EFFICIENCY AND QUALITY OF SERVICE IN THE
PUBLIC SECTOR
The development tasks to achieve the
objectives of the New Economic Policy require significant, bold and effective
measures for improving the administrative machinery for planning and
implementation. Administrative efficiency will be crucial given the larger size
of the investment effort with the launching of each new Five-Year Plan, in
particular the need to ensure effective implementation of development programmes
for the redressal of socio-economic and structural imbalances. This
necessitates improvements being made to the administrative machinery requiring
higher levels of professional capability, human understanding and dedication in
the formulation and implementation of programmes and projects in line with
national objectives.
Since the successful implementation of the
NEP also depends to a great extent on the performance of the private sector,
the administrative system has a vital role to play in creating the environment
necessary for the private sector to attain the targets set for it. The
responsibilities of the public service in this respect are wide. Not only is it
necessary that adequate infrastcucture be provided for the growth of private
investment, it is also esential to ensure that private initiative is
encouraged to develop along more socially responsible lines in accordance with
NEP. Close rapport between the Government and private enterprise is therefore
paramount. In this connection, clear and consistent interpretation of
Government policies under the NEP as well as responsiveness on the part of
public servants to the needs and problems of the private sector in the
implementation of the NEP cannot be over-emphasised.
The efficiency of the administrative
machinery of the Government in achieving the goals of the nation will also
depend on the cooperation and support it receives from the rakyat. Their
participation in the development effort and their confidence in the future are
crucial elements in encountering communist subversion and insurgency. This
challenging task requires full understanding and appreciation on the part of
public servants of the complex socio-economic, political and human problems in
the country.
DETERMINANTS OF EFFICIENCY AND QUALITY OF SERVICE-OF WORKERS IN
GOVERNMENT SERVICE
The work output in the public sector can
be classified either as quantitative or qualitative. The quantitative aspect is
easily measurable by the volume of output as is in the case of a secretary who
has to type a certain number of letters or a doctor who attends to a certain
number of patients in a day. In such cases the performance or efficiency of a
public servant is measurable by taking into account the volume of output and
the time involved. However, qualitative work is not measurable as it involves
numerous considerations of feelings, values, expectations, accountability and
so on. It is difficult to measure the performance or efficiency of most public
servants as the functions they perform are mostly qualitative in nature.
The efficiency and quality of public
service can be assessed at three levels:
(i)Individual or group level
(ii)Organisational, Departmental or
Sectorial level
(iii)Governmental and National level.
All these three levels are important and
interrelated. This means that good performance in terms of efficiency and
quality by individuals or groups of individuals will create a good image of not
only their organisation or department but also of the Government and the
Nation.
At the Individual or Group Level. At this
level the efficiency and quality 6f service can be seen in terms of the
attributes of public officers. An able, capable and responsible public officer
is judged by:
(i)his ability to understand his
environment — social, political, economic, etc. — and respond to changing
environment
(ii)his ability to understand the
organisational structure of his organisation and his position and
responsibilities in that organisation.
(iii)his capability to carry out the
responsibilities he has been entrusted with and courage to face the results
(iv)his willingness to cooperate with
others to achieve the objectives of the organisation. In addition to having
qualities of ability, capability and carrying out duties responsibly, he should
have qualities of integrity, honesty and trustworthiness.
At the Departmental Level. At the
departmental level, the efficiency and quality of service can be seen from the
capability and ability of the department not only to plan and implement the
programmes, but more important it is the ability to integrate and coordinate
its activities with the activities of other related departments. Given forward
planning and cooperation, there is no reason why there should not be proper coordination
of the activities of the relevant government departments and ministries. Proper
coordination is important in the sense it reduces waste, saves time, results in
better utilisation of resources and thus high standard of efficiency is
maintained.
The efficiency and quality of service of
individuals in the public sector depends on a number of factors:
(i)Personnel. Of all the
factors of production, this factor is the most important. This factor not only
addes life and meaning to other inputs of production, but it also determines
the quality of service. There are several aspects of personnel which can
influence the efficiency and quality of service. These aspects are inter
related and wold become clear as we discuss the next few factors.
(ii)Attitude. The right
attitude towards work is important in ensuring efficiency and quality. Every
personnel of the public service not only has the obligation to give excellent
and honest service but also the responsibility to inculcate values to improve
his quality of service by upgrading his skills through training, studying, trying
new ideas, discussing with others the problems of his organisation with a view
to overcoming them. He must always be prepared to overcome his weakness
relevant to his duties without being reminded by his superior. This aspect is
emphasised in 'Panduan Perkhidmatan Cemerlang'which means 'Guide to Excellent
Service’.
Guide to Excellent Service'.
(iii)Work Experience and Exposure. It is obvious that an experienced worker who has had lot of exposure to
all kinds of problems and situations will be able to handle better new problems
and challenges, and hence provide more efficient and better quality service. It
is important that junior officers in the public services take the opportunity
to interact with experienced personnel and learn from their experience.
(iv)Motivation. The level of
motivation of an individual depends on a wide range of factors — upbringing,
personal needs, value systems of the society, rewards and incentives, etc.
However, efficiency and quality of service, can be improved by giving him
encouragement or having some form of supervision over him. But it does not mean
that through supervision his motivation can be improved. Factors which motivate
a person are:
(a)the need for achievement
(b)appreciation arising from achievement
(c)nature of work
(d)opportunities for self-advancement.
This acts as a powerful incentive in most cases.
In performing its supervisory functions
the public sector must ensure that:
(a)good administrative procedures are
followed. The procedures must be simple, easily understood, and put into
practice in a just, fair and impartial manner.
(b)some degree of supervision is
exercised. Junior personnel certainly require guidance and supervision. This
will result in greater efficiency and better quality work. Although good
supervision ensures that we get good quality work, but it does not necessarily
mean that each public personnel should be placed under close supervision which
can hinder his creativity and innovativeness.
(c)the atmosphere for work is conducive.
This factor has an important effect on the morale of the person. A good working
atmosphere includes proper lighting, layout of office, office equipment, etc.
(v)Salary or wage. Wage is a
reward for performing certain tasks and bearing the responsibility to discharge
the duties. Wage acts as a strong incentive. It is important that the wage paid
takes into account the cost of living factor, the nature of the job, the
responsibilities involved and the status attached to the job. The wage must be
comparable to some extent with the private sector — all other things being
equal, people with similar qualifications and experience must be paid the same
wage, more or less. Otherwise, the private sector will lure away the more able
personnel from the public sector.
(vi)Job Tenureship. This factor
can have both positive and negative effects. It is important to give security
of tenureship so that public servants will not look for other jobs that have
security. On the other hand, security of tenureship might result in
contentment, less receptive to innovations, indifferent attitude to work, may
not spur a person to meet greater challenges, etc. In order to remedy
the-weakness of secure jobs it may be necessary to have some controls in the
system.
(vii)Opportunities for upgrading skills. We are living in a world of rapid changes. Hence it is important that
public servants keep abreast with the latest developments relevant to their
jobs. For this purpose in service training facilities must be available. In
this r'espect, INTAN has played an important role. In addition, it is important
that government officers be granted other training opportunities by provision
of scholarship, either at local or overseas institutions.
(viii)Provision of Finance. Enough money should be allocated for administrative expenditure and
development expenditure. Inadequate allocation can result in shortages of
certain inputs, delay development and also result in the underutilisation of
certain resources. Procedures for unavoidable additional financial needs must
be simplified so that not much time and energy are wasted in responding to such
requests.
(ix)Periodic Reviews and Evaluation. Our discussion quite clearly shows that there are a large number of
hetrogenous factors that interact with each in varying intensities in
determining efficiency and quality of service. Though evaluation of the
contribution of each of ttie factors is complex but it is necessary so that
high standards of efficiency and quality of service can be maintained.
Evaluation units can be set up at various levels and such units should be
staffed with trained, impersonal, honest and courageous personnel. Their basic
aim should be to increase efficiency, reduce waste, and improve the quality of
service. MAMPU and INTAN have contributed much in this direction. These
institutions are being expended to meet the needs of the rapidly expanding
civil service to achieve the objectives of the NEP. In addition, the government
has set up other machinery at different levels to help maintain high standards
in the Government service.
METHODS TO UPGRADE THE EFFICIENCY AND QUALITY OF GOVERNMENT MACHINERY
Some of the measures that have been taken
by the Government to upgrade its machinery to increase efficiency and quality
of service are:
1. Rapport with the private sector. We noted earlier that to achieve the objectives of the NEP, close
rapport between the Government and private enterprise is paramount. For this
purpose a Consultative Committee comprising the National Development Planning
Committee (NDPC) and members of the private sector has been set up. This
provides for continuing interaction between representatives of the public and private
sectors on matters pertaining to the formulation and implementation of policies
and programmes for national economic and social development, particularly those
concerning the private sector.
2.Strengthening of Planning at State Level. Under the Third Malaysia Plan (TMP) efforts were made to develop new
planning processes at the regional and state levels with a view to enabling the
States to plan their requirements more effectively, consistent with national
objectives. To this end, the State Planning Units (SPUs) were strengthened
particularly in the less developed States. The EPU at the Federal level
continues to extend such technical and training assistance as requried for this
purpose.
Experienced personnel have been deployed
to help upgrade the planning capabilities of State Governments in the endeavour
to strengthen the process of decentralised planning.
3.Making Coordination and Implementation More Effective. Plan coordination and implementation is the direct responsibility of
executive Ministries, Departments and Agencies at the Federal, State and
regional levels. To ensure coordination and implementation at the national and
interdepartmental levels. Implementation and Coordination Unit (ICU) was
established within the Prime Minister's Department. The Unit works to a
National Action Council (NAC) under the Chairmanship of the Prime Minister.
The heart of the implementation machinery
is the Operations Room at the Central, Ministerial, State and District levels.
New techniques have been introduced for the monitoring of plan implementation
especially in regard to the use of feedback techniques with respect to the
progress and problems experienced by the less developed states.
The Cabinet Committee on the
Implementation of Development Projects has submitted 91 recommendations to
government on how to speed up programmes and remedy shortcomings. All have been
accepted. One of them, if put into immediate effect, could galvanise the entire
public sector. The recommendation in question is that more power be given to
those immediately in charge of projects in order that certain on-the-spot
decisions may be made by subordinates without reference to a superior.
Although the delegation of authority is an
important and very basic principle of efficient administration, it is seldom
practised with the same enthusiasm as it is preached. One reason for this is
that a certain rigidity of procedure is built into the structure of the civil
service and is maintained by the requirements of government General Orders,
which often strictly define the limits of authority vested in officers of
specified grades. In effect, this means that a senior officer who wishes to
delegate authority to a subordinate, cannot properly do so, and can only
delegate responsibility. This will usually prompt the subordinate to defer
decision-making and maintain the departmental status quo until his superior
returns.
In part, this rigidity of structure is a
legacy of colonial times, when the gap in education and qualifications
separating senior officers from their subordinates was often considerable. In
modern Malaysia however, this no longer pertains, and competent, qualified
subordinates are now available in every branch of the public sector, including
those offering sophisticated technical services.
Vestiges of the old rigid structure, which
required every decision, however small, to be referred to an often distant and
sometimes unavailable "Tuan" still remain. It is hoped that on the
strength of the Cabinet Committee's recommendation, the whole public sector
will benefit from their amendment or elimination.
4.Consolidation of Government Agencies. The Government has been taking steps not only to increase the number of
Government agencies to implement various projects but also has been promoting
operational efficiency among these agencies through consolidation of their
activities to avoid duplication of functions.
5.Manpower development. There will
continue to be strong demand for qualified marfpower especially in the
technical and scientific fields in view of the expanded role of the public
sector in the planning and implementation of programmes for eradicating poverty
and restructuring society. In order to ensure that shortages do not constrain
the planning and implementation of Government programmes measures have been
taken to ensure efficient utilisation of the limited supply of scientific,
technical and managerial manpower in the public sector through effective
allocation of manpower resources, rationalisation of job functions and
streamlining of departmental and agency functions. In-service training at all
levels in the public sector and training at INTAN and overseas institutions has
been emphasised in order to upgrade the professional skills and experience of
local officers.
6.Re-orientating the attitudes of Government Servants. While the human dimensions of societal development will have to be
carefully considered in the process of plan implementation, it is also
necessary that the attitudes, interests and motivations of all public officials
be aligned with national objectives. Positive steps in terms of reorientating
their attitudes through training and other means are being undertaken.
The principles embodied in the book for Government
Servants ‘Panduan Perkhid- matan Cemerlang' the title meaning — 'Guide to
Excellent Service' — are aimed at not only improving the efficiency and quality
of Government servants but also to inculcate in them certain moralistic values
towards society. In other words, the aim is to provide a leadership in the
public service of a calibre which ensures dedication, integrity, efficiency and
responsiveness to the aspirations of the rakyat in the task of national
development.
7.Provision of incentives. In reviewing
the General Orders, the Public Services Department has made several proposals
for improving the performance of civil servants.
Theoretically, the new system will use the
classic ‘Carrot and Stick' principle. Excellence will be rewarded with
incentives such as a month's bonus, an extra week's leave with pay, double
increments and study tours. Those who fail to perform their duties properly
will, however, be disciplined.
With the incentive system, there is the
implied threat that offenders will be pursued with fervour - welcome news to
the public. But there may well be teething problems. Ill feelings and
allegations of favouritism may be minimised by strict application of the
procedures in selecting those eligible for rewards as well as reprimand, but
they cannot be eradicated completely. This is where the civil servants'
commitment to ethics and discipline will be really tested. He must learn to
accept with equanimity both favourable and unfavourable verdicts on his own job
performance.
This incentive system is discussed in the
General Circular (No. 9) of 1980 entitled Panduan
Melaksanakan Penghargaan Perkhidmatan Cemerlang' which is discussed next.
PANDUAN MELAKSANAKAN PENGHARGAAN PERKHIDMATAN CEMERLANG (GUIDELINES TO
THE ACCOMPLISHMENT OF HONOURS FOR EXCELLENT SERVICE)
Tan Sri Hashim bin Aman, Chief Secretary
to the Government issued a General Circular (No. 9) dated 13th. Dec. 1980, with
the aim of raising the efficiency and quality of public service. It is entitled
Ethika Perkhidmatan Awam (Ethics for Public Service). It is addressed to
secretaries and heads of both Government departments and statutory bodies.
The Circular is in Bahasa Malaysia. An
attempat is made here to translate it into English. Readers are advised also to
read the original in Bahasa Malaysia.
1.As known to all Heads of Department, the
Government has implemented the Book of Guidelines to Excellent Service with the
aim of improving the efficiency of public services. The Government is also
aware that among others, one of the ways to improve the standard of public
services is to grant honours to those who have rendered excellent service. The granting
of honours for excellent service will not only give incentive to the worker
concerned, but it will also be useful as an example to the other members of the
staff.
2.Hence with this all Heads of Department
are directed to practise the giving of award of honours to those workers who
have given excellent service. Ways of accomplishment of honours for excellent
service have been elaborately explained in Appendix A. Appendix B consists of
the ways MAMPU carries out the granting of awards for excellent service. Th£
ways that are used by MAMPU can be regarded as a guideline. But the types of
honours, which include the criteria that have been mentioned in this General
Circular as well as the system which is used by MAMPU are to be used as
guidelines only by the Heads of Department. The Heads of Department, can,
however, modify this system to suit the conditions in their respective offices.
3.In this process of choice the Heads of
Department should determine that only those who are eligible be given the
honour so that the honour will not be laughed at. The choice made covers all
category of workers (i.e. from Division A, B, C and D) and is not solely
restricted to one division only. To asusre that this honour for excellent
service is valued and highly looked upon by the award winners and their fellow
workers, the Heads of Department should ensure that they are selected justly,
fairly and impartially.
'Service for the Nation'
TAN SRI HASHIM BIN AMAN
CHIEF SECRETARY TO THE NATION
APPENDIX A
WAYS OF ACCOMPLISHMENT OF HONOURS FOR EXCELLENT SERVICE
PART I
1.A Department Committee for Awarding
Honours is set up in every department to select the excellent servant. Its
members can comprise of the Head of Department and Heads of Divisions, and
must be in representative form so that the importance of every category of workers is
considered.
2.The award of honours should be made once
a year. The award should, as far as possible, be given at an appropirate time
and not when the services rendered by the officer have become 'cold' (timely
award). In specific cases, the Head of Department can give a certificate of
honour at appropriate times.
3.The award given can be in the form of: —
(i) Certificate of Honour as given by
MAMPU, the Prime Minister's Department.
(ii) A special Letter of Compliment for
officers in the lower categories as given by the Police.
(iii) Certificate of Honour for retired
servants who do not have a bad service record.
(iv) Souvenir in the form of
medallion/colour which is not more than $100 in value.
(v) A bonus of one month's salary for
servants who have been selected for excellent service.
(vi) One week's paid leave (excluded from
the eligible normal leave; this leave cannot be substituted with cash).
(vii)Includes the winner's name in the
list of Federal/State Award winners.
(viii) Selection to pursue courses
overseas/study tour.
(ix) Double his salary increment and
(x) Consideration for fast promotion.
Methods of giving these awards are
explained in detail in Part 11
4.The Wording of the letter of honour is
left to the discretion of the respective departments. But as far as possible,
the form should envisage or contain specific aspects as has been analysed in
the Book of Guide to Excellent Service.
5.The various forms of certificates
(indicated by different colours) should be produced to differentiate the levels
of awards.
6.Where a staff has accomplished his work
satisfactorily, but not as yet qualified to receive a specific award, should be
encouraged with verbal compliments at that moment, or when he is among his
colleagues (If it is desirable, this can be accompanied by a tea reception and
etc.)
7.The annual honorary award is required to
be made in an official ceremony where the Head of Department praises the good
qualities and progress made by the award winners so that this will inspire the
other staff members. The officers who are required to attend this ceremony are
the Head of Department, Division Heads and Representatives from the Staff.
8.A servant who has already received the
annual award should be recorded in book of services and initiated by the Head
of Department.
PART II
1.Methods of awarding the various types of
honours which has been enlisted in Part I are as follows:—
(i)A worker who has been selected as an
excellent servant for his excellent overall work performance for the first time
can be given a certificate of honour, a souvenir in the form of a
medallion/colour; and a week's paid leave (i.e. excluding the normal leave
which he is eligible for);
(ii){A worker who has shown high
initiative in achieving any official objective (but is not selected as an
excellent servant) can be given a special letter of compliment, a week's fully
paid leave (i.e. excluding the normal leave he is eligible for);
(iii)A worker who has produced a vital
project work can also be considered when giving this special letter of
compliment and a suitable souvenir or medallion/standard colour.
(iv)A worker who has been selected as an
excellent servant can be considered for one month's bonus. This is to encourage
his work performance.
2.Further to this first level award as
mentioned above, the following steps can be considered as further steps using
the following criteria
(i)A servant who has received two annual
awards for excellent service (not necessarily in consecutive years) is eligible
for an increase in salary besides the usual salary increment (one incremental
credit) or study tour;
(ii)A servant who has received three
annual awards for excellent service can be considered for another salary
increment or for a fast promotion which is as follows:—
(i)An ordinary level officer who has been
confirmed in his job but is not eligible for a promotion can be given a rise in
salary;
(ii)An ordinary level officer who is
eligible for a promotion can be promoted within a short period.
(iii) superscale officer who is receiving
his maximum salary and cannot be promoted further due to specific reasons can
be considered for study tour, souvenirs and/or federal award if he has received
two or three annual awards for excellent service.
3.These clauses should be noted so that a
salary rise or promotion is not guided by the principles of services. For
example, an officer cannot be promoted if he has not worked for the required
minimum period. Moreover, the acquisition of annual award for excellent service
is not the main criteria for promotion. It only helps in the choice of
promotion.
4.Further to this the choice to give one
week's paid leave (excluding the eligible normal leave which is provided) will
also be included in the General Order Chapter C so that this leave can be
approved under the authority of the Heads of Department.
5.In order to accomplish the double
increment in salary as suggested, the respective Head of Services should accept
it, and the Public Services Department should be notified of this so that this
can be recorded. It is not appropriate to give double increment in salary to
officers under probation as this conflicts with the conditions of sen/ice. For
the accomplishment of the suggested consideration for promotion, the Head of
Department should present recommendations which explain why an officer should
be considered for quick promotion to the respective Head of Services (for
example the Head of the Public Services Department). The authority which
approves the promotion should comprise of the Head of Services because this
involves the principle of service.
6.An officer in Category B, C and D will
eventually retire or while still in his average scale and who has no bad record
of service should be given a certificate of honour. Certificate of Honour can
be prepared by the resepctive departments and certified by the rospective Heads
of Services. An example of such certificate is attached as Appendix 'D'.
PART III
The following steps are taken for negative
aspects in services: —
(i)In the award giving ceremony for
excellent service, the Head of Department should, apart from praising the
worker concerned for his good qualities, should also take the opportunity to
touch upon (without actually mentioning the name) some of the bad incidents
which have occured at times. These are considered as warnings to the other
staff so that they will not repeat such habits. If necessary, warning letters
should be written to the worker whose work is not satisfactory.
(ii)The Heads of Department should not
hesitate to take disciplinary action on officers who are not careful and are
irresponsible.
APPENDIX B
THE SYSTEM USED BY THE ADMINISTRATIVE MODERNIZATION AND MANPOWER
PLANNING UNIT (UPTM/MAMPU) FOR MAKING AWARD FOR
EXCELLENT SERVICE
Aim
1.The aim of this paper is to introduce to
the National Level Guidance Committee for the accomplishment of Public Service
Ethics, the system that is used by MAMPU in giving awards to officers and
servants who have rendered excellent service. This system can be used to aid
other ogvernment agencies in making similar awards for their respective
workers.
THE FORMATION OF THE MAMPU AWARD COMMITTEE
2.With the implementation of the Book of
Guide to Excellent Service on 1st of January, 1979, a committee was formed by
MAMPU to: —
(a)introduce the categories of award for
excellent service which are suitable for such an organisation as MAMPU
(b)suggest criterias for the presentation
of those awards
(c)prepare the different types of awards,
i.e. in the form of gift or recognition; and
(d)suggest the candidate if available, to
receive those awards, based on a time period of 6 months, i.e. the first period
begins from July, 1978.
3.This Committee comprises of the Deputy
Chief Director of MAMPU, a Chairman and four Directors of the respective
Divisions, and the Head of Administration as a member.
A.CATEGORIES OF AWARD
4.After discussion the Award Committee
introduced the following categories of awards as suited for such an
organization as MAMPU which is responsible for modernization and initiation of
innovations in the administration of the Public Sector:
Category I — Award for the excellent
overall performance of work.
Category 11 - Award for excellent project
work
Category III — Award for vast innovations
in administration or for contribution in the form of special service.
5.The first category is suggested to
include the general performance of work of all MAMPU staff without
differentiating these position or post and this assessment is based on the
Codes of Service in the Book of Guide to Excellent Service.
6.The second category of award which has
been suggested is for the officer or officers who have produced excellent
project work. This award should be specified for MAMPU because one of the
important functions of MAMPU is to carry out Management Consultancy Studies for
the Government.
7.The third category of award is for those
MAMPU staff who have created or introduced significant innovations in
administration. Attention should also be given to the special service which is
regarded as extraordinary or outside the field of the required specific tasks.
B.CRITERIA FOR AWARD
8.Criterias or guidelines for each of the
categories of award are explained as follows:—
I. Excellent overall performance of work
9.The Committee has decided to use the
first four Codes of Service as the basic criteria for this award because they
have direct relationship with the performance of work and is easily assessed.
10.These four criterias are divided into
12 variables or characteristics and a simplified system of allocation of marks
has been suggested. Each variable is given 1 —3 marks. The candidate who receives the
maximum marks is considered as the winner. This criteria has been clearly
explained in the appendix attached (Appendix C).
II. The distinguished project work
11.The Committee has proposed that the
main considerations for this award are —
(a)Quality of project work and a specified
report which has been prepared
(b)Merit or importance of the project from
the point of view of expenditure/ profit
(c)The extent to which the client has
acquired the proposal
(d)The extent to which the team members of
the project aid in the accomplishment of the proposal.
12.These basic tasks are complex because
sometimes they do not take into full account of the expenditure and the
benefits, do not assess the receipt of the proposal by the client and also
cannot fully assess the involvement of the team members of the project in the
processes of accomplishing the proposals. Hence the Committee has suggested
that at present the assessment of these considerations be based on the
discretion of the four Division Directors and Deputy Chief Director. Where
there is no support from all parties, then the choice of the award winner
should be based on majority vote.
III. Vast innovation in Administration or Special form of Contribution
(i)
This form of
award is given to those special services which are, in the short term,
difficult to evaluate and can only be evaluated in the long term. Hence, the
Committee has suggested that this form of award be based on a written
application by anyone of the Division Directors or by the Head of Administration.
C. THE TYPE OF AWARD
14.The type of award which has been
proposed for each category is as follows: Category I — A special letter of
compliment which can be framed up and is
signed by the Chief Director of MAMPU and
by the Deputy Chief Secretary to the Prime Minister's Department.
Category II — A special letter of
compliment together with an appropriate souvenir
Category III — Include the name of the
award winner in the federal bestorial list, and/or choice for pursuit of
courses overseas.
CONCLUSION
15.In summary, the factors which are important
for the existence of this system of award in MAMPU is the formation of the
Award Committee which comprises of the Heads of Divisions, and also the
existence of a reference structure as has been explained in paragraph 2 above.
As the Committee's proposals are accepted, this Committee has already started
the other aspects of operation which includes the arrangement of the award
giving ceremony.
THE ROLE OF INTAN AND MAMPU IN MAINTAINING HIGH LEVELS OF EFFICIENCY AND
QUALITY OF SERVICE IN PUBLIC SERVICE.
THE NATIONAL INSTITUTE OF PUBLIC ADMINISTRATION (INTAN)
The responsibility of the Public Services
Department (JPA) to have trained and dedicated personnel is borne jointly by
the Training and Job Achievement (Motivation) Division and INTAN. While the
Training and Job Achievement Division provides scholarships and training
rewards, INTAN organises various types of courses for all groups of officers in
the public sector. INTAN also plays its role as an agent of change and
development to ensure that progressive ideas are disseminated and put into
practice.
The history of INTAN dates back to 1959
when the Training Centre for Government Officers was set up in Port Dickson to
equip government officers with the necessary knowledge and expertise to face
the challenges of development that emerged with independence. This centre later
moved to its present campus in 1963. To meet the manpower requirements to
achieve the objectives of the New Economic Policy, the Centre was given added
responsibilities and elevated to the status of an institute in 1972.
Some of the important training programmes
provided by INTAN are:
1.Management
2.Social Development
3.Policy Development
4.Agricultural Development
5.Land Administration
6.Local Government Administration
7.International Relations
8.Office Administration.
Besides organising courses INTAN also
organises seminars, workshops and meetings. In its efforts to disseminate ideas
and new concepts on management, INTAN publishes the 'BULLETIN INTAN',
occasional papers and other publications.
The objectives and functions of INTAN are:
(i)to increase the efficiency of the
administrative system as a whole to effectively develop and implement national
policies and programmes,
(ii)to enhance the knowledge, skill and
understanding of the civil servants relating to the processes involved in the
implementation of public policies and programmes particularly in the
application of modern techniques in organisation and management,
(iii)to promote among civil servants a
deeper understanding of the inter-relationship between the Government on the
one hand and the political, economic and social environment on the other and
the implications of governmental action on the nation's socio-political system,
(iv)to develop progressive attitudes among
the civil servants as leaders in Malaysia's multi-racial society,
(v)to develop and create efficient cadres
of supervisory staff throughout the Governmental agencies,
(vi)to promote an effective and systematic
staff development programme at departmental level through the provision of
expertise and assistance in training functions as well as the coordination of
departmental training efforts,
(vii)to provide a medium for free exchange
of ideas and experience among civil servants thus enabling them to better
understand their role and functions,
(viii)to be the centre for the collection
and dissemination of new ideas and techniques of modern administration,
(x)to coordinate management training
programmes in Malaysia,
(x)to assist in providing consultancy
services for development projects carried out by Government Departments and
statutory bodies, and
(xi)to carry out research on the problems
of administration and management in the public service.
INTAN's attention is focussed on
training/teaching in development policies, planning and implementation
techniques and in the use of modern tools in management and in the
implementation of new concepts and approachc-s in organisation and management.
Although the public administration system
comprises government ministries, departments and statutory bodies, it has to
operate within the integrated sociocultural, economic and political system.
INTAN thus aims at providing linkages between these two systems so as to ensure
that training is relevant to the real problems confronted by Government
agencies and is an integral part of the process of national development.
The Centre for Development Policy and
Administration provides courses that concern the conceptional linkage between
the internal and external environment while the Centre for Management
Development and the Centre for Employee Development focus in inter and intra
organisational efficiency.
The Bureau of Research and Planning,
through its research functions, provides an insight into, as well as a feedback
on, the problems of administering public policies. On the basis of this
feedback, this Bureau recommends new and effective methods and processes of
management and administration to be introduced at the training level. The
Bureau also assists other Government agencies in instituting new methods and
systems as well as in analysing and resolving administrative problems as an
extension of INTAN's training and research activities.
Relations between Malaysia and other
countries and her participation in International Bodies and Regional
Cooperative Movements are becoming increasingly more important. Government
officials will have to be properly and adequately trained to deal with
International law, diplomacy and other related subjects and hence it was felt that
such courses must be conducted for these officers. To do so the need for
setting up a separate centre was strongly felt. This centre known as the Centre
for International Affairs and strategic studies started functioning in 1978.
MALAYSIAN ADMINISTRATIVE AND MODERNISATION AND MANPOWER PLANNING UNIT.
(MAMPU).
Malaysia is undergoing through a rapid
process of socio-economic development and this requires the modernisation of
the administrative machinery. Development leads to an increase in the
aspirations of the public. Therefore, the performance of the administrative
machinery of the Government needs to be improved upon from time to time. One of
the ways of achieving this is to have systems, techniques and management
procedures which are modern and suitable. These innovations cannot be carried
out easily by a single agency on its own because the agency requires its work
force to carry out their daily duties. Also this requires expertise and
involvement of external people to give objective and unbiased advice. The
Consultancy Services for government servants started in 1949 with the setting
up of the Organisation and Method in the Treasury. In 1967 this service was
expanded with the setting up of the Administrative Development Unit in the
Prime Minister's Department which was later combined to become the Division for
the Coordination, Implementation and Administrative Development. After that the
task of administrative development was transferred to INTAN. The role was then
passed on to the Prime Minister's Department in 1977 when MAMPU was set up
because it was felt that a single special agency was required to devote all its
attention to the modernisation of government machinery.
The role of MAMPU is to plan the
modernisation of the administration, to provide maangement consultancy services
and to carry out and coordinate planning processes and manpower development.
To carry out its role MAMPU has the
following objectives:
(i)to strengthen the administrative
structure and manpower planning at the Federal, State and local government levels,
(ii)to improve and modernise the
administrative system at the operational level through conducting studies
(iii)to introduce techniques and make
innovations to increase the effectiveness and management of resources at all
levels of government service.
(iv)to introduce as effective system in
its efforts to plan and improve manpower so that forecasts of manpower
requirements can be made for the development of the economy.
(v)to control and coordinate the buying
aryj utilisation of data processing equipment by government agencies.
Since its establishment, MAMPU has carried
out a number of studies, some of which are:
(i)Study of the modernisation of the Land
and District Offices for Negri Sembilan, Selangor, Kelantan, Trengganu and
Kedah.
(ii)A Cencus of the computer problems of
government agencies.
(iii)A study of the selection procedure of
the Public Services Commission, Education services and the railway services.
(iv)A study of the organisation of the
National Bureau of Investigation.
(v)A study of the administrative machinery
of the State of Kelantan.
In carrying out its tasks of
administrative modernisation, MAMPU is responsible to the National Committee for Administrative
Development which is chaired by the Chief Secretary to the Government. As such the
National Committee for Administrative Development appears to be the highest
body in matters relating to administrative development. It is responsible for
examining carefully all declarations made by MAMPU and ensure that those declarations
which have been agreed upon are implemented. It can also direct MAMPU to carry
out any form of research which it feels is necessary.
From the viewpoint of its role in manpower
planning, MAMPU is responsible for coordinating the activities of planning and
manpower development and also to strengthen the efforts of the agencies in
planning for manpower so that an effective and universal system for the
development of manpower can be developed. This will ensure that
supply equates demand and also there is an efficient, economical and effective
use of manpower. The role of MAMPU is very important, considering the fact that
manpower is the most important factor for government agencies to function
efficiently and carry out the development projects which have been undertaken
by MAMPU in this field are:
(i). National Manpower Master Plan
(ii).Guideline for the Planning of
Manpower and Budgetting
(iii). Shortage of Manpower in the
Agricultural Sector
(iv). A study on the facilities for the
production or generation of skills in Malaysia.
APPENDIX C
KRITERIA BAGI PENGHARGAAN UNTUK PRETASI KERJA KESELURUHAN YANG CEMERLANG
KRITERIA
ASAS (4 TERAS PERKHIDMATAN AWAM)
|
ANGKUBAH
VARIABLES
|
Pemberian
Markah (Sekil daripada 1 —3 dengan 3 sebagai markah yang paling tinggi)
|
|||
1
|
2
|
3
|
|||
A.TARAF PRESTASI KERJA
B.SIKAP BERTANGGUNGJAWAB
C.SIKAP
TERHADAP KERJA VIS-A-VIS KEPENTINGAN AWAM
D.KELAKUAN
TERHADAP ORANG AWAM (Termasuk perhubungan dengan kakitangan/pegawai di
pejabat.
|
1.
|
Hasil kerja (jumlah)
|
|||
2.
|
Mutu Kerja
|
||||
3.
|
Hasil
kerja yang mu- nasabah pada masa yang tertentu
|
||||
4.
|
Daya Utama
|
||||
5.
|
Sikap
bertanggung- jawab k^pada kerja
|
||||
6.
|
Disipliiti Diri
|
||||
7.
|
Kemampuan
untuk menerima kerja
|
||||
8.
|
Kesanggupan
untuk membuat kerja lebih masa
|
||||
9.
|
Hasil
Berkumpulan/ Berkongsian
|
||||
10.
|
Sikap
tolong menolong
|
||||
11.
|
Sikap bertolak ansur
|
||||
12.
|
Kegiatan-kegiatan
kebajikan dan sosial selepas waktu pejabat
|
||||
JUMLAH:
|
|||||
JUMLAH
BESAR MARKAH:
|
|||||
APPENDIX D
LAMBANG KERAJAAN MALAYSIA SURAT
PENGHARGAAN
Mengambil
sempena persaraan__________pada_______daripada perkhidmatan Kerajaan, saya bagi
pihak Yang Amat Berhormat Perdana Menteri dan Kerajaan Malaysia dengan
bangganya menyampaikan ucapan terima kasih dan setinggi-tinggi penghargaan di
atas perkhidmatan yang telah disumbangkan sekian lama kepada Kerajaan dengan
patuh dan jujurnya.
Saya juga
mendoakan semoga __________dilimpahkan segala kebahagian hidup dan senantiasa
berada dalam keadaan sihat walafiat dalam masa persaraan sebagai hasil dari
khidmat bakti yang sangat dihargai itu.
Yang ikhlas,
KETUA PENGARAH
PERKHIDMATAN AWAM,
MALAYSIA
TEMPAT METRI
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