JOB-RELATED MOTIVATIONAL FACTORS AMONG MALAYSIAN EMPLOYEES

This study identified job-related motivational factors among Malaysian employees in several telecommunication companies. Responses were obtained from 1,179 employees at all levels up to senior managers and six different functional divisions, sales and marketing, human resources, finance, technical, information, technology, and support division. All employees were asked to rate the importance of Kovach's 10 job-motivational factors. These factors were good wages, job security, opportunity for career growth in the organization, good working conditions, interesting work, company loyalty to employees, tactful discipline, full appreciation of work done, sympathetic help with personal problems, and feeling of being involved in the organization. The top five factors employees identified as motivating them in their jobs were good wages, job security, company loyalty to employees, good working conditions, and full appreciation for work done. Findings were in accordance with Kovach for U.S. employees, in which the top motivational factors were good wages and job security

A Study Of Performance Appraisal Acceptane And Employees' Performance In Multinational Companies In Malaysia

The objectives of this study were to 1) develop valid measures of participation, goal setting, feedback, information quality, information validity, link performance with personnel decisions and fairness; 2) to develop valid and reliable measures of performance appraisal (PA) effectiveness scale, PA acceptance scale, and individual productivity scale; 3) to gauge the impact of participation , goal seeting, feedback, information quality , information validity, link performance with personnel decisions and fairness with performance appraisal acceptance and effectiveness, and employees' performance; 4) to identify the impact of demographic variables of respondents, performance appraisal characteristics and country of origin on performance appraisal acceptance and effectiveness and employees' performance. Results were obtained from a study of 675 middle level managers in multinational companies in Malaysia. Managers from various levels of organisations and their demographic factors like education, race, gender, age and department were studied. Information on perceived levels of appraisal acceptance, effectiveness and individual productivity was collected through questionnaire. Data were analysed using multiple regression and analysis of variance to determine the significance levels of correlation between variables tested. The results indicate that the performance appraisal participation scale explains the greatest amount of variance of performance appraisal acceptance. Feedback was the second most influential variable in explaining variance in performance appraisal acceptance, followed by fairness, information validity and link performance results with personnel decisions. Fairness , goal setting, link performance appraisal with personnel decisions, and information validity were the most significant variables associated with performance appraisal effectiveness. Individual productivity scale was found to be significantly associated with four independent variables, namely information validity, goal setting, participation and information quality. Turnover rate was also significantly associated with four independent variables, goal setting, feedback, fairness, and link performance appraisal and personnel decisions. Absenteeism rate was found to be significantly associated with goal setting, feedback, fairness and information quality. These analyses reveal that goal setting and information validity were the most frequent independent variables that associated with all the six dependent variables. Thus, to increase the levels of acceptence and effectiveness of performance appraisal systems and to improve employees' performance, performance appraisal systems need to incorporate a specific performance goals to be achieved by employees, goals are tailored to individual worker, performance goals are jointly developed and they are moderately difficult. The performance appraisal systems should also employ sufficient appraisal training, hold appraisers accountable for the quality of their ratings, and ensure that appraisers have sufficient opportunities to observe performance. It is also important to specifically document ratings, and that events or circumstances beyond the employee's direct control are taken into consideration in the final assessment. The result also indicate that company origin explains the greatest amount of variance of performance appraisal acceptance and effectiveness. The second and third variables were performance appraisal format and frequency of performance appraisal review for both the performance appraisal acceptance and effectiveness. These analyses reveal that thre is a major gap between one organisation to the others with regards to their human resources practices. Those companies that adopted systematic and "care" for their employees will have better performance and higher levels of acceptance on the performance appraisal systems. Performance appraisal format was also important in contributing to the higher levels of performance appraisal acceptance and effectiveness. This study found that those companies with goal-oriented performance appraisal had higher levels of acceptence and effectiveness of performance appraisal. It can be seen also that frequency of performance reviews play an important role in increasing the levels of acceptance and employees' performance. This study was also found that respondents' demographic variables were not significantly associated with performance appraisal acceptance and effectiveness

Job Related Motivational Factors among Malaysian Employees

This study identified job-related motivational factors among Malaysian employees in several telecommunication companies. Responses were obtained from 1,179 employees at all levels up to senior managers and six different functional divisions, sales and marketing, human resources, finance, technical, information, technology, and support division. All employees were asked to rate the importance of Kovach's 10 job-motivational factors. These factors were good wages, job security, opportunity for career growth in the organization, good working conditions, interesting work, company loyalty to employees, tactful discipline, full appreciation of work done, sympathetic help with personal problems, and feeling of being involved in the organization. The top five factors employees identified as motivating them in their jobs were good wages, job security, company loyalty to employees, good working conditions, and full appreciation for work done. Findings were in accordance with Kovach for U.S. employees, in which the top motivational factors were good wages and job security. </jats:p

An Examination of Raters' and Ratees' Preferences in Process and Feedback in Performance Appraisal

This paper examined the raters' and the ratees' preferences in Malaysia regarding the performance appraisal process and feedback. A total of 52 managers (raters) and 122 subordinates (ratees) participated. Analysis by t test and correlation showed significant differences between raters and the ratees on most factors. Ratees preferred to have more frequent appraisals than once a year and preferred to have more frequent feedback from the managers about their performance. Ratees' preference for the purpose of information on performance was towards salary increase, promotion, training, and career development whereas the raters gave more importance to training and career development. </jats:p

An examination of raters' and ratees' preferences in process and feedback in performance appraisal

This paper examined the raters' and the ratees' preferences in Malaysia regarding the performance appraisal process and feedback. A total of 52 managers (raters) and 122 subordinates (ratees) participated. Analysis by t test and correlation showed significant differences between raters and the ratees on most factors. Ratees preferred to have more frequent appraisals than once a year and preferred to have more frequent feedback from the managers about their performance. Ratees' preference for the purpose of information on performance was towards salary increase, promotion, training, and career development whereas the raters gave more importance to training and career development

Distance Education Model – The Experience of Universiti Telekom (Multimedia University) in Malaysia

PCF1 // Information will become the main raw material in the future, and technology will definitely be the most important tool for dissemination of information. Consequently, virtual learning and/or distance education will be the common mode of transferring knowledge, skill, and experience. Technology is a major contributor to the dramatic transformation of distance education (Potashnik and Capper, 1998). In the era of information technology, internet-based training and distance education programmes are expected to play a key role in transforming the world into a borderless educational arena. // Consistent with the Malaysian Government’s effort to adopt information technology in most activities, the Universiti Telekom (Multimedia University) has taken an important step by launching its first distance education programme in June 1998. This programme has fully utilised University’s facilities of which is based on telecommunication and information technology. With the view of catering various needs of learners, the medium of instruction is combined between conventional and the so-called multimedia approach. // Thus, the aim of this paper is to share the models of course development and delivery adopted by the University’s distance education programme. It is believed that the discussion derived from this session will benefit both the distance education provider and the user. /