................................................................... 3 THE THREE LEVELS OF HR PROFESSIONALS ............................................................................... 4 HR COMPETENCIES .......................................................................................................................... 6 HR CORE COMPETENCIES ............................................................................................................... 7 HR FUNCTIONAL COMPETENCIES .................................................................................................. 8 HR COMPETENCIES FRAMEWORK.................................................................................................. 9 HR COMPETENCY LEVELS ACCORDING TO DIMENSIONS......................................................... 10 HR BODY OF KNOWLEDGE............................................................................................................. 19 CONCLUSION ................................................................................................................................ 21 BIBLIOGRAPHY .............................................................................................
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...(recruiting), choosing employees (selection), teaching employees how to perform their jobs and preparing them for the future (training and development), evaluating their performance (performance management), rewarding employees (compensation), creating a positive work environment (employee relations), and supporting the organization’s strategy (HR planning and change management). 1. BACKGROUND OF COMPANY 1. JUSCO Store JUSCO is the acronym for Japan United Stores Company, a chain of "general merchandise stores" (or hypermarket) and the largest of its type in Japan. The various JUSCO companies are subsidiaries of ÆON Co., Ltd. The JUSCO name was adopted in 1970 by a company originally founded as a kimono silk trader in 1758. Renamed ÆON in 1989, it operates stores throughout Japan under JUSCO and other names and also has a presence in Malaysia, Hong Kong, mainland China, and Thailand. In 1985 the first JUSCO overseas store was opened, in Plaza Dayabumi, Kuala Lumpur, Malaysia, as a jointly-owned company with Cold Storage (Malaysia) and three local companies. It was the first time that a Japanese company had entered into a significant joint venture in the Malaysian retail industry. JUSCO assumed total operational control of the chain in 1988. Currently 18 JUSCO stores and supermarkets are in operation in Malaysia with another four confirmed openings and three planned stores by 2010. 2. CARREFOUR Company Carrefour is a French international...
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...Southeast Asia today. The Southeast Asia Research Programme (SEARP) at the Institute monitors these internal issues in the region on a regular basis and further intends to convert the process into a annual meet to understand the dynamics of the current issues, challenges and problems in Southeast Asia. Three themes have been identified in the region which need immediate attention– Internal political challenges, inter-state conflicts and ASEAN and regional security. Theme-I Internal Political Challenges The primary security concerns confronting Southeast Asia have always been internal in nature. Many security problems in this region have stemmed from its internal strife, posing the greatest obstacle to Southeast Asian integration and development. With political and social diversity, internal conflicts continue to afflict the region and pose a serious challenge not only to the sovereignty and territorial integrity...
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...storage or distribution (including by e-mail) is permitted without the consent of the copyright holder. The author (which term includes artists and other visual creators) has moral rights in the work and neither staff nor students may cause, or permit, the distortion, mutilation or other modification of the work, or any other derogatory treatment of it, which would be prejudicial to the honour or reputation of the author. Designated person authorising scanning: Anne Petrie Module: Managing Human Resources Module no: UMPCYC-15-M ISBN/ISSN: 9780415893701 Extract Author: Rozhan Othman and Wardah Azimah Sumardi Extract title: Malaysia Airlines: Talent Management in aTurnaround situation Book or Journal Title: Global Human Resource Management Casebook, Hayton J.C Publisher: Routledge, Oxford, 2012 Page numbers 299 - 307 Library Digitisation Service Malaysia Malaysia Airlines: Talent Management in a Turnaround...
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...nature of the HR issue facing the organization pg 1 3.0 3.0 Relevant HR policies that are causing issues in MAS: pg 2 & 3 a) Seniority promotion over merit b) Specialist management program (SMP) c) Discrimination policies 4.0 Determine the internal and external environmental factors that pg 4 & 5 impact on the issue: a) Discrimination Policy : External & Internal b) Poor Leadership: External & Internal c) Seniority promotion: Internal 5.0 Theory & Solution to overcome the issue pg 6 & 7 a) Technical Ability b) Behavioral Interview c) Managerial Training d) Leadership Development Program 6.0 How will the solution overcome bigger issue? pg 8 a) Dealing with leadership shortage b) Dealing with Discrimination Policy c) Financial loss & Surplus of worker 7.0 Conclusion pg 9 Reference pg 10 1.0 Introduction In this assignment, I’m writing a report regarding the HR issues that are being practice by the Malaysia national air transport service known as ‘Malaysia Airlines System’ (MAS). MAS are connected to Government-Link-Companies (GLC), where the government is the biggest shareholder and have direct control stake of the company. The government has the power to appoint their senior management, making major business decisions, appoint the members of Board of Directors for all GLC organizations. In this report I will go in details what HR policy that...
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...TALENT MANAGEMENT AT GOVERNMENT -LINKED COMPANIES (GLCs) Transformation • Innovation • Partnership © August 2009 Malaysia Productivity Corporation Talent Management at Government Linked Companies (GLCs) Page 2 Table of Content Preface Introduction 3 4 Talent Management at Government-linked Companies (GLC) Transformation • Innovation • Partnership Talent Management and GLC defined 5 Insights on TNB (Tenaga Nasional Berhad) 8 Insights on MAS (Malaysia Airlines) Summary 11 15 Talent Management at Government Linked Companies (GLCs) Page 3 Preface In today’s global business environment, talent becomes the potentially powerful source of competitive advantage. Talent management is the fundamental building block to creating an organisation that is capable of learning, innovating and changing, as well as executing new processes. Finding, acquiring and retaining the right talent complemented by correct management and support are necessary for sustainable competitiveness. This research explores the aspects of talent management among Government-linked companies (GLC) in Malaysia. The Government’s Orange Book on Strengthening Leadership Development of December 2006 provides insights into the transformation processes of GLC in talent management. The Orange book sets out a framework to assess and strengthen company-wide leadership development through talent management. With these in mind, initiatives were taken to research talent management initiatives at...
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...UNIVERSITI UTARA MALAYSIA COLLEGE OF BUSINESS ______________________________________________________________________________ COURSE CODE : BKAF3083 COURSE : ACCOUNTING THEORY AND PRACTICE PRE-REQUISITE : BKAF3073 FINANCIAL ACCOUNTING AND REPORTING IV |Lecturer |Group |Room |Ext. |e-mail | |DR. DHIAA SHAMKI |C & F |3.07 |3740 |dhiaashamki@uum.edu.my | 1.0 SYNOPSIS This course is an advanced level course focusing on financial accounting theory; and as such, it differs from other accounting courses learnt previously. It is designed to further enhance students’ understanding of the concepts and issues in accounting theory and practices. This course involves the study of the practical and theoretical issues involved in the development, implementation and changes in accounting theories and regulatory framework. As this course will be seminal-like, this course will provide students with some generic skills required in the accounting profession such as team working, interaction, leadership, follower-ship, critical and creative thinking skills, decision making skills, analytical skills, communication skills as well as professional demeanor. 2.0 OBJECTIVES Upon completion of this course, students are expected: 2.1 to understand...
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...Contents INTRODUCTION .......................................................................................................................... 2 Control environment and control activities..................................................................................... 3 Framework for Strategic Human Resources Management ............................................................. 3 Regulatory and Compliance ............................................................................................................ 4 Talent Centric Strategy of Human Resource .............................................................................. 5 Retaining and Motivating Talented Staffs with Various Experiences ............................................ 6 Employee Training Strategy ........................................................................................................... 6 Management Values........................................................................................................................ 7 Cultural Balance.............................................................................................................................. 7 Managing Diversity ........................................................................................................................ 8 Environment .................................................................................................................................... 8 Organization...
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...has worked and presented overseas at conferences and conducted training, research and consulting work for: Malaysia (Telecom Malaysia and Ministry of Education); Russia, South Korea, New Zealand, Australia, Singapore, China, Indonesia as well as the Pacific island nations for the Commonwealth of Learning. Darryl has held senior executive/leadership positions in education and corporate entities as Managing Director, CEO, Head of HR and Senior Lecturer/Dean. Darryl’s key strengths are as follows: • Learning and Development - 17 years’ experience in learning design and development in a range of delivery modes, customised training design and implementation, extensive curriculum design and training needs analysis, as well as technical to leadership competency framework development in alignment with organisational strategy across a wide range of education, government, and corporate organisations. • Strategy into Action - experienced in developing and implementing people and HR strategy as well as succession planning at all organisational levels by aligning strategy with business objectives through the development of integrated frameworks, performance metrics and reporting. Ability to develop implementation plans at interface and ensure high adoption and impact levels are achieved and evaluated. • Talent Management - expertise in the development of integrated talent management systems and solutions to improve processes and performance in attracting, retaining...
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...each other scores. Singapore holds second global rank, where Myanmar is on 134. It should be a clear sign that the countries have very different economic positions; therefore parent company should expect various challenges arising throughout the expansion. Furthermore approaches for solving these challenges will be differ depending on the country. 4 Score for the pillar of Health & Primary Education in Myanmar is very low. It can result in poor health of the employees, high level of absenteeism or sick leaves. At the same time the primary education can also be related to the level of productivity and ability to adapt to changes. In contrast, Singapore holds rank 2, which characterize Singaporean workforce as opposite of Myanmar. Malaysia rank is 33, which portray good health of workforce and acceptance of innovative processes. Countries with a high score for higher education and training, like Singapore provide a good quality of education to the majority of the workforce and constantly invest in the training of existing employees in order to enhance their skills and increase efficiency. On the other hand Myanmar holds one out of ten the lowest scores in the world, which indicates the scare of skilled labor in the country. It also confirms the prediction mentioned during the discussion the demographic variables earlier in Part 2.1. Malaysian rank is 46 suggests that there might be shortage of skilled labor to a certain extend. Labor market efficiency describes the...
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...practicing best HR practices. In the study, CIMB and Microsoft have been found to promote and practice many notable HR practices. Since our company “CARA SKY” has been trying to perform well but somewhere along the line of performance there is something misplaced or broken. CARA SKY Company has been suffering from employees’ absenteeism, which is being caused the morale of the employees. Having consulted the best HR practices in CIMB and Microsoft, the objective is to accommodate or apply some newer hr practices to reduce the problem of employee absenteeism in CARA SKY Company. CIMB CIMB Bank is one of the reputed banks operating in Malaysia. CIMB has started its operation back in 1920s by starting a bank in Sarawak. For the last 95 years, CIMB has been operating successfully and also expanding their business to some Asian countries namely Singapore, Indonesian, Cambodia, and Thailand. CIMB has two mainstream banking products namely – CIMB banking solutions for conventional customers and CIMB Islamic window for Muslim customers (Cimb.com, 2015).The company vision statement is to be the Premier Investment Bank in Malaysia post liberalization and deregulation and mission statement is to invest in our people to derive a culture driven by innovation to deliver quality service whilst providing superior returns and value to our stakeholders. Human resource being an importance resource for CIMB, CIMB has been following some of the industry’s best noteworthy HR...
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...024 028 034 038 039 Performance Data Glossary GRI Content Index cover rationale Malaysia Airports is Accelerating its Growth Momentum in tandem with the rise in the global economy. With Asia as the concentration point of global aviation growth, we are in a strong position to leverage on this as we have built up our capacity and capability to compete effectively over the years. Being a global airport company with a dynamic portfolio, we are optimistic of success as we have the fundamentals in place to operate as a world-class airport business. Critical components that support this include an efficient airport network and system, a good working relationship with all the stakeholders, an excellent service capability as well as an ample infrastructure capacity to compete with international industry players. These elements put us in good stead in a highly competitive global aviation market and ensure that millions of users and travellers continue to enjoy access to airport facilities and services that are efficient, convenient, comfortable, and safe. 2013 Sustainability report World-Class Airport Business Vision Mission Providing World-Class Aviation Gateways; Managing Cost-Effective Airport Network And Services; Exceeding The Expectations Of Customers, Shareholders And Other Stakeholders REPORT PROFILE This is the fifth Malaysia Airports Holdings Berhad (henceforth Malaysia...
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...HRM Practices On Job satisfaction and Firm’s productivity of ROBI Telecom [pic] [pic] Report On HRM practices on job satisfaction and firm’s productivity of ROBI Telecom SUBMITTED TO Md. Atiqur Rahman Sarker Lecturer, Department of Business Administration East West University, Bangladesh SUBMITTED BY |Name of the students |ID No. | |Mahmudur Rahman |2009-2-13-030 | |Muhammad Rifat Iqbal |2009-2-10-273 | |Farjana Yeasmin |2009-3-13-034 | |Sarira Hossain |2009-2-10-162 | Course Name: Human Resource Management Course Code: HRM301 Section: 7 SUBMISSION DATE: 1st November, 2011 Letter of Transmittal November 1st, 2011 Md. Atiqur Rahman Sarker Lecturer, Department of Business Administration 43, Mohakhali C/A Dhaka – 1212, Bangladesh Subject: Submission of report on HRM practices on job satisfaction and firm’s productivity of “ROBI Telecom”. Dear Sir, We...
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