Download - Laporan Tahunan 2010 (pdf)
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Menerajui InovasiDriving Innovation
09 - 32
33 - 42
63 - 74
43 - 62
75 - 90
Memantapkan Kapasiti OrganisasiEnhancing Organisational Capacity
Prestasi KeseluruhanOverall Performance
Mengurus Pekerja BerkualitiManaging Quality Employees
Membangun Kompetensi Tenaga KerjaDeveloping a Competent Workforce
Menetap Hala Tuju StrategikSetting the Strategic Direction
Mengurus Prestasi, Pengiktirafan dan GanjaranManaging Performance, Recognition and Rewards
MembentukShaping a High
IsiCONTENTS
KANDUNGAN
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117 - 138
178 - 190
91 - 106
139 - 177
Profil KorporatCorporate Profile
Komunikasi KorporatCorporate Communications
Jaringan IlmuKnowledge Network
Mengurus Prestasi, Pengiktirafan dan GanjaranManaging Performance, Recognition and Rewards
Membentuk Budaya Kerja Berprestasi TinggiShaping a High-Performance Work Culture
“ ...para penjawat awam mesti berfikir diluar lingkungan kotak. Saya tidak mahubudaya automation menjadi satu hakikatkehidupan dalam sektor awam. Kitaseharusnya berfikiran kritis dan konstruktifdalam menunaikan tanggungjawab danamanah dengan mencari penyelesaian-penyelesaian kreatif dan inovatif di luarkelaziman.
YAB DATO’ SRI MOHD. NAJIB BIN TUN ABDUL RAZAK
Perdana Menteri Malaysia
“
”Majlis Amanat Perdana Perkhidmatan Awam Ke-XI
9 Mac 2010
YAB DATO’ SRI MOHD. NAJIB BIN TUN ABDUL RAZAK
Prime Minister of Malaysia The 11th Civil Service Premier Gathering
9th March 2010
”“...public servants must think outside thebox. I do not want a culture of automationto become a fact of life in the publicservice. We should be thinking criticallyand constructively in carrying out theresponsibilities and trust given to us bylooking for creative and innovativesolutions.”
PerutusanFOREWORD BY THE DIRECTOR-GENERAL OF PUBLIC SERVICE
KETUA PENGARAH PERKHIDMATAN AWAM
Tahun 2010 merupakankeupayaannya dalamWawasan 2020. Tahuntransformasi kerajaan(RMKe-10) sebagaipembangunan sosioperkhidmatan awam
Sehubungan ini,perkhidmatan awamRMKe-10 iaitu bagimemfokuskan kepadadan mengekalkandan penjajaran program/projekini. JPA juga telah(MBE) khususnyapembangunan bakat
Dalam usaha berterusanperkhidmatan awamdalam penetapanjenayah, JPA telahmelalui penempatanmengendalikan urusanagensi-agensi kerajaanpenempatan bagigunasama iaitu 472Kumpulan Pengurusanbagi mengisi kekosongan
Bagi menguruskanProgram Penempatanpada tahun 2010ditempatkan di Dewan
Satu kajian profilingbagi mendapatkanberhubung penempatankepada skim-skim lain
1Jabatan Perkhidmatan Awam
Public Service Department
GENERAL OF PUBLIC SERVICE
KETUA PENGARAH PERKHIDMATAN AWAM
merupakan “pit stop” bagi Malaysia untuk menilai semuladalam mencapai sasaran yang ditetapkan bagi merealisasikanTahun 2010 juga telah melihat kerajaan memperkenalkan agenda
kerajaan seperti Model Baru Ekonomi dan Rancangan Malaysia Ke 10sebagai penggerak dan pencetus kepada usaha memantapkan
sosio-ekonomi rakyat dengan memantapkan pembaharuan dalamawam bagi menyokong aspirasi kerajaan ini.
JPA sebagai peneraju dalam pengurusan sumber manusiaawam telah menyediakan input kepada Pelan Tindakan Inisiatif
bagi Inisiatif 84 (membina kapasiti dalam organisasi yangkepada keutamaan nasional) dan Inisiatif 85 (menarik, membangun
bakat terbaik dalam perkhidmatan awam) dengan penetapanprogram/projek dan aktiviti bagi menyokong kedua-dua inisiatif
membantu dalam persediaan input bagi Model Baru Ekonomikhususnya dalam aspek pengukuhan institusi pelaksanaan dan
bakat terbaik dalam perkhidmatan awam.
berterusan untuk mengukuhkan keupayaan institusi pelaksanaanawam khususnya dalam menyokong Pelan Transformasi Kerajaan
penetapan Bidang Keberhasilan Utama Negara (NKRA) mengurangkanmelaksanakan penstrukturan semula tugas Polis Diraja Malaysia
penempatan 4,076 pegawai Gunasama dan bukan Gunasama bagiurusan operasi di pejabat dan balai polis. Untuk memastikan
kerajaan dapat beroperasi dengan lancar, JPA telah menguruskanbagi pegawai baru lantik seramai 7,365 pegawai perkhidmatan
472 pegawai Pengurusan Tertinggi (JUSA), 1,752 pegawaiPengurusan dan Profesional serta 5,141 pegawai Kumpulan Sokongan
kekosongan jawatan pelbagai gred dan skim perkhidmatan.
menguruskan penjawat awam yang berkualiti dalam perkhidmatan awam,Penempatan Silang di Pihak Berkuasa Tempatan telah diperkenalkan
di mana seramai 13 orang pegawai persekutuan terpilih telahDewan Bandaraya Kuala Lumpur (DBKL).
profiling kerja untuk skim perkhidmatan PTD juga telah dilaksanakanmendapatkan maklum balas mengenai kecenderungan dan minat pegawai
penempatan dan bidang tugas mereka. Kajian ini akan diperluaskanlain secara berperingkat.
1Jabatan Perkhidmatan Awam
Public Service Department
Tahun 2010 juga telah menyaksikan pengenalan pelbagaipengikirafan dan ganjaran berdasarkan sumbangan cemerlangdiperkenalkan adalah Kemudahan Cuti Tanpa Rekod kepadaInsentif Akademik Pensyarah Perubatan di institusi pengajiansehingga 90 hari, pemansuhan bayaran wad dan bayaranberterusan pengurusan prestasi, JPA telah memansuhkanusaha penyediaan satu kaedah penilaian lain.
Bagi melengkapkan penjawat awam dengan latihanlatihan telah dilaksanakan seperti Pelan Latihan PerkhidmatanLatihan Khas (5,421 penjawat awam), Diploma PengurusanPengurusan (30 penjawat awam) dan Kursus Jangka PendekTeknikal Malaysia (MTCP) pula telah melihat penyertaanseramai 369 peserta telah menyertai Kursus Antarabangsa
Biasiswa Nasional sebagai program penajaan baru telahPelajaran Malaysia (SPM) tahun 2009. Selain itu, JPA terusAgong (12 pelajar), Program Ijazah Luar Negara (1,750pelajar). Seramai 500 pelajar telah menerima pinjamanhingga RM250,000 tertakluk kepada bidang pengajian masing
Beberapa program telah diadakan bagi memperkukuhkanseperti Majlis Bersama Jabatan (MBJ), Majlis PerhimpunanPerdana Menteri, pelaksanaan Klinik Psikologi dan ProgramPerdana Menteri, pelaksanaan Klinik Psikologi dan Programpelbagai Kementerian/Agensi telah menerima watikah AKRAB
Tidak boleh dinafikan bahawa inovasi dan kreativiti adalahmerealisasikan agenda-agenda transformasi nasional. TahunNegara dan pelancaran Pohon Inovasi JPA pada bulanmenyokong aspirasi negara ini dalam meningkatkan dankerajaan.
Keterlibatan JPA dalam semua inisiatif ke arah memantapkaninsitusi pelaksanaan jelas menunjukkan kesungguhan dansentiasa dibarisi oleh penjawat awam yang kompeten dengankukuh.
Pencapaian ini adalah merupakan komitmen menyeluruhamanah dan tanggungjawab yang telah diberikan. Usahasentiasa relevan di masa-masa akan datang.
2Jabatan Perkhidmatan Awam
Public Service Department
Dato’ Sri Abu Bakar Bin Haji AbdullahMei 2011
pelbagai dasar baru dalam konteks pengurusan prestasi,cemerlang penjawat awam. Antara dasar baru yang
kepada penjawat awam yang menderma organ, Bayaranpengajian tinggi awam dan Kemudahan Cuti Bersalin
bayaran mengurus jenazah. Dalam usaha penambahbaikanmemansuhkan Penilaian Tahap Kecekapan (PTK) dan kini dalam
dan pembangunan kepimpinan, beberapa programPerkhidmatan Gunasama (5,075 penjawat awam), ProgramPengurusan Awam (583 penjawat awam), Diploma Sains
Pendek (33,462 penjawat awam). Program Kerjasamapenyertaan seramai 126 peserta dari 46 buah negara dan
Antarabangsa anjuran JPA pada tahun 2010.
telah ditawarkan kepada 30 pelajar cemerlang lepasan Sijilterus menawarkan penajaan Biasiswa Yang Di Pertuan
750 pelajar) dan Program Ijazah Dalam Negara (8,250pinjaman yuran pengajian yang berjumlah antara RM200,000
masing-masing.
memperkukuhkan hubungan kerjasama antara majikan dan pekerjaPerhimpunan Penjawat Awam Tahun 2010 bersama YAB
Program AKRAB. Seramai 1,027 penjawat awam dariProgram AKRAB. Seramai 1,027 penjawat awam dariAKRAB mereka.
adalah merupakan dua elemen utama yang akan dapatTahun 2010 telah diisytiharkan sebagai Tahun InovasiNovember 2010 adalah merupakan satu usaha untuk
dan memantapkan sistem penyampaian perkhidmatan
memantapkan modal insan dan meningkatkan keupayaandan komitmen untuk memastikan perkhidmatan awamdengan keupayaan institusi perkhidmatan awam yang
menyeluruh oleh semua warga JPA dalam merealisasikanUsaha ini akan terus dilaksanakan bagi memastikan JPA
2Jabatan Perkhidmatan Awam
Public Service Department
The Year 2010 was a ‘pit-stop’ year for Malaysia as we soughtthat we have set towards achieving ‘Vision 2020’. The yeartransformation agenda such as the New Economic Modelenabler in the efforts to strengthen the socio-economicthe public service in supporting the government aspiration
In tandem with this, the PSD as the lead agency in theprovided its input for the 10th Malaysia Plan’s Initiativecapacity in organisations focusing on national interest)talents in the public service) by developing and aligninginitiatives. Additionally, the PSD has also contributed inspecifically in the aspect related to strengthening institutionalin the public service.
In a continuous effort to strengthen the public serviceGovernment Transformation Program specifically in thethe PSD had restructured the Royal Malaysian Police Forceschemes to manage the daily operations in all police officesagencies are able to operate efficiently, the PSD managedconsisting of 472 from the Top Management Group, 1,7525,141 from the Support Group in an effort to fill the availableschemes.
The PSD also took the initiative to introduce the Cross FertilisationDuring this programme, a total of 13 federal officers were(DBKL).
A work profiling study was carried out for the Administrativeofficers’ feedback on their placement and work responsibilitiesschemes in stages.
The year 2010 also witnessed the introduction of a rangerecognition and rewards based on the excellent performancewere unrecorded leave benefit given to public servants forto medical lecturers at public universities, extension of maternitypayments and financial assistance for bereavement. In anabolished the Competency Level Assessment (PTK) andexplored.
To equip public servants with training and leadership skills,namely the Training Plan for the Common-User Service(5,421 public servants), Diploma in Public Management ((30 public servants) and short courses (33,462 publiccountries, the Malaysian Joint Technical Cooperationservants from 46 countries and apart from this, a total ofProgramme organised by the PSD throughout 2010.
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Public Service Department
sought to re-evaluate our ability in achieving the targetsyear also witnessed the government‘s introduction of its
Model and the 10th Malaysia Plan as the driving force andeconomic development of the people; particularly in enhancingaspiration.
the human resource management of the public serviceAction Plan for Initiative 84 (to develop organisational
interest) and Initiative 85 (to attract, develop and retain topaligning all its programmes /projects to support these two
in the input preparation for the New Economic Modelinstitutional capability and talent management development
service institution implementation capability to support theNational Key Result Area (NKRA) on crime prevention,
Force by reassigning 4,076 officers from the common-useroffices and police stations. To ensure that government
managed the placement of 7,365 common-user officers752 from the Management and Professional Group and
available vacancies and positions for the various grades and
Fertilisation Programme with Local Authorities in 2010.were selected for placement at the Kuala Lumpur City Hall
Administrative and Diplomatic Officers Scheme to obtain theresponsibilities. The profiling study will be extended to other
range of new policies on performance management,performance of public servants. Among the policies introduced
for donating their organs, academic payment incentivesmaternity leave to 90 days, abolishment of hospital wardan effort to improve performance management, the PSDand in its place new assessment methods are being
skills, a number of training programmes were conductedService (5,075 public servants), Special Training Programme
(583 public servants), Diploma in Science Managementservants). In regard to joint cooperation with otherProgramme received participation from 126 public
of 369 participants took part in the International Training
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Public Service Department
A new scholarship called the National Scholarship wasstudents. The PSD also continued to offer the King’sProgramme (1,750 students) and Local Degree Programmestudy loans of between RM200,000 to RM250,000 depending
To strengthen the employer-employee relation, a numberDepartmental Council, the 2010 Public Servants GatheringPsychology Clinic and the AKRAB Programme where 1received their credentials from AKRAB.
Undeniably, innovation and creativity are two key elementsThe year 2010 was announced as the National InnovationTree’ was launched as part of the effort to support theservice delivery.
The PSD’s involvement in numerous initiatives towardinstitutional implementation capability, clearly depictsservice is staffed with fully competent public servants andservice is staffed with fully competent public servants and
The above achievements have proven the commitmentresponsibilities given to them. These efforts will continuerelevant in the years to come.
4Jabatan Perkhidmatan Awam
Public Service Department
Dato’ Sri Abu Bakar Bin Haji AbdullahMay 2011
was introduced in 2010 and offered to 30 top SPM 2009King’s Scholarship (12 students), the Overseas Degree
Programme (8,250 students). A total of 500 students receiveddepending on their field of study.
number of programmes were carried out namely the JointGathering with the Prime Minister, implementation of the
1,027 public servants from various ministries/agencies
elements in realising the national transformation agenda.Innovation Year and in November 2010 the ‘PSD Innovation
the national aspiration in improving and enhancing public
toward strengthening the human capital and enhancing thedepicts its drive and commitment to ensure that the public
and strong institutional capability.and strong institutional capability.
commitment of all PSD officers to fulfil the mandates andcontinue to be implemented to ensure that the PSD remains
4Jabatan Perkhidmatan Awam
Public Service Department
MenerajuiDRIVING INNOVATION
INOVASI
5Jabatan Perkhidmatan Awam
Public Service Department
JPA mempunyai peranan yang amat penting dalam menerajuidalam pengurusan sumber manusia. Dalam konteks ini, JPA bukanmalah perlu menyuburkannya. Dengan kata lain, JPA bukan sekadarberbentuk inovasi malah perlu melaksanakan amalan tersebutoleh agensi-agensi kerajaan lain. YAB Perdana Menteri dalammenyarankan supaya warga JPA membuat pembaharuan dalamakan diterjemahkan kepada amalan kerja seharian. Pembaharuanmemastikan kepuasan rakyat tetapi juga membuktikan kemampuankompetitif.
Menerajui perubahan dalam perkhidmatan awam adalahikrar Jabatan Perkhidmatan Awam (JPA). Ikrar ini bukandilafazkan untuk bermegah, bukan juga untuk membuktikankejaguhan atau bukan untuk menunjukkan kerakusan cita-cita sebuah jabatan. Namun ianya adalah ikrar yang perludan harus diiringi dengan tanggungjawab. Malahtanggungjawab itu ternyata amat besar kerana menerajuisesuatu perubahan sebuah perkhidmatan awam akanmelibatkan pelbagai bidang. Paling relevan adalah apabilanegara pada era ini sedang melaksanakan agendatransformasi yang berteraskan ekonomi berpendapatantinggi contohnya Gagasan 1Malaysia, Program TransformasiKerajaan (GTP) dan Program Transformasi Ekonomi (ETP).Inovasi adalah antara bidang utama yang mampumerangsang agenda-agenda ini dan demikian harus diberipenekanan. Sesuai dengan hasrat ini, YAB Perdana Menteripada 27 Januari 2010 di Majlis Malaysian Innovative telahmengumumkan 2010 sebagai Tahun Inovasi.
Secara asasnya, faktor kritikal dalam transformasi negara iniperlu difahami bahawa ia mampu menghasilkan perubahanyang signifikan dari aspek meningkatkan prestasi dan impak
5Jabatan Perkhidmatan Awam
Public Service Department
yang signifikan dari aspek meningkatkan prestasi dan impakpenyampaian perkhidmatan. Ukuran sebuah inovasi adalahkeupayaan menambah output dan outcome semasa sertamembawa transformasi kepada amalan sedia ada. Inovasiboleh dijelmakan dalam bentuk produk, perkhidmatan,proses atau teknologi. Manakala skop pelaksanaannyamerangkumi proses menyeluruh termasuk inovasi tadbirurus, inovasi kemasyarakatan, inovasi jaringan keselamatansosial, inovasi penjenamaan dan sebagainya. Variasi bentukdan proses ini menggambarkan ruang dan peluang inovasiini sebenarnya masih terbuka luas untuk diterokai danpelbagai agensi sektor awam pastinya mempunyai projekdan proses masing-masing dalam mewujudkan budayainovasi ini.
budaya inovasi dan kreativiti perkhidmatan awam khususnyabukan sahaja perlu menanam budaya inovasi dan kreativiti,sekadar memperkenalkan sesuatu amalan atau operasi yang
tersebut dengan jayanya sehingga menjadi ikutan dan ditanda arasdalam ucapannya di Majlis Malam Mesra JPA 2010, telah
dalam segala proses pemikiran (thought) yang mana proses iniPembaharuan sedemikian bukan sahaja akan dapat membantu
kemampuan Malaysia untuk bersaing dalam era yang semakin
Dalam hubungan ini, JPA sentiasa merancang dan melaksana aktivitisecara individu mahupun berkumpulan sentiasa digalakkanmenambah baik perkhidmatan awam seiring dengan kehendak
Di bawah Anugerah Inovator JPA 2010 contohnya, warga JPAdisebarluaskan penggunaannya ke seluruh perkhidmatan awamePPL (Sistem Pejabat Penasihat Pendidikan dan Latihan), SISFABP-SPEG (Sistem Pengiraan Gantian Cuti Rehat), Papan Penilaiandan JPA Flying Expert (JPA-FiX).
Di samping itu, beberapa projek inovasi turut dibentangkan diTahun 2010. Antara projek yang dipertandingkan adalah SistemPermohonan Faedah Persaraan Secara Online, Penilaian KeberkesanaanAwam Secara Online, e-Kaunseling Perkhidmatan Awam dan Taklimat
Bagi meningkatkan kecekapan pengurusan kewangan, JPA turutbawah Anugerah Inovasi Pengurusan Kewangan. Antara projekBagi Mengurangkan Pengeluaran Bil Tuntutan Bulanan KepadaSistem E-Pantau, Sistem Pengawalan Bahan Mentah (SPBM), PenambahbaikanKampus Wilayah Timur (INTIM), Penambahbaikan Proses KerjaPermohonan Perolehan INTURA (INTURA Procurement Request
Pelbagai projek inovasi yang dihasilkan oleh JPA ini menunjukkanmenyokong seruan YAB Perdana Menteri. Kemampuan wargaberjaya memenangi pertandingan di pelbagai peringkat. Antaraadalah e-Audit dan Sistem MyPesara yang telah dinobatkanadalah e-Audit dan Sistem MyPesara yang telah dinobatkan2010 bagi kategori Anugerah Inovasi Pengurusan Kewangan danSistem Pengurusan Maklumat Atasan (e-SMPA) telah memenangiPengurusan Aduan. JPA juga telah menerima pengiktirafan dariWeb Terbaik Bagi Transaksi e-Perolehan bagi tahun 2010.
Pengiktirafan ini secara tersuratnya menggambarkan warga JPAkreatif, sekaligus menunjukkan budaya inovasi telah dan sedangcukup bermakna kepada JPA, namun lebih baik lagi sekiranyadikongsi bersama oleh seluruh warga perkhidmatan awam. Jikamenyempurnakan ikrarnya sebagai peneraju inovasi perkhidmatan
Prasyarat utama kepada kejayaan agenda transformasi ialah pembentukandan boleh bertindak berasaskan matlamat yang dikongsi bersamahala tuju perjuangan JPA bukan sekadar menjulang seruansahaja, malah akan memastikan inovasi dan kreativiti yang dihasilkanbesar dan melibatkan seluruh anggota perkhidmatan awam.prestasi negara untuk mencapai matlamat yang disasarkan.
Justeru, sekiranya komitmen yang ditunjukkan ini dapat diteruskandijanakan untuk manfaat bersama, maka hasrat kerajaan untukyang inovatif dan kreatif akan menjadi kenyataan. Sebuah institusikepada pelanggan berada pada tahap memuaskan dan mampukecekapan sistem penyampaian perkhidmatan. Oleh yangPerkhidmatan Awam”, JPA perlu terus mengemudi kreativitiperkhidmatan negara ini akan sentiasa kekal relevan dan mampu
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Public Service Department
aktiviti-aktiviti pembudayaan kreativiti dan inovasi. Warga JPA,supaya mencetus dan menghasilkan inovasi yang mampu
kehendak pelanggan.
telah memperkenalkan beberapa projek inovasi yang bolehawam. Antaranya adalah projek pembangunan aplikasi atas talianSISFA (Sistem Fail), e-Log Latihan, Pemegang Kunci Pintu Sehala,
Penilaian Prestasi Pegawai, Sistem Pemantauan Rangkaian (SPAR),
di dalam Konvensyen Kumpulan Inovatif dan Kreatif (KIK) JPASistem Pemantauan Pelupusan Aset Alih (e-PeL), Semak Status
Keberkesanaan Peribadi Kepimpinan Transformasi PerkhidmatanTaklimat Bab Cuti Secara Multimedia Interaktif.
turut menghasilkan beberapa projek inovasi pada tahun 2010 diprojek inovasi yang telah dihasilkan adalah Penggunaan Datapos
Kepada Peminjam Pinjaman, Sistem Pemantauan Kontrak INTAN,Penambahbaikan Sistem Pembayaran Bil Air Kuarters di INTANKerja Pemantauan Akaun Belum Terima (ABT) dan Sistem
Request System – INPRES).
menunjukkan komitmen yang tinggi diberikan oleh jabatan ini dalamwarga JPA dalam mencipta inovasi cemerlang telah diiktiraf dan
Antara pencapaian terbaik projek inovasi JPA bagi tahun 2010sebagai Johan Anugerah Inovasi Jabatan Perdana Menterisebagai Johan Anugerah Inovasi Jabatan Perdana Menteri
dan Anugerah Inovasi Pengurusan Sumber Manusia. Manakalamemenangi tempat kedua di bawah kategori Anugerah Inovasi
dari Multimedia Development Corporation (MDeC) bagi Laman
JPA adalah sarat dengan inisiatif yang proaktif dan idea yangsedang disemarakkan dalam organisasi ini. Kejayaan ini pastinya
sekiranya inovasi-inovasi yang dihasilkan dapat dimanfaatkan danJika ini dapat dicapai, maka JPA boleh berbangga kerana berjaya
perkhidmatan awam khususnya dalam pengurusan sumber manusia.
pembentukan sektor awam sebagai sebuah entiti yang mantapbersama sambil menyisihkan budaya keterpisahan (silo). Justeru,
kerajaan dalam persekitaran dan ruang lingkup jabatan inidihasilkan dapat dimanfaatkan oleh persekitaran yang lebih
Manfaat yang dikongsi bersama inilah yang akan melonjak
diteruskan serta dikekalkan dan sementelah itu disalurkan sertauntuk menjadikan perkhidmatan awam sebagai sebuah institusiinstitusi yang inovatif akan sentiasa memastikan perkhidmatan
mampu menguruskan perubahan ekonomi negara melaluidemikian, jelaslah bahawa sebagai “Peneraju Perubahan
kreativiti serta menerajui inovasi agar sistem penyampaianmampu menyaingi cabaran-cabaran mendatang.
6Jabatan Perkhidmatan Awam
Public Service Department
MenerajuiDRIVING INNOVATION
INOVASI
Leading change in the public service is a promise made by theconceit, nor to prove that we were better than others. Instead,great responsibility. This is particularly true now with the governmentachieve a high income economy through the 1Malaysia concept,Economic Transformation Programme (ETP). Innovation is onebe given priority. In seeking to realise this aspiration, the PrimeInnovative celebration announced 2010 as the Year of Innovation
It is important to understand that innovation will be a criticalchanges it can make on the performance and service deliveryit’s ability to increase existing output and outcome while transformingproducts, services, processes or technology. The scope ofgovernance innovation, community innovation, social networkinginnovations. This variation in forms and processes shows that innovationexplored, and various public agencies should have their own projects
The PSD has a crucial role in leading the public sector’s innovationmanagement. In this context, the PSD must not only cultivate theother words, the PSD should not merely introduce innovative practicesother words, the PSD should not merely introduce innovative practicesit is followed and becomes a benchmark to other governmentDinner with the PSD, had suggested that PSD officers shouldcarried through to their daily work practices. Such innovationsMalaysia’s ability to compete in this competitive era.
The PSD continuously plans and implements activities to providewhether as individuals or collectively as a group, are alwaysinnovations that can improve the public service and meet client
Under the PSD Innovator Award 2010, PSD officers introducedthroughout the public service. Among the projects were theTraining and Education Officers (ePPL); SISFA (Filing System) ; eLieu of Leave); Officer’s Performance Score Board; Network Monitoring
Besides the projects mentioned, several projects were alsoConvention (KIK). Among the projects presented were the Assetcheck on the status of retirement benefits; an online EvaluationSector e-Counselling, and Interactive Multimedia Briefing on the
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Public Service Department
the Public Service Department (PSD). It was not done out ofInstead, it was a promise that needed to be made and with it came
government implementing various transformation agendas toconcept, the Government Transformation Programme (GTP) and the
one factor that can drive all these agendas and thus it needs toPrime Minister had on 27th January 2010 at the Malaysian
Innovation.
critical factor in transforming the nation through the significantaspects. The measure of an innovation’s success is based on
transforming current practices. Innovation can be embodied inits application covers the overall process including good
networking innovation, branding innovation and other types ofinnovation spaces and opportunities are still wide open to be
projects and processes in creating this innovation culture.
innovation and creativity culture especially in human resourcethe culture of creativity and innovation, but also nurture it. Inpractices or operations but must successfully carry it out untilpractices or operations but must successfully carry it out until
government agencies. The Prime Minister in his speech during the 2010should revolutionise their thought processes and this should be
innovations will help to ensure citizen’s satisfaction besides proving
provide enculturation of creativity and innovation. PSD officersalways encouraged to initiate/spark off new ideas and createclient demands.
introduced several innovation projects which could be widely appliedthe development of the online application for PSD Overseas
e-Training Log; BP SPEG (System for the Calculation of Cash inMonitoring System (SPAR) and the PSD Flying Expert (JPA-FiX).
presented in the PSD 2010 Innovative and Creative GroupAsset Disposal Monitoring System (e-PeL); an online system to
Evaluation on Public Service Transformational Leadership; the Publicthe chapter on types of leave.
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Public Service Department
In order to enhance the effectiveness of financial management,under the Financial Management Innovation Award. Among theclaim notices to education loan borrowers through Postdata,Controlling System for Fresh Products, improving the systemCampus (INTIM), improving the work process on monitoring receivableProcurement Request System (INPRES).
The various innovation projects produced by the PSD shows theMinister’s aspiration. The ability of PSD officers in creatingawards being won in various competitions. Among the outstandingwas the e-Audit and the MyPesara System, which was awardedAward 2010 under the Financial Management InnovationInnovation Award Category. Meanwhile the Top ManagementComplaints Management Innovation Award. The PSD alsoDevelopment Corporation (MDeC) for the Best Website for e-Procurement
These recognitions show that PSD officers are full of proactiveThese recognitions show that PSD officers are full of proactiveculture exists and is flourishing in the organisation. These achievementsmore meaningful if they could be utilised and shared with the restbe proud of accomplishing its promise as being the leadermanagement.
The main pre-condition for success of the transformation agendarespond to a shared aim while putting aside the silo culturegovernment’s aspirations within the confines of the organisationcan benefit the whole of the public service. It is this shared beliefthe national mission.
Therefore, if the commitment shown can be continued andeveryone’s benefit, then the government’s aspiration of makingwould have become a reality. An innovative institution willmanage the country’s economic changes through an effective serviceof Change in the Public Service’ needs to guide creativity andsystem will remain relevant and able to counter any challenges
8Jabatan Perkhidmatan Awam
Public Service Department
management, the PSD also produced some innovation projects in 2010the projects introduced were reducing the issuance of monthly
Postdata, INTAN Contracts Monitoring System, e-Monitoring System,system for payment of water bill for quarters in INTAN’s Eastern
receivable accounts and the INTAN Northern Campus (INTURA)
the strong commitment by the PSD in supporting the Primeexcellent innovation was recognised and resulted in many
outstanding PSD innovation project achievements for the year 2010awarded first place for the Prime Minister’s Department Innovation
Award Category and the Human Resource ManagementInformation System (e-SMPA) was awarded 2nd place for the
also received an official recognition from the MultimediaProcurement Transactions in 2010.
proactive initiatives and creative ideas, illustrating that an innovationproactive initiatives and creative ideas, illustrating that an innovationachievements are meaningful to the organisation, but it would be
rest of the public service. If this can be achieved, the PSD canin public service innovation especially in human resource
agenda is reshaping the public sector as a solid entity, able toculture. Hence, the PSD’s struggle is not only to support the
organisation but to ensure that the innovation and creativity createdbelief that will push the country’s performance in accomplishing
and retained, and subsequently channelled and generated formaking the public service an innovative and creative institution
always ensure their customers’ satisfaction and is able toservice delivery system. It is clear that the PSD as the ‘Leaderlead innovation so that the country’s public service delivery
challenges in the future.
8Jabatan Perkhidmatan Awam
Public Service Department
KESELURUHAN
OV
ERAL
L PE
RFO
RM
ANC
E11 Analisis Prestasi Balanced Scorecard Balanced Scorecard Performance Analysis
13 Analisis Prestasi Sasaran Kerja Tahunan 20102010 Annual Work Targets Achievement Analysis
14 Sorotan Pencapaian Utama 20102010 Achievement Highlights
Pres
tasi KESELURUHAN
9Jabatan Perkhidmatan Awam
Public Service Department
Clientele
27 Prestasi KewanganFinancial Performance
29 Perjawatan dan PersonelPosts and Personnel
30 Kebitaraan JPA 2010PSD’s Accolades 2010
Balanced Scorecard Balanced Scorecard Performance Analysis
Analisis Prestasi Sasaran Kerja Tahunan 20102010 Annual Work Targets Achievement Analysis
Sorotan Pencapaian Utama 2010
26 Pelanggan
9Jabatan Perkhidmatan Awam
Public Service Department
PRESTASI KESELURUHAN
Prestasi JPA dilapor berdasarkan AnalisisBalanced Scorecard dan Sasaran Kerja Tahunandi samping Prestasi Kewangan serta Perjawatandan Personel. Pencapaian utama JPAdipaparkan dalam ruangan khas dalam laporanini.
The PSD’s achievement is reported based onThe PSD’s achievement is reported based onan analysis of the Balanced Scorecard andAnnual Work Target as well as the FinancialPerformance, Establishment and PersonnelReports. The main achievements arehighlighted in a special column in this report.
OVERALL PERFORMANCE
10Jabatan Perkhidmatan Awam
Public Service Department
10Jabatan Perkhidmatan Awam
Public Service Department
Mulai Januari 2005, JPA telah mengguna pakai BalancedScorecard (BSC) sebagai satu lagi sistem pemantauanpelaksanaan strategi dan pengurusan prestasi organisasi.Selaras dengan Pekeliling Kemajuan Pentadbiran AwamBil. 2 Tahun 2005, sebanyak 34 petunjuk prestasi utama(KPI) yang dikelompokkan dalam empat perspektif telahdibangunkan. Butiran adalah seperti yang ditunjukkan dibawah:
PRES
TASI
BSC
JPA
PSD
BSC
PER
FORM
AN
CE
STAKEHOLDER/PELANGGANSTAKEHOLDER/CLIENT
PROSES DALAMANINTERNAL PROCESS
Analisis PrestasiBALANCED SCORECARD PERFORMANCE ANALYSIS
BALANCED SCORECARD
PRES
TASI
BSC
JPA
PSD
BSC
PER
FORM
AN
CE
PENGURUSAN SUMBER DAN KEWANGANRESOURCE AND FINANCIAL MANAGEMENT
PEMBELAJARAN DAN PEMBANGUNANLEARNING AND DEVELOPMENT
Perspektif Pengukuran Prestasi BSCBSC Performance Measurement Perspectives
Prestasi JPA secara keseluruhannya bagi tahun 2010adalah pada tahap menepati sasaran iaitu pada nilaiindeks 8.10. Prestasi BSC JPA merupakan integrasipencapaian KPI-KPI yang terdapat dalam empatperspektif iaitu Stakeholder / pelanggan (8.19), ProsesDalaman (8.82), Pengurusan Sumber dan Kewangan(5.88) serta Pembelajaran dan Pembangunan (8.68).Prestasi ini menunjukkan peningkatan 10 peratus (0.72mata) berbanding tahun 2009 (7.38 mata).
11Jabatan Perkhidmatan Awam
Public Service Department
Beginning January 2005, the PSD introduced theBalanced Scorecard (BSC) as an additional system formonitoring and evaluating organisational performance. Atotal of 34 key performance indicators (KPIs) clusteredunder four perspectives were developed in accordancewith the guidelines provided by the Public AdministrationDevelopment Circular No. 2 of 2005. Details are asbelow:
a. Memenuhi ekspektasi stakeholder/pelangganFulfilling stakeholder/client expectations
b. Memperkasa organisasi beretikaEnhancing organisational ethics
c. Mengeratkan hubungan majikan – pekerjaStrengthening employer-employee relationship
a. Meningkatkan kualiti proses kerjaIncreasing the quality of work processes
b. Memperkemas pengurusan dataStrengthening data management
c. Meningkatkan jalinan komunikasiIncreasing communication networks
PrestasiBALANCED SCORECARD PERFORMANCE ANALYSIS
BALANCED SCORECARD
a. Menguruskan perbelanjaan berhemahPrudent financial management
b. Mengoptimumkan penggunaan sumberOptimisation of resource utilisation
Perspektif Pengukuran Prestasi BSCBSC Performance Measurement Perspectives
Increasing communication networks
a. Membangunkan tenaga kerja yang kompeten dan bermotivasiDeveloping a competent and motivated workforce
b. Mewujudkan persekitaran kerja yang kondusifCreating a conducive working environment
c. Memastikan sumber tenaga yang optimumEnsuring an optimum workforce
For the overall performance of 2010, the PSD achieved itstarget with an index score of 8.10. The BSC performancewas the integration of achievement of the KPIs of fourperspectives namely Stakeholder/Client (8.19), InternalProcesses (8.82), Resources and Financial Management(5.88) and Learning and Growth (8.68). This performanceis an increase of 10 percent (0.72 points) as compared tothe performance in 2009 (7.38 points).
11Jabatan Perkhidmatan Awam
Public Service Department
PerspektifPerspective
Stakeholder/PelangganStakeholder/Client
Proses DalamanInternal Processes
Pengurusan Sumber dan KewanganResources and Financial Management
Pembelajaran dan PembangunanLearning and Development
Keseluruhan | Overall
Prestasi BSC 20102010 BSC Performance
Perspektif Pengurusan Sumber dan Kewangan mencatatkanprestasi sederhana. Ia adalah kesan dari perbelanjaan yangberlaku di luar jangkaan seperti pembayaran Bantuan KhasKewangan kepada semua pegawai termasuk pesara. Butiranskor mengikut setiap satu perspektif dan Peta Strategi BSCJPA adalah seperti berikut:
STA
KEH
OLD
ER /
STA
KEH
OLD
ER /
Memperkemaskan Pengurusan DataStrengthening Data Management
Menguruskan Perbelanjaan Berhemah
Prudent Financial Management
Memastikan Sumber Tenaga Yang
Ensuring an
Memperkasa Organisasi BeretikaEnhancing Organisational Ethics
Peta Strategi BSC JPAPSD’s BSC Strategy Map
STA
KEH
OLD
ER /
PELA
NG
GA
N
STA
KEH
OLD
ER /
CL
IEN
T
SUM
BER/
KEW
AN
GA
NRE
SOU
RCE
/ FI
NA
NCI
AL
PRO
SES
DA
LAM
AN
IN
TERN
AL
PRO
CESS
PEM
BELA
JARA
N /
PEM
BAN
GU
NA
NLE
ARN
ING
/
DEV
ELO
PMEN
T
Memenuhi Ekspektasi Pelanggan / Stakeholder
Fulfilling Stakeholder/Client Expectations
Meningkatkan Kualiti Proses KerjaIncreasing the Quality of Work
Processes
Membangunkan Tenaga Kerja Yang Kompeten dan Bermotivasi
Developing a Competent and Motivated Workforce
12Jabatan Perkhidmatan Awam
Public Service Department
KeseluruhanOverall
8.19
8.82
Pengurusan Sumber dan KewanganResources and Financial Management
5.88
Pembelajaran dan Pembangunan8.68
8.10
Prestasi BSC 20102010 BSC Performance
The Resource and Financial Management perspectiverecorded an average performance due to unexpectedspending such as the Special Financial Assistance Grant toall public servants including pensioners. A detailed scoreaccording to each perspective and the BSC’s Strategic Mapare as follows:
Memperkemaskan Pengurusan DataStrengthening Data Management
Mengoptimumkan Penggunaan SumberOptimisation of Resource Utilisation
Memastikan Sumber Tenaga Yang Mencukupi
Ensuring an Optimum Workforce
Memperkasa Organisasi BeretikaEnhancing Organisational Ethics
Mengeratkan Hubungan Majikan –Pekerja
Strengthening Employer-employee Relationship
Peta Strategi BSC JPAPSD’s BSC Strategy Map
Meningkatkan Jalinan KomunikasiIncreasing Communication Networks
Mewujudkan Persekitaran Kerja Yang Kondusif
Creating a Conducive Working Environment
12Jabatan Perkhidmatan Awam
Public Service Department
Prestasi pencapaian keseluruhan JPA mengikut Program bagitahun 2010 adalah pada skor 96 peratus iaitu pada tahapcemerlang. Ini adalah berdasarkan kepada pencapaian projekyang dirancang bagi ketiga-tiga program di bawah JPA iaituProgram Perancangan Sumber Manusia (PPSM), ProgramPembangunan Sumber Manusia (PBSM) dan Program OperasiSumber Manusia (POSM) serta Unit Audit Dalam (UAD).
Bagi PPSM, pencapaian 99 peratus ditunjukkan melaluipelaksanaan projek-projek yang dirancang iaitu penyelidikandan perancangan, sistem PSM penyelarasan korporat dankomunikasi korporat. Manakala bagi PBSM, tahap pencapaianyang direkodkan adalah 98 peratus meliputi projekpembangunan organisasi dan penskiman, perkhidmatan danpembangunan kerjaya, pembangunan modal insan, saraandan perhubungan majikan-pekerja. Sementara POSM pulamerekodkan pencapaian 95 peratus melibatkan projek yangdilaksanakan bagi pengukuhan kapasiti perkhidmatan awam,memperkasakan pelanggan dan menjauharikan warga JPAmelalui penggubalan dasar, pengurusan kursus dan latihan,pemantapan sistem penyampaian perkhidmatan danpeningkatan keupayaan modal insan.
Dalam memastikan integriti dan akauntabiliti serta
Analisis Prestasi2010 ANNUAL WORK TARGETS ACHIEVEMENT ANALYSIS
SASARAN KERJA TAHUNAN 2010
Dalam memastikan integriti dan akauntabiliti sertamemantapkan tadbir urus warga JPA, UAD telahmelaksanakan 92 peratus projek pengauditan yang dirancangiaitu auditan pengurusan kewangan, prestasi khas, susulandan kajian.
PPSM
PBSM
POSM
UAD
5,0564,878
178
96%JPA
ProgramProgramme
Pencapaian Keseluruhan bagi Tahun 2010Overall Achievement for 2010
SiapCompleted
SasaranTarget
4%
Belum SiapNot Completed
HRPP
HRDP
HROP
IAU
13Jabatan Perkhidmatan Awam
Public Service Department
PSD
The PSD scored 96 percent in its overall programmeperformance for 2010 which was at the excellent level. Thisscore is based on the planned-projects achievement for itsthree programmes, namely, the Human Resource PlanningProgramme (HRPP), the Human Resource DevelopmentProgramme (HRDP) and the Human Resource OperationsProgramme (HROP) and the Internal Audit Unit (IAU).
For the HRPP, the 99 percent achievement was gainedthrough the implementation of all its planned projects onresearch and planning, corporate coordination and corporatecommunications. The HRDP scored 98 percent through theimplementation of organisational development, schemes ofservice, service and career development, human capitaldevelopment, remuneration and employer-employeerelations projects. The HROP meanwhile recorded a score of95 percent involving projects that were implemented forpublic service capacity enhancement and improvement ofthe PSD workforce through policy formulation, managementof courses and training, enhancement of the service deliverysystem and human capital capacity enhancement.
To ensure integrity and accountability in addition tostrengthening the governance of the PSD workforce, the IAU
Prestasi2010 ANNUAL WORK TARGETS ACHIEVEMENT ANALYSIS
SASARAN KERJA TAHUNAN 2010
strengthening the governance of the PSD workforce, the IAUimplemented 92 percent of its planned audit projectsinvolving financial management, performance, follow-up andresearch.
Pencapaian Mengikut Program bagi Tahun 2010Achievement by Programmes for 2010
300
2,079
2,651
26
299
2,464
2,522
24
0 500 1000 1500 2000 2500 3000
PPSM
PBSM
POSM
UAD 92%
95%
98%
99%
ProgramProgramme
SasaranTarget
SiapCompleted
HRPP
HRDP
HROP
IAU
13Jabatan Perkhidmatan Awam
Public Service Department
Sorotan2010 ACHIEVEMENT HIGHLIGHTS
PENCAPAIAN UTAMA
BAHAGIAN PEMBANGUNAN ORGANISASI
Bagi memastikan perkhidmatan awam mempunyai skimperkhidmatan dan struktur organisasi yang mantap, relevandan fleksibel serta menepati keperluan semasa, JPA telah:
• Melaksanakan sebanyak 693 kajian pembangunanorganisasi meliputi 181 kajian skim perkhidmatan, 131kajian dasar perjawatan dan 381 kajian perjawatan
• Mengeluarkan pekeliling perkhidmatan berhubungpenetapan Ketua Perkhidmatan bagi 243 skimperkhidmatan dalam Perkhidmatan Awam Persekutuan
• Melaksanakan penjenamaan semula empat skimperkhidmatan
• Mempertimbangkan 63 permohonan kelonggaran syaratskim perkhidmatan
• Menerbitkan Buku Maklumat Skim Perkhidmatan (duaedisi) dan Penghuraian Kerja Skim Perkhidmatan
• Memperkukuhkan keupayaan agensi sektor sosialtermasuk pengukuhan perjawatan di KementerianPelajaran Malaysia, penyusunan semula organisasi DewanBahasa dan Pustaka (DBP), pewujudan jawatan ProfesorUlung, penubuhan Sekretariat Majlis Profesor Negara(MPN) dan pewujudan Model Pejabat Penasihat Undang-Undang (PUU) di IPTA
• Memperkukuhkan keupayaan agensi sektor sosial bagiperkhidmatan kesihatan termasuk penaiktarafan BahagianKeselamatan dan Kualiti Makanan (BKKM), penyusunansemula Bahagian Kesihatan Pergigian, pemindahan fungsiperkhidmatan kesihatan ibu mengandung, kanak-kanakdan kesihatan keluarga di bawah pentadbiran DewanBandaraya Kuala Lumpur (DBKL) ke KementerianKesihatan Malaysia (KKM) dan pewujudan jawatan padagred fleksi bagi skim perkhidmatan Pegawai Perubatan,Pegawai Pergigian dan Pegawai Farmasi
• Memperkukuhkan keupayaan agensi sektor sosial bagiPerkhidmatan Komunikasi dan Kesenian denganmenubuhkan Pasukan Projek Jalur Lebar Nasional dibawah Kementerian Penerangan, Komunikasi danKebudayaan (KPKK) dan menubuhkan Pejabat Zon JabatanWarisan Negara
14Jabatan Perkhidmatan Awam
Public Service Department
UTAMA 2010
ORGANISATIONAL DEVELOPMENT DIVISION
To ensure that the public service is equipped with schemes ofservice and organisational structures that are relevant,flexible and meet current needs, the PSD has:
• Implemented 693 organisational development studiesconsisting of 181 studies on schemes of service, 131studies on establishment policy and 381 studies onestablishment
• Issued a service circular pertaining to the determination ofHead of Service for 243 schemes of service in the FederalCivil Service
• Rebranded four schemes of service
• Considered 63 applications for the alleviation of conditionsof service schemes
• Published the Scheme of Service Information Booklet (twoeditions) and Job Description for Schemes of Service
• Strengthened the capacity of agencies in the social sectorby strengthening the establishment in the Ministry ofEducation, restructuring of the Institute of Language andLiterature Malaysia (DBP), creating the DistinguishedProfessor posts, establishing the Secretariat for theNational Professors Council (MPN) and creating the LegalAdvisor’s Office (PUU) Model in public institutions ofhigher learning
• Strengthened the capacity of agencies in the social sectorfor healthcare services by upgrading the Food Safety andQuality Division (FSQD), Restructuring the Oral HealthDivision, transferring the functions of the maternal andchild health service from the Kuala Lumpur City Hall(KLCH) to the Ministry of Health (MOH) and creating postsat flexi grade for Medical Officer, Dental Officer andPharmaceutical Officer service schemes
• Strengthened the capacity of agencies in the social sectorfor Communication and Cultural Services by establishingthe National Broadband Project Team under the Ministryof Information, Communications and Culture (KPKK) andestablishing Zone Offices for the National HeritageDepartment
14Jabatan Perkhidmatan Awam
Public Service Department
Sorotan2010 ACHIEVEMENT HIGHLIGHTS
PENCAPAIAN UTAMA
BAHAGIAN PEMBANGUNAN ORGANISASI
• Memperkukuhkan keupayaan agensi sektor pentadbiranbagi agensi persekutuan dengan menyusun semulaLembaga Kemajuan Tanah Persekutuan (FELDA), UnitPerancang Ekonomi (UPE), Dewan Bandaraya KualaLumpur (DBKL), Kementerian Wilayah Persekutuan danKesejahteraan Bandar (KWPKB) dan mengasingkan fungsikerjasama awam - swasta ke Unit Kerjasama Awam Swasta(UKAS)
• Mengukuhkan Keupayaan agensi sektor keselamatandengan melaksanakan program penempatan semula PolisDiraja Malaysia, Kementerian Dalam Negeri, menyusunsemula Bahagian Pengurusan Belanjawan, KementerianKewangan dan menyusun semula struktur organisasiKementerian Pertahanan secara holistik
• Memantapkan jawatan-jawatan utama Kerajaan NegeriSemenanjung Malaysia
• Menambahbaik model Pihak Berkuasa Tempatan (PBT)meliputi Majlis Bandaraya, Majlis Perbandaran dan Majlismeliputi Majlis Bandaraya, Majlis Perbandaran dan MajlisDaerah
• Meluluskan penubuhan sebuah PBT danmemperkukuhkan 50 PBT
• Menyusun semula Perkhidmatan Awam Negeri Sarawak.
• Menyusun semula agensi-agensi di bawah pentadbiranKerajaan Negeri Sabah
• Menubuhkan Suruhanjaya Integriti AgensiPenguatkuasaan (SIAP), Mahkamah Tinggi Khas RayuanRasuah dan Mahkamah Seksyen Khas Rasuah danmenyusun semula Jabatan Penjara Malaysia
• Mengukuhkan keupayaan agensi sektor ekonomi denganmenyusun semula Kementerian Perusahaan Perladangandan Komoditi (KPPK)
• Mengukuhkan struktur Kementerian Pelancongan
• Mengukuhkan perjawatan bagi taska dan tabika di bawahJabatan Kemajuan Masyarakat (KEMAS)
15Jabatan Perkhidmatan Awam
Public Service Department
UTAMA 2010
ORGANISATIONAL DEVELOPMENT DIVISION
• Strengthened the capacity of agencies in the administrationsector for federal agencies by restructuring the Federal LandDevelopment Authority (FELDA), the Economic Planning Unit(EPU), the Kuala Lumpur City Hall (DBKL), the Ministry ofFederal Territories and Urban Wellbeing (KWPKB) andtransferring the functions of public - private partnership tothe Public Private Partnership Unit (3PU)
• Strengthened the capacity of agencies in the security sectorby implementing the redeployment programme for the RoyalMalaysian Police, restructuring of the Budget ManagementDivision, the Ministry of Finance and organising a holisticrestructuring of the Ministry of Defence
• Strengthened the leadership posts of State Governments inPeninsular Malaysia
• Improved the model for Local Authorities which includes CityCouncils, Municipal Councils and District Councils
• Approved the formation of a new local authority and• Approved the formation of a new local authority andstrengthened 50 existing local authorities
• Restructured the Sarawak State Public Service
• Restructured agencies under the Sabah State Governmentadministration
• Established the Integrity Commission for EnforcementAgencies, Special Corruption Appeals High Court, SpecialCorruptions Sessions Courts and restructuring of the PrisonsDepartment
• Strengthened the capacity of agencies in the economic sectorby restructuring the Ministry of Plantation Industries andCommodities
• Consolidated the structure for the Ministry of Tourism
• Consolidated the pre-school establishment for kindergartensunder the Department of Community Development (KEMAS)
15Jabatan Perkhidmatan Awam
Public Service Department
Sorotan2010 ACHIEVEMENT HIGHLIGHTS
PENCAPAIAN UTAMA
BAHAGIAN PEMBANGUNAN MODAL INSAN
Sebagai bukti komitmen padu JPA dalam melahirkan modalinsan yang terbaik bagi menerajui pembangunan negara, padatahun 2010 JPA telah:
• Menawarkan Biasiswa Nasional kepada 30 orang pelajarcemerlang lepasan Sijil Pelajaran Malaysia (SPM) 2009
• Menawarkan penajaan Biasiswa Yang di-Pertuan Agongkepada 12 orang pelajar cemerlang
• Menawarkan penajaan biasiswa kepada 1,750 pelajarcemerlang di bawah Program Penajaan Ijazah Luar Negara(PILN)
• Membiayai pengajian seramai 8,250 pelajar baru di bawahProgram Ijazah Dalam Negara (PIDN)
• Menawarkan penajaan biasiswa peringkatmatrikulasi/asasi dan ijazah pertama di Institusi PengajianTinggi Awam (IPTA) dan Institusi Pengajian Tinggi Swasta(IPTS) terpilih di dalam negara(IPTS) terpilih di dalam negara
• Mengendalikan 21 taklimat dan pameran bagimempromosi program penajaan JPA
• Menyediakan pinjaman kepada pelajar-pelajarpersendirian di luar negara untuk pembiayaan yuranpengajian antara RM200,000 hingga RM250,000
16Jabatan Perkhidmatan Awam
Public Service Department
UTAMA 2010
HUMAN CAPITAL DEVELOPMENT DIVISION
As a proof of the PSD’s strong commitment in producing the besthuman capital capable of spearheading the development of thenation, the PSD had in 2010:
• Offered the National Scholarship to 30 SPM 2009 topstudents
• Awarded the King’s Scholarship to 12 excellent students
• Offered scholarships to 1,750 excellent SPM leavers topursue their first degree in various courses abroad under theOverseas Degree Programme
• Offered scholarships to 8,250 new students under the LocalDegree Programme for study in local universities
• Offered scholarships for studies at the matriculation/basic/foundation and first degree level in local public and selectedprivate institutions of higher learning
• Conducted 21 briefings and exhibitions to promote the PSD’s• Conducted 21 briefings and exhibitions to promote the PSD’ssponsorship programmes
• Provided financial assistance of between RM200,000 toRM250,000 each for private students studying overseas, tocover their tuition fees
16Jabatan Perkhidmatan Awam
Public Service Department
Sorotan2010 ACHIEVEMENT HIGHLIGHTS
PENCAPAIAN UTAMA
BAHAGIAN PEMBANGUNAN MODAL INSAN
• Meluluskan pemberian sumbangan atau sagu hatisekiranya berlaku kematian pelajar tajaan dalam negaradalam tempoh pengajian
• Mengiktiraf sebanyak 70 kelayakan dari IPTA dan 644kelayakan dari IPTS
• Mengendalikan program suai kenal kepada 945 graduan dibawah PILN
• Mengutip hasil tuntutan gantirugi sebanyakRM17,514,050.63 iaitu 129.73 peratus mengatasi sasaranyang ditetapkan
• Mengutip bayaran balik Pinjaman Pelajaran JPA sebanyakRM49,026,586.85
• Meminda dasar penangguhan balik pelajar-pelajar tajaankerajaan di luar negara
• Membelanjakan sebanyak RM61,522,576.86 untukmembiayai program-program latihan dalam perkhidmatan
• Menaja seramai 5,421 penjawat awam pelbagai gred bagimengikuti Program Latihan Khas
17Jabatan Perkhidmatan Awam
Public Service Department
UTAMA 2010
HUMAN CAPITAL DEVELOPMENT DIVISION
• Approved award of a special grant or financial assistance incases involving death of a sponsored student studyinglocally
• Recognised 70 qualifications from public institutions ofhigher learning and 644 from private institutions of higherlearning
• Conducted orientation programmes for 945 overseas PSD-sponsored graduates
• Collected indemnity claims amounting to RM17,514,050.63, which was 129.73 percent more than theactual target set
• Collected PSD education loan repayments amounting toRM49,026,586.85
• Amended the policy regarding the delayed return ofgovernment sponsored students studying overseasgovernment sponsored students studying overseas
• Spent RM61,522,576.86 million for in-service trainingprogrammes
• Sponsored 5,421 public servants from various grades toundergo Special Training Programmes
17Jabatan Perkhidmatan Awam
Public Service Department
Sorotan2010 ACHIEVEMENT HIGHLIGHTS
PENCAPAIAN UTAMA
BAHAGIAN PERKHIDMATAN
Selaku pengurus sumber manusia sektor awam, JPA telahmenguruskan perjawatan dan membangunkan dasarpengurusan personel melalui:
• Menguruskan penempatan bagi 7,365 pegawaiperkhidmatan Gunasama yang dilantik terdiri daripada472 pegawai Pengurusan Tertinggi (JUSA), 1,752 pegawaiKumpulan Pengurusan dan Profesional serta 5,141pegawai Kumpulan Sokongan
• Menguruskan penempatan bagi pelantikan secarapeminjaman/ pertukaran sementara bagi 144 pegawaiJawatan Utama Sektor Awam (JUSA) dan Gred Khas, 50pegawai Kumpulan Pengurusan dan Profesional (P&P) dantiga pegawai Kumpulan Sokongan
• Menguruskan penempatan bagi pelantikan tetap 1,913Pegawai PTD M41 (Kontrak)
• Menguruskan penempatan bagi pelantikan 108 PenolongPegawai Tadbir (PPT) ke skim Pegawai Tadbir gred N41Pegawai Tadbir (PPT) ke skim Pegawai Tadbir gred N41dan 11 Penolong Pegawai Teknologi Maklumat (PPTM) keskim Pegawai Teknologi Maklumat (PTM) gred F41
• Melancarkan Jawatankuasa Kluster PTD untukmengenalpasti bakat-bakat muda sebagai pemimpinpelapis melalui empat kategori laluan
• Melaksanakan penempatan semula seramai 4,076pegawai Gunasama dan bukan Gunasama di Ibu PejabatPDRM di Bukit Aman, Ibu Pejabat Polis Kontinjen, IbuPejabat Polis Daerah dan Balai-balai Polis di seluruh negara
• Melaksanakan peluasan Program Cross-Fertilisation (PCF)di peringkat Pihak Berkuasa Tempatan (PBT)
• Menguruskan kenaikan pangkat 3,527 pegawai danmenguruskan pemangkuan 2,248 pegawai pelbagai gredjawatan
• Menjalankan sembilan kajian bagi memantapkan lagiformat Penilaian Tahap Kecekapan (PTK).
18Jabatan Perkhidmatan Awam
Public Service Department
UTAMA 2010
SERVICE DIVISION
As the public sector human resource manager, the PSDmanaged public servants and developed personnelmanagement policies through:
• Managing the placement of 7,365 common-user officersappointed which consist of 472 from the Top Managementgroup, 1,752 from the Management and Professionalgroup and 5,141 from the Support Staff group
• Managing the placement of 144 Premier grade/Specialgrade officers appointed, 50 Management & Professionalofficers and three Supporting Staff on secondment andtemporary transfers
• Managing the placement for 1,913 contract Administrativeand Diplomatic Service Officers (ADS) who werepermanently appointed
• Managing the placement for 108 Executive Officers (EO)appointed to the Administrative Officer grade N41 and 11Assistant Information Technology Officers to theAssistant Information Technology Officers to theInformation Technology Officers grade F41
• Launching of the ADS Clusters Committee responsible foridentifying talented future leaders based on fourcategories
• Redeployment of 4,076 common-user and non common-user officers at the Royal Malaysian Police (RMP)Headquarters in Bukit Aman, RMP Contingent andRegional officers as well as Police Stations all over thecountry
• Expansion of the Cross-Fertilisation Programme to theLocal Authority level
• Managing the promotion for 3,527 officers and the actingexercise for 2,248 officers from various grades
• Conducting nine studies to improve the format of theCompetency Assessment Evaluation
18Jabatan Perkhidmatan Awam
Public Service Department
Sorotan2010 ACHIEVEMENT HIGHLIGHTS
PENCAPAIAN UTAMA
BAHAGIAN SARAAN
JPA telah memperkenalkan inisiatif dan faedah saraan barubagi penjawat awam:
• Meluluskan kemudahan Cuti Tanpa Rekod kepada pegawaiperkhidmatan awam yang menderma organ
• Memansuhkan bayaran wad kepada pegawai dan pesaraperkhidmatan awam
• Meluluskan Bayaran Insentif Akademik PensyarahPerubatan di Institusi Pengajian Tinggi Awam (IPTA)
• Meluluskan pemberian Bantuan Khas Kewangan sebanyakRM1,000 dalam dua kali bayaran
• Meluluskan kemudahan Cuti Bersalin sehingga 90 harikepada pegawai perkhidmatan awam
• Menyeragamkan Waktu Bekerja Berperingkat bagi semuaagensi Kerajaan Persekutuan di negeri-negeri yang harirehat mingguannya ialah hari Jumaatrehat mingguannya ialah hari Jumaat
• Melaksanakan penambahbaikan Jadual Gaji Matriks bagiskim perkhidmatan Pensyarah Perubatan Dan PensyarahPergigian
• Melaksanakan pemanjangan pemberian pindahan danelaun/bayaran kepada waris pegawai yang meninggaldunia dalam perkhidmatan
• Memberikan taraf Penempatan Sukar bagi tiga PerwakilanMalaysia di luar negara
• Menambahbaik dasar mengenai Penerimaan Sijil Sakityang dikeluarkan oleh hospital/ klinik di Singapura
• Memanjangkan kemudahan perlindungan insuranskesihatan kepada penjawat awam yang berkhidmat di luarnegara
• Memanjangkan kelayakan Bayaran Pakaian MenghadiriUpacara Rasmi kepada pegawai yang terlibat denganistiadat penerimaan watikah pelantikan DutaBesar/Pesuruhjaya Tinggi oleh Seri Paduka Baginda Yangdi-Pertuan Agong
• Membentuk skala gaji baru bagi skim perkhidmatanLembaga Hasil Dalam Negeri Malaysia
19Jabatan Perkhidmatan Awam
Public Service Department
UTAMA 2010
REMUNERATION DIVISION
The PSD introduced several new initiatives and remunerationbenefits for public servants:
• Approving unrecorded leave for public servants whodonated organs
• Abolishment of hospital ward payments for publicservants and retirees
• Approving Academic Incentive Allowance for medicallecturers of public institutions of higher learning
• Approving a Special Financial Assistance grant of RM1,000which was paid in two instalments
• Approving Maternity Leave Benefit of up to 90 days forpublic servants
• Standardisation of flexible working hours for all federalgovernment agencies in states which observe Friday astheir weekly rest daytheir weekly rest day
• Improvement to the Matrix Salary Schedule for themedical and dental lecturers’ scheme of service
• Extension of transfer grant and allowances to beneficiariesof officers who have passed away while in service
• Recognising three more Malaysian missions abroad asHardship Post
• Improving the policy regarding the acceptance of MedicalCertificates issued by Singapore hospitals/ clinics
• Extension of health insurance coverage facility to publicservants serving overseas
• Extension of the Official Attire Allowance to officersinvolved with the Presentation of Credentials ceremony toHis Majesty the King on being appointed as HighCommissioner or Ambassador
• Establishment of a new salary scale for the Inland RevenueBoard of Malaysia (IRBM)
19Jabatan Perkhidmatan Awam
Public Service Department
BAHAGIAN PENGURUSAN PSIKOLOGI
JPA mengeluarkan dasar dan garis panduan berkaitanperkhidmatan psikologi mengikut keperluan semasa:
• Melancarkan Pelan Strategik Perkhidmatan PsikologiSumber Manusia Sektor Awam (PSPPs) 2011 – 2020
• Mengeluarkan panduan pelaksanaan Pementoran DalamPengurusan Sumber Manusia Sektor Awam
• Menyediakan perkhidmatan kaunseling kepada 325 klien
• Melaksanakan 32 siri perundingan pementoranmelibatkan 1,371 penjawat awam dari pelbagai agensikerajaan
• Menjalankan 54 siri Program Peningkatan KemahiranKaunseling
• Mengadakan 398 siri ceramah berkenaan pengurusanpsikologi melibatkan 7,394 orang penjawat awam diseluruh Malaysia
Sorotan2010 ACHIEVEMENT HIGHLIGHTS
PENCAPAIAN UTAMA
seluruh Malaysia
• Melaksanakan 32 siri program berbentuk pembangunaninsan, pembangunan organisasi dan pengurusan psikologimelibatkan seramai 1,530 orang peserta
• Memberikan 41 sesi khidmat nasihat dan rundinganberkenaan pengurusan psikologi dan kaunseling
20Jabatan Perkhidmatan Awam
Public Service Department
PSYCHOLOGY MANAGEMENT DIVISION
The PSD produced policies and guidelines on psychologicalservices according to current needs by:
• Launching the Strategic Plan on Psychological Service forthe Public Service 2011 – 2020
• Issuing guidelines on the Implementation of Mentoring forHuman Resource Management of the Public Service
• Offering counselling services to 325 clients
• Organising 32 mentoring programmes which involved1,371 participants from various government agencies
• Organising 54 Counselling Skills EnhancementProgrammes
• Carrying out 398 series of talks and speeches onpsychology management for 7,394 public servantsthroughout Malaysia
UTAMA 2010
• Organising 32 programmes encompassing personaldevelopment, organisational development andpsychological management for 1,530 participants
• Conducting 41 consultation and advisory sessions relatedto psychological and counselling services
20Jabatan Perkhidmatan Awam
Public Service Department
Sorotan2010 ACHIEVEMENT HIGHLIGHTS
PENCAPAIAN UTAMA
BAHAGIAN PASCA PERKHIDMATAN
Dalam memastikan kebajikan pesara dan penerima pencenterpelihara dengan sempurna, JPA telah menambah baikdasar-dasar pasca perkhidmatan:
• Menguruskan pembayaran Faedah-faedah Persaraan bagi383,989 pesara dan 144,071 penerima pencen melibatkansebanyak RM7,042,703,017.45 (Peruntukan Tanggungan)dan RM74,695,352.89 (Peruntukan Mengurus)
• Meluluskan pemanjangan Bayaran Pengurusan Jenazahsebanyak RM3,000 kepada pesara kerajaan
• Meluluskan pemanjangan bayaran Bantuan KhasKewangan Tahun 2010 sebanyak RM1,000 kepada pesarakerajaan
• Menguruskan perubahan Skim Pencen kepada SkimKumpulan Wang Simpanan Pekerja bagi empat agensikerajaan yang diswastakan
• Meluluskan penangguhan bayaran sebahagian ganjaran• Meluluskan penangguhan bayaran sebahagian ganjaranberkaitan bersara pilihan
• Melaksanakan proses Faedah Persaraan dan FaedahTerbitan melalui HRMIS
• Meluluskan pembayaran pencen maksimum untuk ahliParlimen, anggota pentadbiran dan Setiausaha Politik
• Meluluskan peluasan pelaksanaan aplikasi MyPesara dihospital kerajaan
• Menguruskan pertukaran Skim B ke Skim A Berwakil
21Jabatan Perkhidmatan Awam
Public Service Department
UTAMA 2010
POST SERVICE DIVISION
To safeguard the welfare of pensioners and pensionrecipients, the PSD has taken steps to improve the pensionpolicies, through:
• Management of payment of pension benefits to 383,989pensioners and 144,071 pension recipients which involvedRM 7,042,703,017.45 (Charged Allocation) and RM74,695,352.89 (Operating Allocation)
• Approval to extend Bereavement Expenses Payment ofRM 3,000 to government pensioners
• Approval to extend the Special Financial Assistance Grantfor 2010 of RM 1,000 to government pensioners
• Managing the change from the pension scheme to theEmployees Provident Fund Scheme for four governmentagencies that were privatised in 2010
• Approval to delay payment for part of the gratuity relatedto optional retirementto optional retirement
• Implementation of the process of remuneration andderivative benefits through HRMIS
• Approval of the maximum pension payment for membersof Parliament, members of the administration and PoliticalSecretaries
• Approval for the extension of implementation of theMyPesara application at government hospitals
• Managing the switch from the representative of A Schemeto B Scheme
21Jabatan Perkhidmatan Awam
Public Service Department
Sorotan2010 ACHIEVEMENT HIGHLIGHTS
PENCAPAIAN UTAMA
INSTITUT TADBIRAN AWAM NEGARA
• Mengendalikan kursus Diploma Pengurusan Awammelibatkan seramai 583 orang pegawai PerkhidmatanTadbir dan Diplomatik (PTD) Gred M41
• Mengendalikan Kursus Diploma Sains Pengurusanmelibatkan seramai 30 orang pegawai
• Mengendalikan 975 kursus jangka pendek melibatkanpenyertaan seramai 33,462 orang peserta
• Mengendalikan 78 latihan secara atas talian melalui e-Pembelajaran Sektor Awam (EPSA)
• Mengendalikan lapan kursus di bawah Program KerjasamaTeknikal Malaysia (MTCP) melibatkan penyertaan seramai126 peserta dari 45 buah negara
• Menjalankan 369 kursus dan program latihan di bawahprogram kerjasama antarabangsa
22Jabatan Perkhidmatan Awam
Public Service Department
UTAMA 2010
NATIONAL INSTITUTE OF PUBLIC ADMINISTRATION
• Conducted the mandatory Diploma in Public Managementcourse which involved 583 grade M41 officers from theAdministrative and Diplomatic Service (ADS)
• Conducted the Diploma in Management Science Coursewhich involved 30 officers
• Conducted 975 short-term courses involving 33,462participants
• Conducted 78 online courses through the Public Sector e-learning programme
• Conducted eight courses under the Malaysian TechnicalCooperation Programme (MTCP) involving 126 participantsfrom 45 countries
• Conducted 369 international courses and trainingprogrammes under the international co-operationprogrammeprogramme
22Jabatan Perkhidmatan Awam
Public Service Department
Sorotan2010 ACHIEVEMENT HIGHLIGHTS
PENCAPAIAN UTAMA
BAHAGIAN PERANCANGAN, PENYELIDIKAN DAN KORPORAT
• Menerbitkan Kerangka Hala Tuju Strategik PengurusanSumber Manusia Perkhidmatan Awam
• Menyediakan Pelan Tindakan Inisiatif 84 (MembinaKapasiti Dalam Organisasi Yang Memfokuskan KepadaKeutamaan Nasional) dan Inisiatif 85 (Menarik,Membangun dan Mengekalkan Bakat Terbaik DalamPerkhidmatan Awam) bagi Rancangan Malaysia Kesepuluh(RMKe-10)
• Menyediakan input berkaitan peranan perkhidmatanawam untuk dimasukkan di dalam Model Baru Ekonomi(MBE)
• Manjalankan kajian berkenaan kegiatan sukarelawan,mewujudkan Unit Askar Wataniah dan menjadikannyasebagai modul kursus Diploma Pengurusan Awam (DPA)
• Menyediakan unjuran keperluan tenaga manusia bagisektor keselamatan melibatkan lapan buah agensi disektor keselamatan melibatkan lapan buah agensi dibawah Kementerian Dalam Negeri (KDN) dan KementerianPertahanan
• Menyediakan unjuran keperluan tenaga manusia bagisektor pendidikan melibatkan kumpulan perkhidmatanpendidikan iaitu Pegawai Pendidikan Siswazah (DG) danPegawai Pendidikan Lepasan Diploma (DGA)
• Mengadakan makmal perbincangan dan sumbangsaranbagi memantapkan Dasar Penamatan PerkhidmatanDalam Perkhidmatan Awam dan Pengurusan Bakat
• Memperluaskan penggunaan Pengenalpastian Kompetensidalam Pengenalpastian Keperluan Latihan dan menjadisebahagian daripada input bagi Pelan PerancanganPenggantian Perkhidmatan Awam
• Memperluaskan akses Pangkalan Repositori Ilmu SumberManusia Sektor Awam (PRISMA-HRMIS) danmembangunkan Komuniti Pengamal
• Memantapkan imej korporat JPA melalui pengurusanpelanggan, stakeholder serta media berkesan
• Menangani 11 aduan pelanggan yang direkodkan dan 81peratus diselesaikan dalam masa 14 hari
• Memantau 688 siaran artikel di akhbar-akhbar tempatanberkaitan JPA dan perkhidmatan awam
23Jabatan Perkhidmatan Awam
Public Service Department
UTAMA 2010
PLANNING, RESEARCH AND CORPORATE DIVISION
• Published the Strategic Direction Framework for thePublic Service Human Resource Management
• Acted as the lead agency in drafting two 10th MalaysiaPlan Action Plan Initiatives i.e. Initiative 84 (BuildingCapacity in Organisations Focused on National Priorities)and Initiative 85 (Attracting, Developing and Retaining TopTalent in the Public Service)
• Provided input on the role of the public service for theNew Economic Model (NEM)
• Conducted a survey on volunteerism, established a unit ofArmy Reserve and introduced the Army Reserve as a newmodule for the Diploma in Public Management course
• Prepared a Human Resource projection for the securitysector which involved eight agencies under the Ministry ofHome Affairs and the Ministry of Defence
• Prepared a Human Resource Projection for the education• Prepared a Human Resource Projection for the educationsector involving two service schemes namely the GraduateEducation Officers (DG) and the Diploma EducationOfficers (DGA)
• Conducted labs to discuss and brainstorm on efforts toenhance current policies on the Public Service Exit Policyand Talent Management
• Extended the usage of Competency Identification forTraining Needs Analysis and including it as input for thePublic Service Succession Plan
• Extended the accessibility of the Knowledge RepositoryData Base on Human Resource within the Public Service(PRISMA-HRMIS) and developing a Community ofPractitioners (CoP)
• Strengthened the PSD corporate image throughstakeholder and customer management as well aseffective media relations
• Handled 11 customer complaints recorded, of which 81percent were solved within 14 days
• Monitored 688 articles on the PSD and the public servicepublished in the local newspapers
23Jabatan Perkhidmatan Awam
Public Service Department
Sorotan2010 ACHIEVEMENT HIGHLIGHTS
PENCAPAIAN UTAMA
BAHAGIAN PENGURUSAN MAKLUMAT
Bagi memantapkan pengurusan sumber manusiaperkhidmatan awam, JPA telah memanfaatkan sepenuhnyasistem teknologi terkini melalui:
• Menyediakan maklumat atas permintaan (Information OnDemand)
• Memperluaskan penggunaan Surat Pengesahan Diri danPengakuan Pegawai Secara Online (eGL) kepada semuaanggota pentadbiran, Ahli Parlimen dan Ahli DewanUndangan Negeri serta tanggungan
• Menambah lima perkhidmatan baru mySMS 15888 danmenguruskan 7,036 rekod SMS
• Memperluaskan pemasangan Talian EG*Net bagipelaksanaan Aplikasi HRMIS ke peringkat negeri danpejabat-pejabat cawangan
• Memantapkan infrastruktur Rangkaian JPA*Net denganfokus utama kepada pelaksanaan Protokol Internet Versi 6fokus utama kepada pelaksanaan Protokol Internet Versi 6(IPV6)
• Membangunkan semula Sistem eAudit
• Membangunkan Sistem Penilaian 360o (360o) bagimengukur pencapaian Petunjuk Prestasi Utama (KPI)Ketua Setiausaha/Ketua Perkhidmatan/Ketua PengarahAgensi Pusat
• Menyediakan Pelan Strategik Teknologi Maklumat JPA2009-2013
24Jabatan Perkhidmatan Awam
Public Service Department
UTAMA 2010
INFORMATION MANAGEMENT DIVISION
To enhance the public service human resource management,the PSD has fully utilised the latest information technologysystem through:
• Providing Information on demand
• Extending the usage of the verification letter andElectronic Guarantee Letter (eGL) to all members of theadministration, members of Parliament and members ofthe State Assembly as well as their dependants
• Adding five new mySMS 15888 services and managing7,036 SMSs
• Extending the installations of the EG*Net line to enableimplementation of the HRMIS application to state andbranch offices
• Enhancement of the JPA*Net Network infrastructure byfocussing on the implementation of the Internet ProtocolVersion 6 (IPV6)Version 6 (IPV6)
• Redesigning the eAudit System
• Developing a 360° Evaluation System to measure theachievement of the Key Performance Indicators ofSecretaries General/Heads of Service/Directors General ofCentral Agencies
• Preparing an Information Technology Strategic Plan for thePSD (2009 – 2013)
24Jabatan Perkhidmatan Awam
Public Service Department
Sorotan2010 ACHIEVEMENT HIGHLIGHTS
PENCAPAIAN UTAMA
BAHAGIAN KHIDMAT PENGURUSAN
• Mengeluarkan garis panduan permohonan bagi pemilikantanah, penglibatan dalam politik, membuat kerja luar,pembelian saham dan kebenaran menerima hadiah untukdigunapakai di peringkat JPA
• Memulakan usaha penyediaan Pelan Integriti JPA
• Memulakan usaha penyediaan Pelan Pengurusan RisikoJPA
• Mengurusetiakan persiapan JPA bagi penilaian pematuhanPensijilan MS ISO 9001:2008 oleh SIRIM QAS InternationalSdn. Bhd
• Mengurusetiakan persiapan JPA bagi penilaian pematuhanPensijilan Sistem Persekitaran Berkualiti (QES) olehPerbadanan Produktiviti Malaysia (MPC)
• Menguruskan tawaran opsyen kepada 152 pegawaipegawai skim perkhidmatan Pembantu Tadbirpegawai skim perkhidmatan Pembantu Tadbir(Kesetiausahaan) di JPA terlibat dalam opsyen tukar lantikke skim Setiausaha Pejabat Gred N27 dan PembantuSetiausaha Pejabat Gred N17
• Mempercepatkan urusan pengambilan kakitanganKumpulan Sokongan II melalui Jobs Malaysia dalam masaempat bulan
• Mengadakan empat mesyuarat Majlis Bersama Jabatanperingkat JPA (MBJ-JPA) dan menyelesaikan isu-isuberkaitan pentadbiran, skim perkhidmatan danperjawatan, kebajikan serta elaun dan kemudahan
• Mengendalikan 16 aktiviti sukan melalui Kelab JPA danMajlis Anggota dan Sukan Anggota-Anggota KerajaanWilayah Persekutuan (MAKSWIP)
• Menjalankan 14 aktiviti kebajikan, sosial dan kerohanianuntuk merapatkan hubungan harmoni di kalanganpegawai JPA
25Jabatan Perkhidmatan Awam
Public Service Department
UTAMA 2010
MANAGEMENT SERVICES DIVISION
• Introduced an internal guideline for application of landownership, involvement in politics, undertaking part timework, purchasing shares, debentures, bonds and othersecurities and application for approval to accept gifts
• Initiated the drafting of the PSD’s Integrity Plan
• Initiated the drafting of the PSD’s Risk Management Plan
• Acted as the secretariat for the PSD’s preparation for thecompliance assessment of the MS ISO 9001:2008Certificate by SIRIM QAS International Sdn. Bhd
• Acted as the secretariat for the PSD’s preparation for thecompliance assessment of the QES/5S certification by theMalaysian Productivity Corporation (MPC)
• Managed the offer of options to 152 officers from theAssistant Administrative Scheme (Secretarial) in the PSDwho were involved in the option to switch appointmentswho were involved in the option to switch appointmentsto the Office Secretary Scheme (Grade N27) and theAssistant Office Secretary (Grade N17)
• Shortened the recruitment period for appointing supportstaff to four months through the use of Jobs Malaysia
• Organised four Joint Departmental Council Meetings forthe PSD and solved issues related to administration,schemes of service and post, welfare, allowances andbenefits
• Organised 16 sports activities through the PSD Club andthe Staff and Sports Council for Federal Territory(MAKSWIP) Staff Members
• Organised 14 welfare, social and spiritual activities toinculcate harmonious relationship among PSD personnel
25Jabatan Perkhidmatan Awam
Public Service Department
Perkhidmatan Awam PersekutuanFederal Public Service
Perkhidmatan Awam NegeriState Public Service
Badan Berkanun PersekutuanFederal Statutory Bodies
Badan Berkanun NegeriState Statutory Bodies
Pihak Berkuasa TempatanLocal Authorities
PesaraPensioners
383,989
Penerima Pencen 144,071
PelangganCLIENTELE
Perkhidmatan Awam PersekutuanFederal Public Service
Perkhidmatan Awam NegeriState Public Service
Badan Berkanun PersekutuanFederal Statutory Bodies
Badan Berkanun NegeriState Statutory Bodies
Pihak Berkuasa TempatanLocal Authorities
Penerima PencenPension Recipients
144,071
1,420,387
26Jabatan Perkhidmatan Awam
Public Service Department
Perkhidmatan Awam
Federal Public Service
144
Perkhidmatan Awam Negeri 250
Badan Berkanun PersekutuanBodies
85
Badan Berkanun NegeriBodies
110
Pihak Berkuasa Tempatan 144
Program Penajaan Luar NegaraOverseas Sponsorship Programme
11,344
Program Penajaan Dalam NegaraLocal Sponsorship Programme
35,809
Program Dasar Pandang ke TimurLook-East Policy Programme
1,841
Perkhidmatan Awam
Federal Public Service
1,152,713
Perkhidmatan Awam 84,812
Bodies
117,250
Badan Berkanun NegeriBodies
14,786
Pihak Berkuasa Tempatan 50,826
Look-East Policy Programme
Program Penajaan DalamPerkhidmatan (Jangka Panjang)In-Service Sponsored Programme (Long Term Courses)
2,048
Program Penajaan Dalam Perkhidmatan (Jangka Pendek)In-Service Sponsored Programme (Short Term Courses)
5,539
26Jabatan Perkhidmatan Awam
Public Service Department
Peruntukan dan Perbelanjaan Bajet Mengurus
Peruntukan asal yang diluluskan di bawah PerbelanjaanMengurus adalah sebanyak RM1,793,092,400 danPeruntukan Tambahan sebanyak RM143,318,500. Inimenjadikan keseluruhan peruntukan PerbelanjaanMengurus JPA Tahun 2010 berjumlah RM1,936,410,900.Kelulusan bagi peruntukan tambahan ini adalah melaluiMemorandum Perbendaharaan Mengenai AnggaranPerbelanjaan Mengurus Tambahan Pertama Tahun 2010bertarikh 26 Mei 2010 dan Waran PendahuluanKumpulan Wang Luar Jangka bertarikh 11 Jun 2010.Tambahan peruntukan yang diperoleh adalah bagimembiayai penubuhan Pasukan Interim Razak School ofGovernment (RSoG) dan Peluasan Skop Program CrossFertilisation (PCF). Peruntukan tambahan turutdigunakan untuk menampung keperluan Program (dibawah Dasar Sedia Ada) Bahagian Perkhidmatan danPasca Perkhidmatan serta menampung keperluan
PrestasiFINANCIAL PERFORMANCE
KEWANGAN
Pasca Perkhidmatan serta menampung keperluanemolumen JPA bagi tahun 2010.
Keseluruhan prestasi Perbelanjaan Mengurus JPA adalahberjumlah RM2,515,079,582 (129.88%) termasukbayaran Bantuan Khas Kewangan (BKK) kepada PegawaiJabatan Perkhidmatan Awam dan pesara kerajaan.Prestasi Perbelanjaan Mengurus tanpa mengambil kirabayaran Bantuan Khas Kewangan adalah sebanyakRM1,916,170,708 (98.95%).
1,793,092,400 1,936,410,900
-
500,000,000
1,000,000,000
1,500,000,000
2,000,000,000
2,500,000,000
3,000,000,000
Peruntukan Asal Peruntukan Dipinda
Peruntukan dan Prestasi Perbelanjaan Bajet Mengurus 2010Allocation and Expenditure Under the Operating Budget 2010
27Jabatan Perkhidmatan Awam
Public Service Department
Original Allocation Amended Allocation
Allocation and Expenditure of the Operating Budget
A sum of RM1,793,092,400 was originally allocated forthe PSD under the Operating Expenditure (OE) of 2010.With an additional sum of RM143,318,500 (which wasapproved later by the Treasury), the PSD’s total operatingexpenditure for 2010 was RM1,936,410,900. Theapproval for the additional sum of allocation was grantedto the PSD under the Treasury’s Memorandum On theEstimated Operating Expenditure – First AdditionalAllocation of 2010 dated 26th May, 2010 and approvaldated 11th June, 2010 for the usage of funds from theContingencies Fund Advance Warrant (CFAW). Theadditional funds were approved in order to finance thelaunch of the Razak School of Government (RSoG) InterimTeam and to finance the expanding scope for the CrossFertilisation Programme. The additional funds were alsoused to support the needs of programmes under theService Division and Post-Service Division and for theService Division and Post-Service Division and for thePSD’s emolument needs for 2010.
The total amount of the PSD’s Operating Expenditure for2010 was RM2,515,079,582 (129.88%). The total amountincluded payment of the Special Financial AssistanceGrant to public servants and government pensioners.Without the cost of the Special Financial AssistanceGrant, the PSD’s total Operating Expenditure for 2010would have been RM 1,916,170,708 (98.95%).
1,936,410,900
2,515,079,582
Peruntukan Dipinda Perbelanjaan
Peruntukan dan Prestasi Perbelanjaan Bajet Mengurus 2010Allocation and Expenditure Under the Operating Budget 2010
27Jabatan Perkhidmatan Awam
Public Service Department
Amended Allocation Expenditure
Peruntukan dan Perbelanjaan Bajet Pembangunan
Pada keseluruhannya, JPA telah diperuntukkan sebanyakRM52,040,000 untuk projek-projek pembangunan iaituRM22,170,400 (peruntukan dipinda) untuk INTAN danRM29,869,600 (peruntukan dipinda) untukpembangunan Sistem Komputer Induk JPA. PrestasiPerbelanjaan Pembangunan JPA Tahun 2010 adalahberjumlah RM48,075,006 atau 92.38% daripadakeseluruhan peruntukan.
52,040,000 52,000,000
53,000,000
PrestasiFINANCIAL PERFORMANCE
KEWANGAN
46,000,000
47,000,000
48,000,000
49,000,000
50,000,000
51,000,000
Peruntukan
Peruntukan dan Prestasi Perbelanjaan Bajet Pembangunan 2010Allocation and Expenditure Under the Development Budget 2010
Allocation
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Public Service Department
Allocation and Expenditure of the Development Budget
The approved allocation received by the PSD wasRM52,040,000 for development projects out of whichRM22,170,400 was allocated for INTAN andRM29,869,600 was for the development of the PSD’sMain Computer System. The total amount of expenditureof the Development Budget for 2010 was RM48,075,006or 92.38% of the total allocation provided.
48,075,006
Perbelanjaan
Peruntukan dan Prestasi Perbelanjaan Bajet Pembangunan 2010Allocation and Expenditure Under the Development Budget 2010
Expenditure
28Jabatan Perkhidmatan Awam
Public Service Department
PerjawatanPOSTS AND PERSONNEL
DAN PERSONEL
Perjawatan dan Personel
Sehingga 31 Disember 2010, bilangan pengisian bagi semuaperatus) berbanding bilangan perjawatan iaitu sebanyak 3,295Pengurusan Tertinggi, 905 (27 peratus) jawatan dari Kumpulanjawatan dari Kumpulan Sokongan.
Posts and Personnel
As of 31st December 2010, 3,048 (93 percent) of 3,295 posts inthe Top Management Group, 905 (27 percent) from the Managementpercent) from the Support Group.
29Jabatan Perkhidmatan Awam
Public Service Department
kumpulan perkhidmatan di JPA adalah sebanyak 3,048 (93295. Jumlah ini meliputi 28 (1 peratus) jawatan dari Kumpulan
Kumpulan Pengurusan dan Profesional serta 2,362 (72 peratus)
in the PSD had been filled of which 28 (1 percent) were fromManagement and Professional Group and the remaining 2,362 (72
29Jabatan Perkhidmatan Awam
Public Service Department
KebitaraanPSD’s ACCOLADES 2010
JPA 2010
Anugerah Inovasi Pengurusan Sumber Manusia (AIPSM)Human Resource Management Innovation Award
Anugerah Inovasi Pengurusan Pengaduan AwamPublic Complaints Management Innovation Award
Human Resource Management Innovation Award
30Jabatan Perkhidmatan Awam
Public Service Department
Anugerah Inovasi Pengurusan Kewangan dan AkaunFinancial and Accounts Management Innovation Award Financial and Accounts Management Innovation Award
Penarafan Lima Bintang Penilaian Portal dan WebsiteKerajaan Malaysia
Malaysian Government Portals and Website Assessment FiveStar Recognition
30Jabatan Perkhidmatan Awam
Public Service Department
KebitaraanPSD’s ACCOLADES 2010
JPA 2010
Pensijilan Sistem Persekitaran Berkualiti (QES) JPA PutrajayaJPA Putrajaya
Certification for the Quality Environment Management System
Pensijilan MS ISO 9001:2008Certification for MS ISO 9001: 2008
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Public Service Department
Pensijilan Sistem Persekitaran Berkualiti (QES) Cawangan Pengurusan Kompetensi, Bahagian
Pensijilan MS ISO 9001:2008MS ISO 9001: 2008
Cawangan Pengurusan Kompetensi, Bahagian Perkhidmatan
Certification for the Quality Environment System, Competency Branch Management Sector, Service Division
31Jabatan Perkhidmatan Awam
Public Service Department
KebitaraanPSD’s ACCOLADES 2010
JPA 2010
Penganugerahan Lima BintangAward for Five Star Achievement
Anugerah Laman Web Terbaik Transaksi Award for the Best Website
32Jabatan Perkhidmatan Awam
Public Service Department
Penganugerahan Lima BintangAward for Five Star Achievement
Anugerah Laman Web Terbaik Transaksi e-PerolehanWebsite on Procurement Transactions
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Public Service Department
HALA TUJU
Stra
tegi
kSE
TT
ING
TH
E ST
RAT
EGIC
DIR
ECT
ION 35 Sumber Manusia dan Perancangan Strategik
Human Resource and Strategic Planning
38 Pengukuhan Strategik Sumber Manusia Perkhidmatan AwamStrengthening Strategic Civil Service
38 Perancangan Sumber Manusia Human Resource Planning
40 Sumber Manusia dan Pengurusan OperasiHuman Resource and Operational Management
Men
etap
HALA TUJU
33Jabatan Perkhidmatan Awam
Public Service Department
Sumber Manusia dan Perancangan StrategikHuman Resource and Strategic Planning
Pengukuhan Strategik Sumber Manusia Perkhidmatan AwamService Human Resource
Perancangan Sumber Manusia
Sumber Manusia dan Pengurusan OperasiHuman Resource and Operational Management
33Jabatan Perkhidmatan Awam
Public Service Department
Hala tuju perkhidmatan awam perlumenggambarkan aspirasi nasional dan dirangkauntuk mencapai teras strategik negara. Berikutanitu, hala tuju strategik organisasi perlu dijajarkankepada hala tuju strategik perkhidmatan awamagar dapat menyumbang kepada pencapaianagenda perkhidmatan awam dan negara.
MENETAP HALA TUJU STRATEGIK
The direction of the public service has to reflectnational aspirations and planned in such a way asto achieve the nation’s strategic thrusts. Theorganisation’s strategic direction needs to bealigned to the public service strategic direction sothat the organisation can contribute towards thepublic service and the national agenda.
SETTING THE STRATEGIC DIRECTION
34Jabatan Perkhidmatan Awam
Public Service Department
34Jabatan Perkhidmatan Awam
Public Service Department
Salah satu hala tuju yang ditetapkan oleh JPA adalahuntuk terus mengekal dan memperkasa peranannyasebagai penasihat utama dalam PSM sektor awam.Sekiranya matlamat ini tercapai, sudah pasti visi dan misiorganisasi dipenuhi. Hala tuju yang strategik adalah perlubagi membina tenaga kerja kelas pertama, budaya dankapasiti pelaksanaan untuk meningkatkan kecekapanpenyampaian perkhidmatan. Kerjasama yang kukuhantara JPA dengan Bahagian-bahagian pengurusansumber manusia di agensi pelaksana akan menjadikanperanan mereka lebih berkembang, teratur danmenyeluruh. Penetapan hala tuju yang strategik jugaperlu mengambil kira kehendak, aspirasi negara danperkhidmatan awam. Melalui penetapan ini, outcomekeseluruhan yang diharapkan adalah untuk membawasatu transformasi sumber manusia yang lebih strategikdan sejajar dengan matlamat organisasi dan MisiNasional.
Bagi tahun 2010, tiga aspek di bawah teras ini telahdilaksanakan. Tiga aspek tersebut meliputi sumbermanusia dan perancangan strategik; perancangan sumbermanusia; dan sumber manusia dan pengurusan operasi.Antara usaha-usaha yang dijalankan adalah sebagaimanaprogram atau projek berikut :program atau projek berikut :
SUMBER MANUSIA DAN PERANCANGAN STRATEGIK
• Penggubalan Pelan Strategik JPA 2011-2015
Perubahan serta tuntutan global yang berlaku didalam perkhidmatan awam pada hari ini memerlukansatu rangka strategik yang akan memandu JPA ke arahmatlamat yang disasarkan. Penggubalan PelanStrategik JPA bagi 2011-2015 merupakan satu inisiatifstrategik JPA selaku agensi pusat untuk menggerakkanjabatan ini secara keseluruhannya bagi melaksanakanpengurusan sumber manusia yang cemerlang danberkesan.
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Public Service Department
One of the strategic directions set by the PSD is tomaintain and strengthen its role as the principal advisoron HRM in the public sector. If this objective is achieved,then the vision and mission of the organisation can befulfilled. A strategic direction is needed to build a first-class workforce, culture and implementation capacity toimprove service delivery. Strong cooperation betweenthe PSD and the human resource departments in otherministries and agencies can make the latter’s rolestronger, orderly and comprehensive. Setting thestrategic direction in HR must take into account theaspiration of the nation and the public service. Throughthis, it is hoped that human resource strategictransformation can be carried out in line with theorganisational goals and the National Mission.
For the year 2010, three aspects under this thrust havebeen implemented. The three aspects cover humanresource and strategic planning; human resourceplanning; and human resource and operationalmanagement. Programmes or projects that were carriedout include:
HUMAN RESOURCE AND STRATEGIC PLANNING
• Formulation of the PSD’s Strategic Plan 2011-2015
The global demands and changes in the public servicenecessitated a strategic framework able to drive thePSD to achieve its goals. The formulation of the PSDStrategic Plan 2011-2015 is a strategic initiative by theorganisation as a central agency to drive changes inthe public service through an effective and impact-driven human resource management.
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Public Service Department
Pelan Strategik JPA 2011-2015 ini mengambil kirakeperluan semasa negara termasuklah agendatransformasi yang digagaskan oleh YAB PerdanaMenteri. Hasilnya, enam teras strategik dijadikanlandasan utama JPA iaitu:
• Teras 1: Menetap Hala Tuju Strategik• Teras 2: Memantapkan Kapasiti Organisasi• Teras 3: Mengurus Pekerja Berkualiti• Teras 4: Membangun Kompetensi Tenaga Kerja• Teras 5: Mengurus Prestasi, Pengiktirafan dan
Ganjaran• Teras 6: Membentuk Budaya Kerja Berprestasi
Tinggi
• Kerangka Hala Tuju Strategik Pengurusan SumberManusia Perkhidmatan Awam
Kerangka Hala Tuju Strategik Pengurusan SumberManusia Perkhidmatan Awam telah diterbitkan dandiedarkan kepada kementerian semasa MesyuaratKetua Setiausaha (KSU) dengan Ketua SetiausahaNegara (KSN) pada 7 April 2010. Ia telah dipersetujuisebagai satu kerangka yang komprehensif dalamtransformasi sumber manusia sejajar dengantransformasi negara yang mengambil kira gagasantransformasi negara yang mengambil kira gagasan1Malaysia, Pelan Transformasi Kerajaan (GTP), ModelBaru Ekonomi (MBE) serta Rancangan Malaysia Ke-10(RMKe-10). Kerangka ini juga sentiasa dihebahkan didalam Persidangan Pengurus Sumber Manusia.Khidmat nasihat dan taklimat juga sentiasa diberikankepada agensi awam agar mengambil kira kerangka inidi dalam Pelan Strategik Agensi. Kerangka ini turutdijadikan input dalam perancangan RMKe-10 danModel Baru Ekonomi (MBE).
• Pelaksanaan Agenda Transformasi
Kerajaan pada hari ini telah menetapkan Wawasan2020 sebagai matlamat ke arah menjadi sebuahnegara maju. Pelaksanaannya diterjemah melaluigagasan agenda transformasi yang turut menuntutperanan strategik JPA sebagai peneraju perubahanperkhidmatan awam seperti berikut:
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Public Service Department
The PSD Strategic Plan 2011-2015 takes into accountthe transformation agenda set out by the PrimeMinister and uses the six strategic thrusts as the basefor the plan, they are:
• Thrust 1: Setting Strategic Direction • Thrust 2: Enhancing Organisational Capacity• Thrust 3: Managing Quality Employees• Thrust 4: Developing a Competent Workforce• Thrust 5: Managing Performance, Recognition and
Rewards • Thrust 6: Shaping a High-Performance Work
Culture
• The Human Resource Management StrategicDirection Framework for the Public Service
A Human Resource Management Strategic DirectionFramework for the Public Service was published anddistributed to ministries during a Meeting ofSecretary-Generals (KSU) with the Chief Secretary tothe Government (KSN) on 7th April 2010. It wasaccepted as a comprehensive framework in thetransformation of human resource in line with thenational transformation programmes of 1Malaysia,national transformation programmes of 1Malaysia,the Government Transformation Plan (GTP), the NewEconomic Model (NEM) and the 10th Malaysian Plan(10th MP). This framework is also frequentlymentioned during the Human Resource Managers’Conference (HRMC). Consultancy and briefings wereprovided to public agencies to remind them to takethe framework into account when drawing up theirorganisations’ strategic plans. This framework wasalso used as an input for the 10th Malaysia Plan andthe New Economic Model.
• Implementing the Transformation Agenda
The Government has outlined Vision 2020 as theultimate goal of Malaysia towards becoming adeveloped nation. The vision has been translatedthrough the transformation agenda which requiresthe PSD to act strategically as the change agent in thepublic service in the following manner:
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Public Service Department
• Rancangan Malaysia Kesepuluh
JPA telah diberi peranan sebagai Agensi Penerajumelalui Pelan Tindakan Inisiatif RMKe-10 bagiInisiatif 84 (Membina Kapasiti Dalam OrganisasiYang Memfokuskan Kepada Keutamaan Nasional)dan Inisiatif 85 (Menarik, Membangun danMengekalkan Bakat Terbaik Dalam PerkhidmatanAwam). JPA juga turut terlibat dalam memberikaninput kepada Unit Perancang Ekonomi (UPE) sertaagensi-agensi lain bagi inisiatif yang berkaitan danmemerlukan penglibatan khusus JPA untukmenjayakannya.
• Model Baru Ekonomi
JPA turut terlibat dalam menyediakan inputberkaitan peranan perkhidmatan awam untukdimasukkan di dalam Model Baru Ekonomi (MBE).Fokus dan peranan perkhidmatan awam perludiselarikan dengan matlamat MBE supaya tigamatlamat utama MBE iaitu menjadikan Malaysiasebuah negara berpendapatan tinggi, mampandan terangkum.
• Program Transformasi Kerajaan• Program Transformasi Kerajaan
JPA selaku pengurus sumber manusiaperkhidmatan awam berperanan sebagai tonggakkejayaan pelaksanaan Bidang Keberhasilan UtamaNegara (NKRA) melalui penyediaan keperluansumber manusia terbaik serta keperluanperjawatan dan kompetensi bagi menyokongagenda transformasi ini.
Pelancaran Halatuju Program Transformasi KerajaanThe launch of the Government Transformation Programme will change the public service scenario
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Public Service Department
• The 10th Malaysia Plan
The PSD was given the role of being the LeadAgency for two 10th MP Action Plan Initiatives i.e.Initiative 84 (Building Capacity in OrganisationsFocused on National Priorities) and Initiative 85(Attracting, Developing and Retaining Top Talentin the Public Service). The PSD is also involved inproviding input to the Economic Planning Unit(EPU) and other agencies with regards to thesetwo initiatives which requires it’s involvement toensure it’s success.
• The New Economic Model
The PSD also provided input on the role of thepublic service for the New Economic Model (NEM).The public service needs to align its roles and focusto the NEM goals of making Malaysia a high-income, sustainable and inclusive nation.
• The Government Transformation Programme• The Government Transformation Programme
The PSD as the Human Resource Manager for thepublic service plays an important role insupporting the implementation of the NationalKey Result Areas (NKRA) by fulfilling theestablishment needs and providing a pool of besttalents, with the right competencies.
Kerajaan (GTP) bakal merubah senario perkhidmatan awamThe launch of the Government Transformation Programme will change the public service scenario
37Jabatan Perkhidmatan Awam
Public Service Department
PENGUKUHAN STRATEGIK SUMBER MANUSIAPERKHIDMATAN AWAM
• Pemusatan Dasar
Fungsi dan peranan Bahagian-bahagian di JPAdiperkukuhkan dengan memusatkan fungsi CawanganDasar ke Bahagian Perancangan, Penyelidikan danKorporat bagi memastikan penggubalan dasar sumbermanusia perkhidmatan awam dilaksanakan secarabersepadu serta menyeluruh.
• Penyertaan Warga JPA di dalam KegiatanSukarelawan Askar Wataniah
JPA menyedari kegiatan sukarelawan sebagai salahsatu elemen kepuasan bekerja di dalam sesebuahorganisasi yang akan dapat meningkatkan prestasiwarga organisasi tersebut. Satu unit Askar Wataniah(AW) telah diwujudkan di JPA bagi memastikan aktivitisukarela ini akan terus dibudayakan. Selain itu,penglibatan di dalam AW ini turut dijadikan sebagaikurikulum baru kursus Diploma Pengurusan Awam(DPA) bermula sesi baru 2/2010.
STRENGTHENING STRATEGIC CIVIL SERVICE HUMANRESOURCE
• Policy Centralisation
The PSD strengthened the roles of its Divisions byrealigning and centralising the functions of policyformulation to the Planning, Research and CorporateDivision. This is to ensure that human resource policyformulation in the public service is carried out in anintegrated and comprehensive manner.
• Involvement of PSD Members in the Army Reserves
The PSD realised that volunteerism was one of the keyelements contributing towards job satisfaction withinan organisation and which would accelerateperformance. An Army Reserve unit was establishedto encourage this volunteer culture. The ArmyReserve was also introduced as a new curriculum forthe Diploma in Public Management intake session2/2010 in INTAN.
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Public Service Department
PERANCANGAN SUMBER MANUSIA
• Perancangan Sumber Manusia Perkhidmatan Awam
JPA selaku Pengurus Sumber Manusia Perkhidmatan
Askar Wataniah dijadikan sebagai kurikulum baru kursus Diploma Pengurusan Awam (DPA) bermula sesi 2/2010
The Army Reserve was included into the new curriculum for theDiploma in Management course starting from session 2/2010
JPA selaku Pengurus Sumber Manusia PerkhidmatanAwam telah bekerjasama dengan agensi-agensikerajaan yang berkaitan dalam menyediakan unjuranperancangan sumber manusia terutamanya sektorkeselamatan dan pendidikan. Ia merupakan analisissecara kualitatif yang diterajui JPA denganmenggunakan Kerangka Perancangan Tenaga Manusia(MPF) untuk melihat keperluan sumber manusia darisegi keperluan perjawatan sehingga 2015 sertakompetensi yang perlu dimiliki oleh pegawai-pegawaidari kedua-dua sektor ini.
HUMAN RESOURCE PLANNING
• Human Resource Planning for the Public Service
The PSD as the public service human resourcemanager worked together with the relevant agenciesto prepare a human resource planning projection fortwo major sectors in the public service, namely thesecurity and education sectors. The analysis used theManpower Planning Framework (MPF) to discover thehuman resource needs in the public service in termsof establishment requirements until 2015 as well ascompetencies required from officers in both sectors.
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Public Service Department
• Modul Formulasi Dan Penilaian Strategi SumberManusia
Modul ini adalah satu kaedah penggubalan dasar danstrategi sumber manusia perkhidmatan awam yangteratur dan sistematik melalui HRMIS. Terdapatempat sub-modul di bawah SFR iaitu:
• LTMP (Perancangan Sumber Manusia JangkaPanjang);
• FPP (Formulasi Polisi dan Prosedur);• FHS (Formulasi Strategi Sumber Manusia); dan• ESE (Formulasi Keberkesanan Strategi).
Semua sub-modul ini terutama ESE akan membantumenyelaras strategi sumber manusia yangdilaksanakan oleh bahagian-bahagian di JPA. Ia jugadapat membantu kepada pematuhan prosedur MSISO 9001:2008 mengenai pengurusan penyediaandasar. Pendedahan dan latihan hands-on telahdiperhebatkan kepada pegawai berkenaan dari semuabahagian agar dapat dilaksanakan di JPA. Usaha awalini adalah sebagai pendekatan pertama untukdiperkenalkan kepada agensi perintis sebelumdilaksanakan di dalam perkhidmatan awam.Objektifnya adalah untuk meningkatkan penggunaanObjektifnya adalah untuk meningkatkan penggunaanICT di dalam pengurusan sumber manusia agar ia lebihcekap dan berkesan.
• Pangkalan Repositori Ilmu Sumber Manusia SektorAwam (PRISMA-HRMIS)
Maklumat institusi berkaitan Pengurusan SumberManusia boleh disimpan dalam satu repositori untukkemudahan dan rujukan penggubal dasar danpengurus sumber manusia. JPA telah membangunkanpangkalan repositori ilmu ini dan dari semasa kesemasa telah menambah baik sistem ini. Contohnyadalam usaha memperluaskan akses, pengurus sumbermanusia telah didaftarkan melalui Seminar PengurusSumber Manusia. Matlamat utama membangunkanKomuniti Pengamal ini adalah agar maklumat danpengalaman yang dikongsi dapat dimanfaatkan bagikemudahan rujukan generasi yang akan datang.
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Public Service Department
• The Formulation and Assessment of Human ResourceStrategy Module (SFR)
This module is a systematic and organised method forformulating human resource policy and strategiesthrough HRMIS. There are four sub-modules underthe SFR which are :
• LTMP (Long Term Manpower Planning);• FPP (Formulation of Policy and Procedure);• FHS (Formulation of Human Resource Strategy);
and• ESE (Evaluation of Strategy Effectiveness)
All the sub-modules particularly the ESE will help tocoordinate human resource strategies that areexecuted independently by each division in the PSD. Italso helps compliance with the MS ISO 9001:2008procedures on policy preparation management.Exposure and hands-on training have been intensifiedto officers concerned in every division in order toensure it’s implementation in the PSD. This earlyeffort is an initial approach to be presented to thepioneering agencies before it is implemented in therest of the public service. The objective is to leverageon ICT application in human resource management toon ICT application in human resource management tomake it more efficient and effective.
• Civil Service Repository of Human ResourceKnowledge (PRISMA-HRMIS)
Institutional memory relating to Human ResourceManagement (HRM) could be stored in one repositoryas a facility and reference for HRM policy makers andmanagers. The PSD developed this repository and hasfrom time to time sought to improve the system. Forinstance in an effort to extend it’s accessibility, humanresource managers were registered during theHuman Resource Managers’ Conference. The mainaim in developing the Community of Practitioners(CoP) is to ensure that all information and experiencesshared can benefit and be used as reference for thenext generation.
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Public Service Department
SUMBER MANUSIA DAN PENGURUSAN OPERASI
• Pengenalpastian Kompetensi
Pengenalpastian Kompetensi (CI) pegawai JPA telahdigunakan sebagai salah satu daripada PetunjukPrestasi Utama (KPI) Pengarah-pengarah Bahagian diJPA. Penggunaannya telah diperluaskan untuk AnalisisKeperluan Latihan bagi perancangan kursus sertalatihan secara lebih berkesan dan sebagai sebahagiandaripada input bagi Pelan Penggantian (SuccessionPlanning) secara lebih komprehensif.Penambahbaikan kamus kompetensi CI telahdilakukan bagi memudahkan rujukan pegawai.Beberapa khidmat rundingan berkenaan CI telahdiberikan antaranya kepada Jabatan Penjara Malaysia,Polis Diraja Malaysia, Kementerian PerdaganganAntarabangsa dan Industri dan Jabatan Kerja Raya.
• Memantapkan Penyelidikan dan PembangunanDalam Bidang Pengurusan Sumber Manusia
Program Transformasi Kerajaan (GTP) telah berjayamemperincikan objektif, keberhasilan dan settindakan bagi Bidang Keberhasilan Utama Negaratindakan bagi Bidang Keberhasilan Utama Negara(NKRA) dalam tempoh yang singkat melalui kaedahmakmal (NKRA Lab). Menanda aras kejayaan yangtelah dicapai dalam GTP ini, maka JPA telahmereplikasi kaedah tersebut dalam perbincanganyang melibatkan aspek pengurusan sumber manusia.Melalui konsep makmal, ahli dapat berbincang secaraintensif dan sepenuh masa untuk menyelesaikanmasalah atau mengeluarkan idea serta mencapai hasildalam tempoh yang singkat.
• Makmal Penamatan Perkhidmatan DalamPerkhidmatan Awam
Makmal ini telah mendapat sambutan dari pelbagaiagensi awam iaitu pihak Badan Bukan Kerajaan (NGO)seperti CUEPACS dan NUTP serta Syarikat BerkaitanKerajaan (GLC) seperti Lembaga Tabung Haji dan BankNegara Malaysia. Makmal ini telah berjaya mengupasisu-isu berkaitan dasar penamatan perkhidmatan bagipenjawat awam. Makmal ini juga menemukanbeberapa kaedah terbaik dalam melaksanakan dasarpenamatan perkhidmatan yang komprehensif.
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Public Service Department
HUMAN RESOURCE AND OPERATIONAL MANAGEMENT
• Competency Identification
Competency identification for PSD officers was usedas one of the Key Performance Indicators (KPI) for PSDDivision Directors. The application has beenexpanded to Training Need Analysis for effectiveplanning of courses and training programmes and aspart of the input for a comprehensive Succession Plan.Improvements to the Competency Dictionary weredone to enable easier reference for officers involved.Consultation services were provided to the MalaysianPrisons Department, the Royal Malaysian Police, theMinistry of International Trade and Industry, and thePublic Works Department.
• Strengthening Human Resource ManagementResearch and Development
The Government Transformation Programme (GTP)successfully detailed out the objectives, results andset actions for the National Key Result Areas (NKRA)set actions for the National Key Result Areas (NKRA)within a short time through the NKRA lab method. Tobenchmark on this success achieved by the GTP, thePSD used the same method in discussing variousaspects of human resource management. Through thelab concept, participants were able to have intensivediscussions on a full time basis in order to solveproblems or explore ideas and achieve results within ashort period of time.
• Lab on the Exit Policy for the Public Service
This lab was well received by various agencies such asNon Governmental Organisations (NGO) like CUEPACSand the NUTP as well as Government LinkedCompanies (GLC) like the Pilgrims Fund Board and theCentral Bank. This lab successfully explored issuesrelated to termination policies in the public service. Italso discovered several good methods inimplementing a comprehensive termination policy.
40Jabatan Perkhidmatan Awam
Public Service Department
Makmal tersebut juga telah berjaya mengupasperincian mengenai penamatan perkhidmatansehingga membolehkannya dikandungkan dalamsatu dasar yang lebih menyeluruh iaitu DasarPengurusan Bakat.
• Makmal Pengurusan Bakat Dalam PerkhidmatanAwam
Makmal ini telah membincangkan pelbagai isuberkaitan pengurusan bakat dan berjayamencetuskan idea-idea dan strategi baru bagimemantapkan program pengurusan bakat dalamPerkhidmatan Awam Malaysia. Tiga aspek utamapengurusan bakat iaitu strategi penarikan,pembangunan dan pengekalan bakat telahdibincangkan. Sesi perkongsian ilmu sertapengalaman bersama pihak GLC antaranyaKhazanah Nasional, Sistem Penerbangan Malaysia(MAS), PETRONAS dan Tenaga Nasional Berhad(TNB) telah juga diadakan bagi memberikangambaran meluas mengenai strategi pengurusanbakat yang dijalankan oleh badan-badan korporatlain.
Penyelidikan dan Penerbitan
Dalam usaha ini JPA amat menggalakkan wargaperkhidmatan awam menjalankan penyelidikan yangberkaitan dengan pengurusan sumber manusia. JPA telahterlibat secara langsung dalam menjalankan
Sesi makmal berjaya mencetuskan idea-idea dan strategi baru bagi memantapkan program sumber manusiaThe lab session successfully triggered new ideas and strategies to enhance human resource programmes
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Public Service Department
The Lab also successfully explored detailsregarding termination of service enabling it to beincluded into a more comprehensive policy onTalent Management.
• Talent Management Lab
This lab discussed various issues related to talentmanagement and successfully triggered ideas andnew strategies to strengthen talent managementprogrammes in the public service. The three mainaspects in talent management covering attracting,developing and retaining talent were equallydiscussed. Sharing of knowledge and experiencewith GLCs such as the Malaysia Airlines System(MAS), PETRONAS and Tenaga Nasional Berhad(TNB) provided a bigger picture on talentmanagement strategies undertaken by othercorporate bodies in the country.
Research dan Publishing
The PSD encourages all civil servants to carry outresearch relating to human resource management. ThePSD from time to time has been directly involved inconducting research and publications in order to enrich
idea dan strategi baru bagi memantapkan program sumber manusiaThe lab session successfully triggered new ideas and strategies to enhance human resource programmes
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Public Service Department
kajian-kajian serta penerbitan buku dari semasa kesemasa bagi memperkayakan sumber ilmu bagikemudahan rujukan awam warga perkhidmatan awam.Antaranya ialah:
Bil.No.
PenerbitanPublication
1. Kerangka Hala Tuju Strategik Pengurusan Sumber Manusia Perkhidmatan AwamStrategic Direction Framework for Public Service Human Resource Management
2. INK: Himpunan Amalan Terbaik dalam Pengurusan Sumber ManusiaINK: Compilation of Best Practices in Public Service Human Resource Management
3. Kompilasi Kajian Desktop bagi Tahun 2010Compilation of Desktop Research for 2010
4. Laporan Tahunan JPA 2009The PSD Annual Report 2009
5. Imperatif Penyampaian Perkhidmatan Awam Berdasarkan KeberhasilanOutcome Based Imperatives for Public Service Delivery
Bil. Kajian dan Penyelidikan/Penjanaan Idea Dan Ilmu
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Public Service Department
Bil.No.
Kajian dan Penyelidikan/Penjanaan Idea Dan IlmuResearch and Studies/Generation of New Ideas and Knowledge
1. Kajian Keberkesanan Pejabat Penasihat dan Latihan (PPL)Study on the Effectiveness of the Training and Education
2. Kajian Semakan Semula LNPT di Bawah Semakan Semula Sistem Saraan Malaysia (SSM)Review of the Annual Performance Report under the Malaysian
3. Kajian Persepsi Anggota Perkhidmatan Awam Terhadap Sistem Ganjaran Berasaskan PrestasiStudy on Public Servants’ Perception Regarding the Performance Related Incentives
4. Kajian Kompetensi Kepimpinan Perkhidmatan AwamStudy on Public Sector Leadership Competencies
5. Kajian Kepuasan Warga JPA 2010Study on the Satisfaction of PSD Personnel 2010
6. Kajian Kepuasan Pelanggan Luaran JPA 2010Study on the Satisfaction of PSD Clients 2010
the source of knowledge and reference for all publicservants. Among the results are as follows:
Kerangka Hala Tuju Strategik Pengurusan Sumber Manusia Perkhidmatan AwamFramework for Public Service Human Resource Management
INK: Himpunan Amalan Terbaik dalam Pengurusan Sumber Manusia Sektor AwamPublic Service Human Resource Management
Imperatif Penyampaian Perkhidmatan Awam Berdasarkan KeberhasilanOutcome Based Imperatives for Public Service Delivery
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Public Service Department
Knowledge
Kajian Keberkesanan Pejabat Penasihat dan Latihan (PPL)Education Offices Overseas
Kajian Semakan Semula LNPT di Bawah Semakan Semula Sistem Saraan Malaysia (SSM)Malaysian Remuneration System Review
Kajian Persepsi Anggota Perkhidmatan Awam Terhadap Sistem Ganjaran Berasaskan PrestasiStudy on Public Servants’ Perception Regarding the Performance Related Incentives
KAPASITI
Org
anisa
siEN
HAN
CIN
G O
RGAN
ISAT
ION
AL C
APAC
ITY 45 Pemantapan Skim Perkhidmatan
Strengthening Schemes of Service
46 Pengukuhan OrganisasiOrganisational Consolidation
52 Pemantapan Dasar PerjawatanEnhancement of Establishment Policy
Mem
anta
pkan
KAPASITI
ENH
ANC
ING
ORG
ANIS
ATIO
NAL
CAP
ACIT
Y
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Public Service Department
Pemantapan Skim PerkhidmatanService
PerjawatanEnhancement of Establishment Policy
55 Melonjak Penggunaan ICTLeveraging on ICT Usage
60 Pemerkasaan Proses KerjaStrengthening Work Processes
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Public Service Department
Kapasiti organisasi merujuk kepada keupayaanuntuk menggunakan sumber dan kemahiranyang ada demi mencapai matlamat organisasidan memenuhi ekspektasi stakeholder dari segistruktur, skim perkhidmatan dan proses kerjauntuk menangani cabaran dan pergolakanpersekitaran yang berubah dengan pantas.
Organisational capacity refers to the ability to
MEMANTAPKAN KAPASITI
ORGANISASI
Organisational capacity refers to the ability touse resources and skills to accomplish theorganisation’s goals and fulfill stakeholderexpectations in terms of structure, schemes ofservice and work processes to meet thechallenge of a turbulent and ever-changingenvironment.
ENHANCING ORGANISATIONAL
CAPACITY
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Public Service Department
44Jabatan Perkhidmatan Awam
Public Service Department
JPA telah melaksanakan kajian perskiman danperjawatan dengan memberi penekanan kepada usaha-usaha untuk memantap struktur perkhidmatan awamserta pengukuhan struktur organisasi supaya sektorawam terus kekal kemas dan relevan.
PEMANTAPAN SKIM PERKHIDMATAN
Sepanjang tahun 2010, JPA telah melaksanakan pelbagaiaktiviti perskiman yang menjurus ke arah keberhasilanimpak dalam penarikan dan pengekalan pegawai,pemilikan modal insan berkualiti dan kompeten, peluangkemajuan kerjaya, keharmonian perhubungan majikan-pekerja dan perkongsian ilmu. Pemantapan skimperkhidmatan merangkumi penambahbaikan skimperkhidmatan, pengurusan skim perkhidmatan, sertapenyelidikan dan pembangunan skim perkhidmatan.
• Penambahbaikan Skim Perkhidmatan
Bagi memastikan skim perkhidmatan sentiasa relevandengan keperluan semasa, JPA telah melaksanakandengan keperluan semasa, JPA telah melaksanakanpenjenamaan semula skim-skim perkhidmatanberikut:
• Pembantu Teknik Kapal Terbang kepada PenolongPemeriksa Kapal Terbang;
• Pembantu Teknik Ukur kepada Penolong Juruukur;• Pembantu Teknik Ukur Bangunan kepada
Penolong Juruukur Bangunan; dan• Pembantu Undang-Undang kepada Penolong
Pegawai Undang-Undang.
• Pengurusan Skim Perkhidmatan
JPA telah mempertimbangkan beberapa permohonankelonggaran syarat skim perkhidmatan yangmelibatkan pelantikan terus ke gred kenaikanpangkat, syarat lantikan dan had umur. Dalam tahun2010, sebanyak 63 permohonan kelonggaran syarattelah diselesaikan.
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Public Service Department
The PSD conducted studies on schemes of service andestablishment in an effort to enhance the structure of thepublic service as well as to strengthen the organisation sothat the public service continues to be well-structuredand relevant.
STRENGTHENING SCHEMES OF SERVICE
Throughout 2010, the PSD organised various projects andactivities that impacted favourably on the schemes ofservice and establishment of the public service. Theactivities relating to schemes of service helped attracttalent and retain quality and competent human capital,promoted harmony in the employer-employeerelationship and facilitated the sharing of knowledge.Strengthening the schemes of service includedamendments to the schemes of service, management ofschemes of service as well as research and developmenton schemes of service.
• Amendments to the Schemes of Service
In ensuring that the schemes of service are relevantbased on current needs, the PSD has rebranded thebased on current needs, the PSD has rebranded thefollowing schemes of service :
• Assistant Aircraft Technician to Assistant AircraftInspector;
• Assistant Survey Technician to Assistant Surveyor;• Assistant Building Survey Technician to Assistant
Building Surveyor; and• Legal Assistant to Assistant Legal Officer.
• Management of the Schemes of Service
The PSD considered various applications for thealleviation of conditions of service schemes thatinvolved appointment to promotional grades,conditions for appointment and age limit. In 2010, 63applications for alleviation were completed.
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Public Service Department
• Penyelidikan dan Pembangunan Skim Perkhidmatan
JPA sentiasa menjalankan penyelidikan danpembangunan skim perkhidmatan dari semasa kesemasa untuk memperkasa dan memperkaya skimperkhidmatan supaya lebih fleksibel dan berdayasaing. Hasil penyelidikan telah didokumenkan dalamBuku Maklumat Skim Perkhidmatan (dua edisi) danPenghuraian Kerja Skim Perkhidmatan sebagai rujukanPengurus Sumber Manusia dalam menyediakan kertascadangan menggubal atau meminda skimperkhidmatan yang berkuat kuasa.
PENGUKUHAN ORGANISASI
Dengan mengambil kira keperluan pembangunan modalinsan serta fokus terhadap kesejahteraan hidup rakyatMalaysia, maka perkhidmatan-perkhidmatan kerajaanterus diperkukuhkan melalui kajian-kajian perjawatanagensi sektor awam. Berdasarkan arahan perbelanjaanberhemat yang dikeluarkan melalui PekelilingPerbendaharaan Bilangan 9 Tahun 2008 dan pembekuanjawatan baru berikutan keputusan Mesyuarat JemaahMenteri pada 26 Mac 2010, fokus kajian perjawatan padatahun 2010 adalah menjurus kepada perkhidmatan yangtahun 2010 adalah menjurus kepada perkhidmatan yangmemenuhi dasar-dasar semasa kerajaan seperti BidangKeberhasilan Utama Nasional (NKRA), Model BaruEkonomi (NEM) Program Transformasi Kerajaan (GTP) danProgram Transformasi Ekonomi (ETP). Fokus utama JPAdalam urusan perjawatan meliputi perkara berikut:
• Pengukuhan Keupayaan Agensi Sektor Sosial
• Perkhidmatan Pendidikan
• Pengukuhan perjawatan di KementerianPelajaran Malaysia (KPM) bagi merealisasikanBidang Keberhasilan Utama Nasional (NKRA)berkaitan dengan pendidikan pra sekolah;
• Penyusunan semula organisasi Dewan Bahasadan Pustaka (DBP) bagi mengukuhkan objektifdan fungsi DBP sebagai agensi penerajumemartabatkan Bahasa Melayu selaras denganusaha untuk mengukuhkan penggunaanBahasa Melayu di peringkat nasional danantarabangsa;
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Public Service Department
• Research and Development on the Schemes ofService
The PSD continues to undertake research anddevelopment pertaining to schemes of service inorder to enhance and enrich the schemes of service sothat they remain flexible and competitive. Theresearch results were documented in the Scheme ofService Information Booklet (two editions) and JobExtraction Schemes of Service as reference for HumanResource Managers in preparing proposals fordeveloping and amending existing schemes of service.
ORGANISATIONAL CONSOLIDATION
Taking into account the need to enhance human capitaldevelopment and focus on the well-being of theMalaysian public, government services have continuouslybeen enhanced through establishment studies of publicsector agencies. In line with the Treasury Circular No.9 of2008 on prudent spending and the decision of theCabinet Meeting on 26 March 2010 on freezing thecreation of new posts, the establishment studies in 2010were focused on current government services underpolicies such as the National Key Result Area (NKRA), thepolicies such as the National Key Result Area (NKRA), theNew Economic Model (NEM), the GovernmentTransformation Programme (GTP) and the EconomicTransformation Programme (ETP). The PSD’s main focusin establishment affairs encompassed:
• Strengthening the Capacity of Agencies in the SocialSector
• Education Services
• Strengthening the establishment for theMinistry of Education (MOE) to achieve theNational Key Result Area (NKRA) related to pre-school education;
• Restructuring of the Institute of Language andLiterature Malaysia (DBP) to strengthen itsobjectives and functions as the lead agencyresponsible for positioning the usage of theMalay National Language to a higher levelnationally and internationally;
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Public Service Department
• Pewujudan jawatan Profesor Ulung bagimemperluas peluang kemajuan kerjaya dankualiti pensyarah di IPTA selaras dengan usahamemantapkan pendidikan tinggi dalam negara;
• Penubuhan Sekretariat Majlis Profesor Negara(MPN) untuk memastikan matlamatpenubuhan dan pengoperasian MPN dapatberjalan dengan lancar selaras denganmatlamat Pelan Strategik Pengajian TinggiNegara (PSPTN); dan
• Pewujudan Model Pejabat Penasihat Undang-Undang (PUU) di IPTA untuk memantapkanpenyampaian perkhidmatan IPTA terutamanyadalam hal berkaitan perundangan.
• Perkhidmatan Kesihatan
• Penaiktarafan Bahagian Keselamatan danKualiti Makanan (BKKM) sebagai satu programdalam usaha meningkatkan keselamatan dankualiti makanan negara lebih terjamin dankualiti makanan negara lebih terjamin danmeningkatkan persaingan perkhidmatanmakanan di peringkat antarabangsa;
• Penyusunan semula Bahagian KesihatanPergigian dengan tujuan untuk memantapkansistem penyampaian perkhidmatan kesihatanpergigian;
Pelbagai usaha telah dilaksanakan bagi mengukuhkan Perkhidmatan KesihatanVarious efforts have been taken to strengthen the Medical Services
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Public Service Department
• Creation of the Distinguished Professor poststo broaden the career developmentopportunity and improve the quality of publicuniversity lecturers in line with efforts tostrengthen the higher education standards inMalaysia;
• Establishment of the Secretariat for theNational Professors Council (MPN) to ensurethat the establishment goals and operations ofthe MPN is smoothly implemented in line withthe goals of the National Higher EducationStrategic Plan (PSPTN); and
• Formation of the Legal Advisor’s Office (PUU)model in public universities to enhance servicedelivery of public universities especially in legalmatters.
• Healthcare Services
• Upgrading the Food Safety and Quality Division(FSQD) as a programme to enhance nationalfood safety and quality and to increase thecompetition of the food services industry atcompetition of the food services industry atthe international level;
• Restructuring the Oral Health Division tostrengthen the oral healthcare service deliverysystem;
Pelbagai usaha telah dilaksanakan bagi mengukuhkan Perkhidmatan KesihatanVarious efforts have been taken to strengthen the Medical Services
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Public Service Department
• Pemindahan fungsi perkhidmatan kesihatanibu mengandung, kanak-kanak dan kesihatankeluarga di bawah pentadbiran DewanBandaraya Kuala Lumpur (DBKL) keKementerian Kesihatan Malaysia (KKM) bagimemastikan rakyat dapat menerimaperkhidmatan kesihatan terbaik; dan
• Pewujudan jawatan pada gred fleksi selarasdengan usaha kerajaan menambah baikpeluang kemajuan kerjaya bagi skimperkhidmatan Pegawai Perubatan, PegawaiPergigian dan Pegawai Farmasi bagimeningkatkan sistem penyampaianperkhidmatan perubatan serta kesihatan.
• Perkhidmatan Komunikasi dan Kesenian
• Penubuhan Pasukan Projek Jalur LebarNasional di bawah Kementerian Penerangan,Komunikasi dan Kebudayaan (KPKK) bagimeningkatkan kecekapan perkhidmatan jalurlebar negara selaras dengan sasaran kerajaanyang menetapkan kadar penembusan jalurlebar ke atas isi rumah sekurang-kurangnyalebar ke atas isi rumah sekurang-kurangnyamencapai sebanyak 50 peratus menjelangakhir tahun 2010. Peningkatan kadar inidijangka akan menjadi pemangkinperkembangan ekonomi dan meningkatkankadar KDNK Negara; dan
• Penubuhan Pejabat Zon Jabatan WarisanNegara bagi memastikan pemantauan danpelaksanaan peraturan, pemeliharaan danpemuliharaan tapak-tapak Warisan Dunia diMelaka dan Georgetown, Pulau Pinang sertanegeri-negeri lain dapat dilaksanakan dengancekap dan berkesan.
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Public Service Department
• Transferring of the functions of maternal andchild healthcare service from the Kuala LumpurCity Hall to the Ministry of Health (MOH) toensure the best healthcare services provisionto the public; and
• Creation of posts at flexi grades in line with thegovernment’s effort to improve the careerdevelopment opportunities for the MedicalOfficer, Dental Officer and PharmaceuticalOfficer schemes of service .
• Communication and Cultural Services
• Establishment of the National BroadbandProject Team under the Ministry ofInformation, Communications and Culture(KPKK) to enhance national broadband servicesefficiency is in line with the government’starget of achieving at least 50 percent ofhousehold broadband usage towards the endhousehold broadband usage towards the endof 2010. This increased rate is expected to bethe catalyst for economic development andwill increase Gross Domestic Product (GDP);and
• Establishment of Zone Offices of the NationalHeritage Department to ensure effective andefficient implementation of regulations,maintenance and conservation of the WorldHeritage sites in Malacca and Georgetown,Penang as well as other heritage sites in thecountry.
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Public Service Department
• Pengukuhan Keupayaan Agensi Sektor Pentadbiran
• Agensi Persekutuan
• Penyusunan semula Lembaga Kemajuan TanahPersekutuan (FELDA), Jabatan Perdana Menteri(JPM) telah dilaksanakan melibatkanperubahan struktur organisasi FELDA danpenggredan semula jawatan-jawatan PengarahBesar, Timbalan Pengarah Besar dan Pengarah-pengarah Jabatan. Ia dijalankan selaras denganaspirasi YAB Perdana Menteri yang inginmembentuk FELDA Moden di manapengurusan FELDA perlu lebih profesional danfokus dalam pengurusan tanah rancangan danpembangunan modal insan warga FELDA;
• Penyusunan semula Unit Perancang Ekonomi(UPE), Jabatan Perdana Menteri (JPM)dilaksanakan berikutan pendekatan baru dalamperancangan dan pengurusan ekonomi negaraserta pengasingan fungsi kerjasama awam -swasta ke Unit Kerjasama Awam Swasta(UKAS); dan
• Penyusunan semula Dewan Bandaraya KualaLumpur (DBKL), Kementerian WilayahPersekutuan dan Kesejahteraan Bandar(KWPKB) dilaksanakan mengambil kira visiDBKL untuk menjadikan Kuala Lumpur sebuahbandar raya bertaraf dunia.
• Pentadbiran Kerajaan Negeri
• Pemantapan jawatan-jawatan utama kerajaannegeri Semenanjung Malaysia melibatkankajian gred jawatan-jawatan SetiausahaKerajaan Negeri, Penasihat Undang-UndangNegeri, Pegawai Kewangan Negeri danPengarah Tanah dan Galian Negeri. Tujuankajian struktur pentadbiran kerajaan negeri iniadalah selaras dengan kemajuan danpembangunan pesat serta cabaran-cabaranbaru yang dihadapi oleh semua pentadbirankerajaan negeri.
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Public Service Department
• Strengthening the Capacity of Agencies in theAdministration Sector
• Federal Agencies
• Restructuring of the Federal LandDevelopment Authority (FELDA), PrimeMinister’s Department involving changes inFELDA’s organisational structure and gradingthe posts of Director General, Deputy DirectorsGeneral and Directors of Department. Therestructuring is in accordance with the PrimeMinister’s aspiration to form a modern FELDAwith more professional management and focuson land scheme management and humancapital development;
• Restructuring of the Economic Planning Unit(EPU), Prime Minister’s Department (PMD) inline with the new approach in economicplanning and management, and shifting thefunctions of public - private partnership to thePublic Private Partnership Unit (3PU); and
• Restructuring of the Kuala Lumpur City Hall(DBKL), Ministry of Federal Territories and(DBKL), Ministry of Federal Territories andUrban Wellbeing (KWPKB) in parallel withDBKL’s vision of turning Kuala Lumpur into aworld class city.
• State Governments Administration
• Strengthening the leadership posts in stategovernments in Peninsular Malaysia throughthe study on the grades of the State Secretary,State Legal Advisor, State Financial Officer andState Director of Land and Mines. The studywas carried out due to the advancement, rapiddevelopment and new challenges faced by thestate government administrations.
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Public Service Department
• Pihak Berkuasa Tempatan
• Penambahbaikan Model Pihak BerkuasaTempatan meliputi Majlis Bandaraya, MajlisPerbandaran dan Majlis Daerah dilakukansecara berterusan berdasarkan keperluansemasa bagi meningkatkan penyampaianperkhidmatan PBT sebagai agensi barisanhadapan (frontliner). Sepanjang tahun 2010,sebuah PBT baru telah ditubuhkan iaitu MajlisPerbandaran Hang Tuah Jaya dan 50 buah PBTtelah diperkukuhkan.
• Pentadbiran Kerajaan Negeri Sabah dan Sarawak
• Penyusunan semula Perkhidmatan AwamNegeri Sarawak dilaksanakan melibatkan kajianjawatan-jawatan utama di peringkat JabatanKetua Menteri, Kementerian dan Residen; dan
• Penyusunan semula agensi-agensi di bawahpentadbiran Kerajaan Negeri Sabah yangmelibatkan Jabatan Perancang Bandar, JabatanPeguam Besar, Jabatan Perlindungan AlamSekitar, Kementerian Pelancongan,Sekitar, Kementerian Pelancongan,Kebudayaan dan Alam Sekitar serta PejabatMufti Sabah.
• Pengukuhan Keupayaan Agensi Sektor Keselamatan
• Pemantapan Fungsi Kementerian
• Pelaksanaan Program Penempatan SemulaPolis Diraja Malaysia (PDRM), KementerianDalam Negeri untuk memperkukuhkankeberkesanan sistem penguatkuasaan negara;
• Penyusunan semula Bahagian PengurusanBelanjawan, Kementerian Kewangan dapatmembantu kementerian tersebutmelaksanakan peranan dalam pengurusansistem belanjawan yang lebih cekap danberkesan bagi memenuhi keperluan ekonominegara; dan
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Public Service Department
• Local Authorities
• Improvement of the Local Authorities’ Modelencompassing City Councils, Municipal Councilsand District Councils is continuously donebased on current requirements to enhancelocal authorities’ service delivery as frontlineagencies. Throughout 2010, one new localauthority was set up i.e. the Hang Tuah JayaMunicipal Council and 50 existing localauthorities were strengthened.
• Sabah and Sarawak State GovernmentAdministrations
• Restructuring of the Sarawak State PublicService involved studies on the leadershipposts at the Chief Minister’s Department,Ministries and Residents levels; and
• Restructuring of agencies under the SabahState Government administration involved theTown Planning Department, the State AttorneyGeneral’s Chambers, the EnvironmentalGeneral’s Chambers, the EnvironmentalProtection Department, the Ministry ofTourism, Culture and Environment and theState Mufti Office.
• Strengthening the Capacity of Agencies in theSecurity Sector
• Enhancement of Ministry Functions
• Implementation of the RedeploymentProgramme for the Royal Malaysian Police,Ministry of Home Affairs to strengthen theeffectiveness of enforcement system in thecountry;
• Restructuring of the Budget ManagementDivision, Ministry of Finance to enable theMinistry to formulate more efficient andeffective budgeting system in meeting therequirements of the national economy; and
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Public Service Department
• Penyusunan semula struktur organisasiKementerian Pertahanan secara holistik bagimemastikan pelaksanaan fungsi danpenggunaan sumber kementerian secaraoptimum dan koordinasi dapat dilaksanakandengan lebih berkesan.
• Perkhidmatan Keselamatan
• Penubuhan Suruhanjaya Integriti AgensiPenguatkuasaan (SIAP) menunjukkanketegasan kerajaan meningkatkan integritidalam perkhidmatan awam khususnya agensipenguatkuasa;
• Penubuhan Mahkamah Tinggi Khas RayuanRasuah dan Mahkamah Seksyen Khas Rasuahadalah bagi mengatasi masalah kelewatanpenyelesaian kes-kes tertunggak di mahkamah;dan
• Penyusunan semula Jabatan Penjara Malaysiadilaksanakan bagi memberi fokus kepada tugasutama jabatan dalam meningkatkan kawalankeselamatan negara.
• Pengukuhan Keupayaan Agensi Sektor Ekonomi
• Perladangan dan Komoditi
• Penyusunan semula Kementerian PerusahaanPerladangan dan Komoditi (KPPK) untukmemantapkan sektor perladangan dankomoditi. Antaranya ialah pengukuhanperjawatan di Bahagian Kemajuan IndustriSawit dan Sago serta penubuhan BahagianBiobahan Api bagi memastikan penggunaansisa buangan ladang dapat ditingkatkan untukmenjana biobahan api selaras denganpenguatkuasaan Akta 666 – Akta IndustriBiobahan Api Malaysia 2007. Selain itu,Bahagian Kemajuan Industri Kayu-Kayan,Tembakau dan Kenaf pula dikukuhkan selarasdengan pelaksanaan Akta 692 - Akta LembagaKenaf dan Tembakau Negara. Akta inidiwartakan bertepatan dengan hasrat kerajaanuntuk menggantikan tanaman tembakaudengan kenaf.
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Public Service Department
• Restructuring of the Ministry of Defense tooptimise its functions and use of resources aswell as to achieve better coordination.
• Security Services
• Establishment of the Enforcement AgencyIntegrity Commission to increase integritypractices among enforcement agencies;
• Establishment of Special Corruption AppealsHigh Court and Special Corruption SessionsCourt to overcome problems of dispensingdelayed cases; and
• Restructuring of the Prison Department toprovide more focus on the agency’s corefunction of improving national security.
• Strengthening the Capacity of Agencies in theEconomic Sector
• Plantation and Commodities
• Restructuring of the Ministry of PlantationIndustries and Commodities to strengthen theplantation and commodities sector whichinvolved consolidation of the Sago and Palm OilIndustries Development Division andestablishment of the Biofuel Division toincrease usage of plantation waste as biofuel inaccordance with the implementation of Act666 - The Malaysian Biofuel Industry Act 2007.In addition, the PSD has consolidated theTimber, Tobacco and Kenaf (Hemp) IndustriesDevelopment Division in line with theimplementation of Act 692 - The NationalTobacco and Kenaf Board Act. This act isgazetted to realise the government’s plan toreplace tobacco planting with kenaf (hemp).
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Public Service Department
• Pelancongan
• Pengukuhan struktur KementerianPelancongan untuk meningkatkan keupayaandan fokus kementerian agar dapat menariklebih ramai pelancong ke Malaysia seterusnyameningkatkan pendapatan negara.
• Pendidikan Prasekolah Luar Bandar
• Pengukuhan perjawatan bagi TASKA danTABIKA di bawah Jabatan KemajuanMasyarakat (KEMAS) untuk meningkatkankualiti pendidikan dan kadar penyertaan kanak-kanak prasekolah terutama di kawasan luarbandar.
PEMANTAPAN DASAR PERJAWATAN
JPA telah mengambil beberapa inisiatif untuk mengkajidasar perjawatan dan mengeluarkan model perjawatandan panduan bagi memantapkan perjawatan agensisektor awam supaya setara keberkesanannya denganagensi seumpamanya di negara maju. Kajian dasar,model dan panduan utama yang dikeluarkan pada tahun2010 adalah seperti berikut:
Pengukuhan perjawatan bagi Taska dan Tabika di bawah Jabatan Kemajuan Masyarakat (KEMAS) untuk meningkatkan kualiti pendidikan luar bandar
Consolidation of pre-school establishment for kindergartens and nurseries under the Department of Community Development (KEMAS) to increase the quality of education in the rural areas
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Public Service Department
• Tourism
• Consolidation of the Ministry of Tourism toenhance its capacity and focus in attractingmore tourists hence generating higher incometo the country.
• Rural Preschool Education
• Consolidation of pre-school establishment forkindergartens and nurseries under theDepartment of Community Development(KEMAS) to increase quality of education andparticipation of pre-school children especiallyin rural areas.
ENHANCEMENT OF ESTABLISHMENT POLICY
The PSD conducted establishment policy studies andproduced establishment models and guidelines toenhance the establishment of public sector agencies toensure that their effectiveness is at par with similaragencies in developed countries. Major policy research,models and guidelines produced in 2010 are as follows:
Pengukuhan perjawatan bagi Taska dan Tabika di bawah Jabatan Kemajuan Masyarakat (KEMAS) untuk meningkatkan kualiti pendidikan luar bandar
school establishment for kindergartens and nurseries under the Department of Community Development (KEMAS) to increase the quality of education in the rural areas
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Public Service Department
• Kajian Pengkhususan Institusi Latihan Awam
Kajian ke atas pengkhususan Institut Latihan Awam(ILA) adalah bagi mengoptimumkan penggunaansumber sektor awam serta memastikan kualiti kursusyang ditawarkan berada di tahap terbaik. Di sampingitu, ia bertujuan sebagai pemusatan kursus generikperundangan ke Institusi Latihan Kehakiman danPerundangan (ILKAP) dan kursus generik kewangan keInstitut Perakaunan Negara untuk mengoptimumkanpenggunaannya.
• Kajian Penetapan Gred Jawatan PembantuSetiausaha Pejabat/Setiausaha Pejabat
Penetapan gred jawatan dan kadar elaun PembantuSetiausaha Pejabat/Setiausaha Pejabat Gred N17,N22, N27/28, N32, N36 berikutan pelaksanaanPekeliling Perkhidmatan Bilangan 27 Tahun 2009 iaituskim perkhidmatan Pembantu SetiausahaPejabat/Setiausaha Pejabat. Kajian ini dapatmeningkatkan keberkesanan penyampaianperkhidmatan Pembantu Khas melalui penetapangred dan kadar elaun bagi skim perkhidmatanPembantu Setiausaha Pejabat/Setiausaha Pejabat.Pembantu Setiausaha Pejabat/Setiausaha Pejabat.
Pembantu Tadbir Kesetiausahaan mendapat durian runtuh berikutan semakan semula ke atas Gred N17, N22, N27/28, dan N36
The Administrative Assistant (Secretarial) receiving the good news on the revision of Grades for N17, N22, N27/28, N36
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Public Service Department
• Study on Specialisation of Public Training Institutes
Study on the specialisation of Public Training Institutes(ILA) to optimise the utilisation of public sectorresources and to ensure the best quality of courses.The study also centralised generic law courses to theJudicial and Legal Training Institute (ILKAP) andgeneric finance courses to the National AccountingInstitute, to optimise usage.
• Setting of Grades for Assistant OfficeSecretary/Office Secretary
Setting of grades and allowance rates for AssistantOffice Secretary/Office Secretary Grade N17, N22,N27/28, N32, N36 in line with the implementation ofService Circular No. 27 of 2009 entitled The AssistantOffice Secretary/Office Secretary schemes of service.The aim of the study was to increase efficiency inservice delivery of Administrative Assistants throughthe setting of grades and allowance rate for AssistantOffice Secretary/Office Secretary.
Pembantu Tadbir Kesetiausahaan mendapat durian runtuh berikutan semakan semula ke atas Gred N17, N22, N27/28, N32 N36
The Administrative Assistant (Secretarial) receiving the good news on the revision of Grades for N17, N22, N27/28, N32 and N36
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Public Service Department
• Kajian Penetapan Ketua Perkhidmatan bagi 243 SkimPerkhidmatan yang sedang Berkuat Kuasa dalamPerkhidmatan Awam Persekutuan
Kajian ini adalah untuk menambah baik peluangkemajuan kerjaya dan mobiliti pegawai PerkhidmatanAwam Persekutuan. Penetapan Ketua Perkhidmatanyang khusus juga membolehkan ketua perkhidmatanmemainkan peranan dengan lebih efektif.
• Arahan Pentadbiran Berhubung PelaksanaanPelanjutan Tempoh Interim Pewujudan JawatanFleksi Pegawai Tadbir dan Diplomatik (PTD) GredM41/M44
Pewujudan jawatan fleksi PTD gred M41/M44 iniadalah sebagai langkah menangani masalah pengisianjawatan pada gred M41 dan M44 berikutankekosongan jawatan yang tinggi.
• Arahan Pentadbiran Berhubung Garis PanduanPelaksanaan Pekeliling Perkhidmatan Bilangan 27Tahun 2009 dan Bilangan 1 Tahun 2010Tahun 2009 dan Bilangan 1 Tahun 2010
Arahan pentadbiran berhubung garis panduanpelaksanaan Pekeliling Perkhidmatan Bilangan 27Tahun 2009 dan Bilangan 1 Tahun 2010 untukmeningkatkan kecekapan dan penyampaianperkhidmatan Pembantu Khas melalui pemantapanskim perkhidmatan Pembantu Tadbir(Kesetiausahaan) dan garis panduan pewujudanjawatan Pembantu Setiausaha Pejabat/ SetiausahaPejabat sebagai Pembantu Khas dan bagi penempatansecara kumpulan.
• Arahan Pentadbiran Pemanjangan Elaun PembantuKhas
Pemanjangan Elaun Pembantu Khas kepada PembantuSetiausaha Pejabat/Setiausaha Pejabat di PejabatMenteri, Timbalan Menteri, Yang Di-Pertua DewanNegara, Yang Di-Pertua Dewan Rakyat, Timbalan YangDi-Pertua Dewan Negara dan Timbalan Yang Di-PertuaDewan Rakyat.
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Public Service Department
• Setting of Head of Service For 243 Schemes of ServiceIn The Federal Civil Service
The purpose of this study is to enhance the careerdevelopment and mobility of officers in the FederalCivil Service and to ensure Heads of Service play amore effective role.
• Administrative Instructions Pertaining To TheImplementation Of Interim Extension For The FlexiPost Creation For Administrative And DiplomaticOfficer (PTD) Grade M41/M44
Creation of the flexi posts for grades M41/M44 was anapproach to overcome problems in filling the highnumber of vacancies at these grades.
• Administrative Instructions Pertaining to Guidelinesfor the Implementation of Service Circular No.27 of2009 and No.1 of 20102009 and No.1 of 2010
Administrative instructions pertaining to theguidelines for the implementation of Service CircularNo.27 of 2009 and No. 1 of 2010 to increase thePersonal Assistant’s (PA) efficiency and servicedelivery through the enhancement of theAdministrative Assistant (Secretarial) scheme ofservice and guidelines for the creation of AssistantOffice Secretary/Office Secretary posts as PersonalAssistant and placement in pool posts.
• Administrative Instructions Pertaining to theExtension of Personal Assistant Allowances
Extending the Personal Assistant Allowances toAssistant Office Secretary/Office Secretary in theMinister’s Offices, the Deputy Minister’s Office, theYang Di-Pertua Dewan Negara’s Office, the Yang Di-Pertua Dewan Rakyat’s office and also of theirdeputies.
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Public Service Department
MELONJAK PENGGUNAAN ICT
ICT akan terus menjadi nadi penggerak penting ke arahmeningkatkan keberkesanan penyampaian perkhidmatan.Pengurusan maklumat bukan lagi menjadi faktorsokongan kepada fungsi organisasi, sebaliknya menjaditeras kepada kejayaan sistem penyampaian perkhidmatanyang berkesan. Senario semasa menunjukkan bahawamaklumat perlu dicapai dengan pantas untuk memudahdan meningkatkan keupayaan pengurusan, dan teknologimaklumat terbukti berjaya menyelesaikan isu ini. ICTdiakui sebagai pemangkin kepada pengurusan sektorawam. Pengurusan data dan maklumat pengurusansumber manusia secara efisien dan efektif merupakanfaktor kejayaan utama kepada pengoperasian danperancangan strategik sumber manusia bagi mencapaimisi nasional. Untuk mencapai misi tersebut, pelbagaiusaha telah dilakukan oleh JPA. Antara alternatif terbaikadalah melalui penggunaan secara meluas sistem danaplikasi komputer bagi mengumpul data berkaitansumber manusia sektor awam.
• Maklumat atas Permintaan
Penekanan pada tahun 2010 diberikan ke arahPenekanan pada tahun 2010 diberikan ke arahmengintegrasi maklumat bisnes JPA. Melaluikemudahan Business Intelligence (BI), maklumatbisnes secara bersepadu akan dapat disediakandengan lebih lengkap apabila diperlukan dan ini akandapat memenuhi tuntutan Information On Demand(IOD) yang merupakan keperluan baru ke arahmengoptimumkan bisnes organisasi. IODmembolehkan maklumat dibekalkan dengan cepat,pada bila-bila masa, di mana jua, dan boleh dilihat daripelbagai perspektif.
Dari segi perancangan strategik ICT, JPA mulabergerak dari “Agenda Pelaksanaan” kepada “AgendaInformasi”. HRMIS merekodkan kesemua transaksibisnes sumber manusia yang membolehkan semuamaklumat pengurusan sumber manusia dikeluarkanmenggunakan business intelligence tools iaitu SistemMaklumat Eksekutif (EIS). Bagi memastikan strategi inidapat direalisasikan, mulai tahun 2009, JPA telahmelaksanakan keseluruhan proses sumber manusiadalam HRMIS ke semua agensi sektor awam. Strategiini diteruskan pada tahun 2010.
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Public Service Department
LEVERAGING ON ICT USAGE
ICT will always be the significant agent in enhancingservice delivery effectiveness. Information managementis no longer a supporting factor for organisationalexcellence but will be the platform for theaccomplishment of effective service delivery. The currentscenario shows that ICT has the capability to ensureinformation can be quickly accessed to facilitate andenhance managerial capability. ICT has beenacknowledged as the catalyst for public sectormanagement. The efficient and effective datamanagement and human resource informationmanagement is the key success factor for theoperationalisation of strategic human resource planningto achieve the national mission. To achieve this mission,the PSD has carried out various efforts. One of the bestalternatives is through the broad utilisation of computersystems and applications in gathering data regardingpublic sector human resources.
• Request for Information on Demand
The emphasis in 2010 was on integrating the PSDThe emphasis in 2010 was on integrating the PSDbusiness information. Through the BusinessIntelligence (BI) facility, business information could beprovided in an integrated manner when required andfulfil the demands of the Information on Demand(IOD) which was a new requirement towardsoptimisation of the organisation’s business. IODenabled information to be provided speedily, anytimeand anywhere.
In terms of an ICT strategic planning perspective, thePSD has begun the shift from an Applications Agendato an Information Agenda. HRMIS recorded all humanresource business transactions which allowed allhuman resource information to be utilised using abusiness intelligence tool called the ExecutiveInformation System (EIS). To ensure the realisation ofthis strategy, from 2009 the PSD implemented thewhole spectrum of human resource managementprocesses within HRMIS to all public sector agencies.The strategy was continued in 2010.
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Public Service Department
• Pelaksanaan HRMIS Sebagai Petunjuk Prestasi Utama
Mulai tahun 2009 status pengemaskinian RekodPeribadi dan Profil Perkhidmatan telah dijadikan KPIKetua Jabatan. Melalui pelaksanaan KPI ini, maklumatdan data di dalam HRMIS bagi keseluruhan agensisektor awam sentiasa lengkap dan kemas kini. Iniadalah selaras dengan misi JPA sebagai pengurussumber manusia sektor awam yang memerlukansemua maklumat sumber manusia yang lengkap bagimembolehkan pembuatan keputusan dengan lebihtepat dan berkesan. Pada tahun 2010, kriteriapenilaian KPI telah ditambah dengan pengemaskinianData Perjawatan, Pengisytiharan Harta dan SasaranKerja Tahunan.
• Pelaksanaan Surat Pengesahan Diri dan PengakuanPegawai Secara Online (eGL)
Pelaksanaan penggunaan Surat Pengesahan Diri danPengakuan Pegawai secara online (eGL) melalui HRMISbermula sejak Ogos 2007, di mana semua pegawaikerajaan serta keluarga yang layak boleh menikmatikemudahan ini dengan mengemukakan kadkemudahan ini dengan mengemukakan kadpengenalan kepada petugas kaunter untukmendapatkan rawatan di 135 buah hospital kerajaandi bawah Kementerian Kesihatan Malaysia. MulaiDisember 2009, kemudahan eGL ini telah diperluaskanpenggunaannya kepada semua anggota pentadbiran,Ahli Parlimen dan Ahli Dewan Undangan Negeri sertatanggungan. Kemudahan ini juga telah dilaksanakan dihospital bukan kerajaan, iaitu di Institut JantungNegara (IJN) mulai 10 Julai 2010. Pelaksanaankemudahan eGL turut diperluaskan kepada pesara-pesara kerajaan mulai 8 Disember 2010.
• Urusan HRMIS
Pelaksanaan HRMIS secara amnya telahmenampakkan perkembangan yang sangat positif danbertambah secara mendadak pada tahun 2010.Jumlah bilangan pengguna, transaksi dan login HRMISbagi 2010 ditunjukkan di bawah:
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Public Service Department
• Implementation of HRMIS as a Key PerformanceIndicator
The implementation of HRMIS as a Key PerformanceIndicator started in 2009 when updates of PersonalRecords and Service Profiles were made into one ofthe Head of Department's KPI. Through this KPIimplementation, the information and data withinHRMIS will always be complete and updated. This is inline with the PSD’s role as the public sector humanresource manager and the need to have the mostcomplete, latest information to enable decisions to bemade quickly and effectively. In 2010, the KPIevaluation criteria was added with the updating ofEstablishment Data, Asset Declaration and AnnualPerformance Targets.
• Implementation of Officer Verification andGuarantee Letter via Online (eGL)
The usage of the online Personal Guarantee Letter(eGL) through HRMIS started in August 2007, whereall public servants and eligible family members couldenjoy this facility by showing their identification cardto the counter staff in order to receive medicalto the counter staff in order to receive medicaltreatment at any one of 135 government hospitalsunder the Ministry of Health. Starting December2009, the facility was extended to all members of theAdministration, members of Parliament and the StateAssemblies as well as their family members. Thisfacility was also made available for the National HeartInstitute from 10th July 2010. The implementation ofthe eGL was also extended to all governmentpensioners, effective from 8th December 2010.
• HRMIS Affairs
The HRMIS implementation and usage showed apositive development and significant progress in2010. The number of users, transactions and HRMISlogins in 2010 are as follows:
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Public Service Department
Bilangan Pengguna / Transaksi / Number of HRMIS Users / Transactions
PerkaraSubject
Bil. Transaksi HRMIS No. of HRMIS Transactions
Bil. Pengguna HRMIS No. of HRMIS Users
Bil. Login HRMIS No. of HRMIS Logins
• MySMS
Maklumat Perkhidmatan mySMS 15888 JPA telahdilancarkan pada 5 Ogos 2009. Sehingga 31 Disember2010, sebanyak 15 perkhidmatan atas talian telahdiaktifkan dalam mySMS. Sebanyak 7,036 rekod SMStelah diterima sepanjang tahun 2010. SenaraiPerkhidmatan MySMS JPA yang telah disediakan olehJPA adalah seperti berikut:
• INFO JPA;• Keputusan Program Ijazah Dalam Negara (PIDN);• Keputusan Program Ijazah Dalam Negara (PIDN);• Semak Status Pembayaran Pesara
(PENCENBAYAR);• Semak Status Permohonan Persaraan
(PENCENSTS);• Senarai Katalog Penerbitan INTAN
(INTANKATALOG);• Senarai Program Latihan INTAN (IKURSUS);• Semakan Keputusan Pinjaman Boleh
Ubah/Pinjaman Pelajaran (PBU);• Keputusan Biasiswa Persekutuan Politeknik (POLI);• Semakan Bayaran Khas Kewangan Kepada Pesara
(PENCENBIPP);• Semakan Keputusan Permohonan ISAC
(INTANISAC).• Semakan Baki Cuti Rehat (HRMISBKCT);• Semakan Gantian Cuti Rehat atau GCR
(HRMISGCR);• Status Permohonan Kursus INTAN
(INTANKURSUS);• Semakan Status Pemberian Taraf Berpencen (PTB)
Bagi Pekerja Pihak-Pihak Berkuasa Berkanun danTempatan (PENCENPTB); dan
• Semakan Tarikh Bayaran Pencen Bulanan BagiTahun Semasa (PENCENTKH).
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Public Service Department
Bilangan Pengguna / Transaksi / Login HRMIS Bagi Tahun 2010Transactions / Logins in 2010
BilanganNumber
12,069,838
467,695
23,200,612
• MySMS
The PSD mySMS 15888 service was launched on 5th
August 2009. As of 31st December 2010, the mySMS’sfacility consists of 15 services and had recorded 7,036messages throughout 2010. A list of MySMS servicesprovided by the PSD are:
• Corporate Information (PSD INFO);• Results of Sponsorship Programme for Local
Universities (PIDN);• Checking the status of Pension Payments• Checking the status of Pension Payments
(PENCENBAYAR);• Checking the status of Retirement Applications
(PENCENSTS);• Catalogue on INTAN Publications
(INTANKATALOG);• List of INTAN Training Courses (IKURSUS);• Checking results of applications for the Convertible
Loan/Study Loans (PBU);• Checking results of the Federal Scholarships for
Polytechnics (POLI);• Checking the status of Special Payments for
Pensioners (PENCENBIPP);• Results of the ISAC Application (INTANISAC;)• Checking balance of annual leave (HRMISBKCT);• Checking Payment in Lieu of Leave (HRMISGCR);• Application status for INTAN course
(INTANKURSUS);• Checking of Award of Pensionable Status for
Personnel from Statutory Bodies and LocalAuthorities (PENCENPTB); and
• Checking the Monthly Pension Payment Date forthe Current Year (PENCENTKH).
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Public Service Department
• Pemasangan Talian EG*Net bagi PelaksanaanAplikasi HRMIS
Bagi pelaksanaan aplikasi HRMIS di sektor awam,pemasangan talian EG*Net telah diperluaskanmeliputi 92 peratus agensi di bawah Kementerian danSUK. Liputan akan dikembangkan ke peringkat negeridan pejabat-pejabat cawangan untuk membolehkancapaian HRMIS dijalankan dari premis masing-masing.Sebagai langkah proaktif menuju 1Gov*Net danmemenuhi keperluan pelaksanaan aplikasi HRMIS,pihak MAMPU telah menaik taraf sebanyak 164 talianEG*Net kepada 2Mbps dan 4Mbps.
AgensiAgencies
Bil.AgensiNo. of Agencies
KementerianMinistries
25
Pentadbiran Setiausaha Kerajaan Negeri
State Secretaries’ Offices13
Agensi di bawah Kementerian202
Status Pemasangan Talian EG*Net mengikut Kementerian dan SUK Status of EG*Net Line Installation by Ministries and State Secretaries’ Offices as of
Agensi di bawah KementerianAgencies under the Ministries
202
Agensi Pentadbiran Setiausaha Kerajaan Negeri
Agencies under the StateSecretaries’ Office
481
Sistem HRMIS memberi banyak manfaat kepada penjawat awam semenjak ianya HRMIS has brought many benefits to public servants since it’s implementation
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Public Service Department
• Installation of EG*Net Line for the Implementation ofHRMIS
For the implementation of the HRMIS application inthe public sector, the installation of the EG*Net linewas extended to cover 92 percent of public serviceagencies under Ministries and State GovernmentAdministrations. This extension of coverage willprovide branch offices and state offices with theopportunity to access HRMIS from their respectivepremises. As a pro-active measure towards a1Gov*Net and to fulfil the application requirementsfor HRMIS implementation, MAMPU has upgraded164 EG*Net lines to 2Mbps and 4Mbps.
Talian SiapInstalled Lines
Dalam ProsesInstallation in Progress
25 -
13 -
201 1
Kementerian dan SUK sehingga 31 Disember 2010Status of EG*Net Line Installation by Ministries and State Secretaries’ Offices as of 31st December 2010
201 1
423 58
Sistem HRMIS memberi banyak manfaat kepada penjawat awam semenjak ianya dilaksanakanHRMIS has brought many benefits to public servants since it’s implementation
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Public Service Department
• Pemantapan Infrastruktur Rangkaian JPA*Net
Pembangunan IPv6 di JPA telah dimulakan melaluipenubuhan Pasukan Kerja IPv6 JPA pada 30 Mac 2010,selaras dengan Surat Arahan Ketua Pengarah MAMPUbertarikh 4 Januari 2010 Garis Panduan TransisiProtokol Internet Versi 6 (IPv6) Sektor Awam. Fokusutama pelaksanaan IPv6 pada tahun 2010 lebihtertumpu kepada penyediaan infrastruktur rangkaianIPv6 di JPA. Makmal IPv6 telah dibangunkan untukmenguji tahap keserasian perkakasan dan perisiandalam persekitaran IPv6. Portal JPA versi IPv6www6.jpa.my telah dibangunkan dan telah mendapatlogo IPv6 Enable dari IPv6 Forum pada 2 November2010.
• Pemantapan Tadbir Urus Keselamatan
Sepanjang tahun 2010, usaha untuk melaksanakanpemantapan dalam pengurusan keselamatan ICT diJPA dijalankan menerusi beberapa aktiviti sepertiberikut:
• Pelaksanaan penilaian tahap keselamatan ICT bagisistem rangkaian dan sistem-sistem ICT;
• Penganjuran Taklimat Kesedaran Keselamatan ICT• Penganjuran Taklimat Kesedaran Keselamatan ICTdi kalangan pengguna di JPA;
• Mengedarkan poster kesedaran keselamatan ICTmengikut topik kepada pengguna JPA sebagaimaklumat berkaitan dengan keselamatan ICT yangperlu diberi perhatian oleh setiap pengguna;
• Mengadakan Mesyuarat JawatankuasaKeselamatan ICT di JPA (JKICT);
• Melaksanakan pengimbasan yang berkalaterutamanya bagi sistem yang boleh dicapaidaripada rangkaian umum (public network); dan
• Pelaksanaan Kursus Pembudayaan ICT(Penggunaan Internet dan E-mel) di JPA.
Poster kesedaran keselamatan ICT mengikut topik diedarkan dari semasa ke semasaA poster on ICT Security according to topics is distributed from time to
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Public Service Department
• Strengthening the PSD*Net Network Infrastructure
The PSD took the initiative to develop the IPv6 bysetting up a IPv6 Work Team on 30th March 2010, inline with the MAMPU’s Director General DirectiveLetter dated 4th January 2010 on the Guidelines forthe Public Sector Internet Transfer Protocol Version 6(IPv6). The main focus of the IPv6 implementation in2010 was on preparing the infrastructure within thePSD. The IPv6 lab was developed to test the hardwareand software level of fitness with the new IPv6environment. The IPv6 version of the PSD portal wasdeveloped and received the IPv6 Enable logo from theIPv6 Forum on 2nd November 2010.
• Strengthening Security Management
Throughout 2010, efforts were made to strengthenthe ICT security in the PSD through a number ofactivities such as:
• An assessment of the level of ICT Security for thenetworking and ICT systems;
• Organising ICT security awareness talks for PSDusers;users;
• Distributing posters on ICT Security Awareness toPSD users according to topics as information onICT security requires the attention of all users;
• Organising a PSD ICT Security Committee Meeting(JKICT);
• Carrying out regular scanning especially forsystems capable of being accessed through thepublic network; and
• Implementing ICT Acculturation Courses (Internetand E-mail usage) in the PSD.
Poster kesedaran keselamatan ICT mengikut topik diedarkan dari semasa ke semasaA poster on ICT Security according to topics is distributed from time to time
59Jabatan Perkhidmatan Awam
Public Service Department
PEMERKASAAN PROSES KERJA
Selain melipatgandakan penggunaan ICT dalampengurusan sumber manusia, sistem proses kerja yanglebih teratur dan piawai juga diwujudkan bagimemastikan peningkatan dalam kualiti penyampaianperkhidmatan JPA.
• Maklumat Sumber Manusia Sektor Awam
Pencapaian utama JPA adalah dari aspekpengumpulan dan penyediaan maklumat berkaitansumber manusia sektor awam, di mana sebelumtahun 1990, maklumat yang dibekalkan hanya dapatmemberikan statikstik berkaitan dengan jumlahperjawatan. Terkini, HRMIS telah dapat membekalkanmaklumat berkaitan dengan jumlah penjawat awam(penyandang) serta jumlah perjawatan seperti didalam buku perjawatan. Maklumat ini amat pentinguntuk proses penganalisisan secara terperinci.
• Aplikasi HRMIS
JPA telah dapat membangunkan aplikasi HRMIS dantelah melaksanakannya di 733 agensi sektor awam.Sehingga 31 Disember 2010, HRMIS telah dapatSehingga 31 Disember 2010, HRMIS telah dapatmenyelesaikan fasa pertama pelaksanaan iaitupembinaan struktur perjawatan sektor awam meliputi1,374,229 perjawatan dengan 1,080,268 sandangan.
Di bawah fasa kedua pelaksanaan pula menunjukkanstatus pengemaskinian rekod peribadi menunjukkan35 Kementerian dan Pentadbiran Setiausaha KerajaanNegeri (PSUK) telah mencapai tahap 90 peratus danlebih; dan tiga telah mencapai tahap 80-89 peratus.
Bagi profil perkhidmatan, 35 Kementerian dan PSUKtelah mencapai tahap 90 peratus dan lebih, satumencapai tahap 50-79 peratus dan dua mencapaitahap di bawah 50 peratus.
Fasa ketiga melibatkan pelaksanaan modul dansubmodul HRMIS yang memberi impak besar kepadaagensi dari segi pengemaskinian rekod perjawatan,sandangan dan perkhidmatan iaitu pelaksanaanModul Pembangunan Organisasi, Modul PerolehanSumber Manusia dan Modul PenamatanPerkhidmatan.
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Public Service Department
STRENGTHENING WORK PROCESSES
Besides redoubling efforts to encourage ICT usage inhuman resource management, more systematic workprocesses and standards were also developed to ensurean increase in the quality of service delivery provided bythe PSD.
• Public Sector Human Resource Information
The main achievement of the PSD was in thecollection and preparation of information related tothe public sector human resource management.Before 1990, the information provided was onlystatistics on the number of establishment. CurrentlyHRMIS is able to supply information regarding thenumber of public servants and establishment figuresas listed in the establishment book. This information isimportant to enable for a more detailed analysis to beundertaken.
• Application of HRMIS
The PSD has managed to develop HRMIS andimplemented it at 733 public sector agencies. As of31st December 2010, the first phase was completed31st December 2010, the first phase was completedwhich involved the development of the establishmentinfrastructure of the public service which covers1,374,229 posts with 1,080,268 personnel.
Under the second phase of implementation, theupdating of personal records showed 35 Ministriesand State Secretariats achieving 90 percent and more;and three Ministries and State Secretariats achievingbetween 80-89 percent.
For the service profiles, 35 Ministries and StateSecretariats have achieved 90 percent and more whileone achieved between 50-79 percent and twoachieved less than 50 percent of updates.
The third phase is related to the implementation ofHRMIS modules and submodules, especially thoseproviding a major impact to agencies in terms ofupdating establishment records, engagement andservice. These include the OrganisationalDevelopment Module, the Human ResourceProcurement Module and the Termination of ServiceModule.
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Pada masa yang sama, modul dan submodul yangmemberi manfaat langsung kepada penjawat awamseperti Pengurusan Cuti, Pengurusan Tuntutan danPendahuluan Diri; Pengurusan Saraan dan PengurusanGaji; dan Pengisytiharan Harta turut dilaksanakan olehkementerian/agensi.
• Sistem eAudit
Sistem ini telah dibangunkan semula bagimenggantikan sistem eAudit dengan mengubahsuaidan menambah semua fungsi-fungsi dan juga rekabentuk. Terdapat 14 modul dalam sistem eAudit iaituLaman Utama, Perancangan, Maklum Balas, LaporanAudit, Laporan Tahunan, Berita, FAQ, Pautan Web,Sepintas Lalu, Profil UAD, Panduan Audit, PerkongsianIlmu, Persembahan dan Galeri Audit.
Sistem ini mula dibangunkan pada 12 Oktober 2008dan telah siap pada 30 Oktober 2008. Walaubagaimanapun, penambahbaikan telah dilakukanbersesuaian dengan keperluan semasa dan siapdilaksanakan pada Januari 2010.
• Sistem Penilaian 360o (360o)• Sistem Penilaian 360 (360 )
Agensi kerajaan dikehendaki melaksanakanpencapaian dengan memberi tumpuan sepenuhnyaterhadap keberkesanan penyampaian perkhidmatanmelalui pengukuran pencapaian yang berorientasikanprestasi dan impak berasaskan Petunjuk PrestasiUtama (KPI), selaras dengan persetujuan dalammesyuarat Ketua Setiausaha Kementerian, KetuaPerkhidmatan dan Ketua Pengarah Jabatan pada 22Januari 2008. Bagi meningkatkan kecekapan danketelusan penilaian KPI, JPA telah membangunkanSistem Penilaian 360o untuk mengukur prestasi bagiJawatan Pengurusan Tertinggi Sektor Awam.
Sistem ini mula dibangunkan pada penghujungDisember 2009 dan siap pada pertengahan bulan Mac2010. Ujian rintis pertama secara dalaman telahdilakukan di JPA pada bulan April 2010. Manakalaujian rintis kedua dengan matlamat memastikansistem ini stabil dan boleh digunakan olehkementerian/agensi telah dilaksanakan padapenghujung Disember 2010 sehingga awal Januari2011 dengan kerjasama Kementerian Kesihatan danKementerian Luar. Perlaksanaan Penilaian 360⁰ secaraatas talian mula dilaksanakan bagi penilaianpencapaian KPI tahun 2010.
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Public Service Department
At the same time, modules that directly benefit publicservants such as the Management of Leave,Management of Claims and Individual AdvancePayment; Management of Remuneration and Salaries;and Asset Declaration are also implemented byministries/agencies.
• eAudit System
This system was rebuilt to replace the old eAuditsystem and involved the redesign and addition of allfunctions and designs available in the old system.There are 14 modules in the eAudit system whichconsists of the Main Page, Planning, Feedback, AuditReport, Annual Report, News, FAQ, Web Links,Introduction, Profile of the Internal Audit Unit, AuditGuidelines, Knowledge Sharing, Presentation andAudit Gallery.
The system was built from 12 October 2008 andcompleted on 30th October 2008. Improvements,however, were carried out to meet current needs andwere completed in January 2010.
• The 360o Evaluation System• The 360 Evaluation System
Government agencies are required to implementprogrammes by focussing fully on the effectiveness ofservice delivery which measured achievement basedon performance and impact based on KeyPerformance Indicators. This is line with the decisionof the meeting of Secretaries General of Ministries,Heads of Service and Head of Departments held on22nd January 2008. To increase the effectiveness andtransparency in the KPI evaluation, the PSD developeda 3600 Evaluation System to measure performance forthe Top Management Group in the public service.
Development of the system started at the end ofDecember 2009 and was completed by the middle ofMarch 2010. The first pilot test in the PSD wasconducted in the PSD in April 2010. The second pilottest was done to ensure the stability of the systemand its usage at other ministries and departments. Itwas carried out at the Ministry of Health and at theMinistry of Foreign Affairs from the end of December2010 until early January 2011. The onlineimplementation of the 360⁰ evaluation was done toevaluate the achievements of the 2010 KPI.
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• Portal dan Multimedia
JPA telah berjaya memastikan ketersediaan dankelancaran operasi Portal JPA terhindar dari sebaranggangguan sepanjang tahun 2010. Portalhttp://www.jpa.gov.my ini telah berfungsisepenuhnya sebagai gerbang utama penyaluran
Bahan multimedia terbitan JPA disediakan secara dalaman oleh pegawai JPAPSD’s multimedia publications are produced by PSD officers
sepenuhnya sebagai gerbang utama penyaluranmaklumat berkaitan dasar pengurusan sumbermanusia sektor awam. Portal JPA juga telah menerimapenarafan Lima Bintang oleh MultimediaDevelopment Corporation (MDeC) pada tahun 2010.
Sebanyak 24 perkhidmatan utama atas talian jugasentiasa tersedia untuk dicapai oleh semua kumpulansasar masing-masing melalui Portal JPA. Sejumlah6,482,704 pelawat dari 181 negara pada tahun 2010telah melayari Portal JPA bagi tempoh Mei sehinggaDisember 2010.
• Penyediaan Pelan Strategik Teknologi Maklumat JPA2009-2013
Strategi dan pelan tindakan ICT bagi tahun 2010hingga 2013 adalah berteraskan kepada Pelan IndukICT ataupun Pelan Strategik Teknologi Maklumat JPA2009 - 2013. Penyediaan pelan ini bertujuan untukmenyediakan perkhidmatan elektronik yang cekapdan berkualiti menggunakan kelebihan dan potensiICT dan multimedia bagi meningkatkan produktivitijabatan, mempermudah perkongsian sumber dalamandan luaran di kalangan agensi kerajaan yang berkaitan,dengan rangkaian yang selamat dan standard sertamemperkemas sistem penyampaian perkhidmatan.
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Public Service Department
• Portal and Multimedia
The PSD was successful in ensuring the readiness andoperational capability of the PSD portal against anydisturbances throughout 2010. Thehttp://www.jpa.gov.my portal functioned as the maingateway in channeling information regarding public
Bahan multimedia terbitan JPA disediakan secara dalaman oleh pegawai JPAPSD’s multimedia publications are produced by PSD officers
gateway in channeling information regarding publicsector human resource policies. In 2010, the PSDportal also received the 5 Star Award from theMultimedia Development Corporation (MDeC).
There were 24 types of services available online fordifferent types of clients on the PSD portal. A total of6,482,704 clients from 181 countries visited the PSDportal for the period May to December 2010.
• Preparation of the PSD Information TechnologyStrategic Plan 2009-2013
The ICT strategy and action plan for the period 2010to 2013 is based on the ICT Master Plan or the PSDInformation Technology Strategic Plan 2009-2013. Theplan was prepared to provide quality and efficientelectronic service using the advantage and potentialof ICT and the multimedia. This would improvedepartmental productivity, simplify sharing of internaland external resources among the relatedgovernment agencies, provide a safe and standardnetwork besides improving the service deliverysystem.
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Public Service Department
PEKERJA
Berk
ualit
iM
ANAG
ING
QU
ALIT
Y EM
PLO
YEES
65 Pengambilan dan PelantikanRecruitment and Appointment
67 Pengurusan Kenaikan PangkatManagement of Promotions
68 Pengurusan Penilaian KompetensiCompetency Assessment Management
Men
guru
s PEKERJA
63Jabatan Perkhidmatan Awam
Public Service Department
Pelantikan
Pangkat
KompetensiCompetency Assessment Management
70 Pengurusan TatatertibManagement of Disciplinary Matters
72 Wahana Ilmu Bagi Pengurusan SumberManusiaChannel of Knowledge Sharing for Human Resource Managers
63Jabatan Perkhidmatan Awam
Public Service Department
Perkhidmatan awam yang cekap, berdaya saingdan mantap adalah bergantung kepada kualitisumber manusianya. Pekerja yang berkualiti akanmenyokong dan menggerakkan semua programdan aktiviti organisasi. Usaha-usaha menarik,membangun dan mengekalkan bakat yang diinginimelalui urusan pelantikan secara sistematik,penempatan yang sesuai dan berpadanan dengankompetensi serta pengurusan kerjaya yangterancang perlu dilakukan bagi mendapat pekerjayang berkualiti.
MENGURUS PEKERJA BERKUALITI
An efficient, competitive and resilient publicservice depends largely on the quality of its humanresource. Quality employees will support and carryout all the organisation’s programmes andactivities. To have quality employees, it isimportant to attract, develop and retain talent thatis required through systematic recruitment,suitable placement that matches competencieswith job requirements, and a well-planned careermanagement.
MANAGING QUALITY EMPLOYEES
64Jabatan Perkhidmatan Awam
Public Service Department
64Jabatan Perkhidmatan Awam
Public Service Department
PENGAMBILAN DAN PELANTIKAN
Sepanjang tahun 2010, seramai 7,365 pegawaiperkhidmatan gunasama telah dilantik, iaitu 472 pegawaiPengurusan Tertinggi, 1,752 pegawai KumpulanPengurusan dan Profesional serta 5,141 pegawaiKumpulan Sokongan.
Kerajaan juga telah menyediakan kaedah pelantikansecara peminjaman/pertukaran sementara bagi pegawaiyang sedang berkhidmat sebagai salah satu kaedahmemenuhi permintaan agensi yang memerlukan pegawaiyang berkemahiran dan pakar di peringkat awalpenubuhan sesebuah agensi tersebut atau dalam bidang-bidang keperluan yang spesifik. Seramai 144 pegawaiJawatan Utama Sektor Awam (JUSA) dan Gred Khas, 50pegawai Kumpulan Pengurusan dan Profesional dan tigapegawai Kumpulan Sokongan telah terlibat di dalamurusan pinjaman/pertukaran sementara di pelbagaiagensi termasuklah di jabatan-jabatan, badan-badanberkanun, pihak berkuasa negeri, pihak berkuasatempatan dan juga di peringkat organisasi antarabangsa.Pelantikan secara pinjaman/ pertukaran sementara inibertujuan untuk memberi peluang kepada pegawai untukmenimba pengalaman, kemahiran dan kepakaran.
• Urusan Penempatan bagi Pelantikan Tetap PTDKontrak
Urusan penempatan bagi 1,913 Pegawai Tadbir danDiplomatik M41 (Kontrak) ke lantikan tetap telahdilaksanakan pada tahun 2010. Pelantikan tetaptersebut adalah untuk mengatasi kepelbagaiankaedah kemasukan pegawai PTD.
• Urusan Penempatan bagi Pelantikan KumpulanSokongan ke Pengurusan dan Profesional
Pada tahun 2010 juga, Jabatan ini telah menguruskanpenempatan bagi pegawai Kumpulan Sokongan yangtelah dilantik ke Kumpulan Pengurusan danProfesional. Urusan ini melibatkan dua skimperkhidmatan iaitu skim Penolong Pegawai Tadbir(PPT) ke skim Pegawai Tadbir gred N41 dan skimPenolong Pegawai Teknologi Maklumat (PPTM) keskim Pegawai Teknologi Maklumat (PTM) gred F41.Maklumat adalah seperti berikut:
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Public Service Department
RECRUITMENT AND APPOINTMENT
Throughout 2010, 7,365 common-user officers wereappointed, consisting of 472 from the Top Managementgroup, 1,752 from the Management and Professionalgroup and 5,141 were from the Support Staff group.
The government also provided appointment on asecondment or temporary transfer basis for servingofficers as a way to fulfil agency requirements for skilledand expert officers in particular fields. This has been themechanism for respective agencies lacking in expertiseduring their initial setup. A total of 144 Premier/Specialgrade officers, 50 Professional and Managerial Groupofficers and 3 from the Support Group were appointedunder the secondment and temporary transfer approachfrom various organisations. This approach providesopportunities for officers to gain experience, enhancetheir knowledge and skills.
• Placement for Permanent Appointment of ContractADS
The placement for 1,913 contractual Administrativeand Diplomatic Service (ADS) M41 officers forpermanent appointment was carried out in 2010. Theaim of the exercise was to overcome the variousmethods of entry into the ADS.
• Appointment of the Supporting Staff Group to theManagement and Professional Group
In 2010, the Department carried out the placementfor Supporting Staff Group officers who wereappointed to the Management and ProfessionalGroup. This exercise involved two schemes, namelythe Executive Officer scheme (EO) to theAdministration Officer scheme for grade N41 and theAssistant Information Technology Officer scheme tothe Information Technology Officer scheme for gradeF41. Further information is as follows:
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Public Service Department
• Pelancaran Jawatankuasa Kluster PTD
Matlamat Jawatankuasa Kluster ini ialah untukmengenal pasti bakat-bakat muda sebagai pemimpinpelapis masa hadapan yang bakal mengambil alihtugas dan tanggungjawab serta memastikan PTD kekalrelavan sebagai peneraju pentadbiran negara. Empatkategori laluan telah diperkenalkan iaitu:
SkimScheme
ProgramProgramme
Penolong Pegawai Tadbir (PPT)ke Gred 41Administrative Assistantto Grade 41
Pusat PenilaianPPT
Assessment Centre
Penolong Pegawai Teknologi Maklumat (PPTM) kePegawai Teknologi Maklumat (PTM) Assistant Information Technology Officers to Information Technology Officers
Pusat PenilaianPPTM
Assessment Centre
Pelantikan Kumpulan Sokongan ke Pengurusan dan Profesional Tahun 2010Appointment of Supporting Staff Group to Management and Professional Group in 2010
kategori laluan telah diperkenalkan iaitu:• Pegawai yang Berpotensi Tinggi;• Pegawai Pakar;• Pegawai yang Kompeten; dan • Pegawai yang Berpotensi Rendah.
• Penempatan Semula Polis Diraja Malaysia
Pelaksanaan penempatan semula Polis DiRajaMalaysia (PDRM) merupakan salah satu strategi yangterangkum di bawah NKRA dan juga selaras denganhasrat YAB Perdana Menteri supaya pegawai polisfokus dalam melaksanakan fungsi kepolisan. SasaranNKRA yang ditetapkan ialah mengurangkan jenayahjalanan sehingga 20 peratus pada penghujung tahun2010.
Pelaksanaan penempatan pegawai awam dibahagikankepada beberapa fasa yang melibatkan urusanpenempatan di Ibu Pejabat PDRM di Bukit Aman, IbuPejabat Polis Kontinjen, Ibu Pejabat Polis Daerah danBalai-balai Polis di seluruh negara. Urusanpenempatan ini telah melibatkan seramai 4,076pegawai Gunasama dan bukan Gunasama. Sehingga31 Disember 2010, pengisian pegawai awam dipelbagai Ibu Pejabat Polis dan Balai Polis telahmencapai 94 peratus daripada keperluan keseluruhanyang disasarkan.
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Public Service Department
• Launching of the ADS Cluster Committee
The target of the ADS Clusters Committee is toidentify talented future leaders. These young talentswere chosen to take over the role and responsibilityand to ensure that the ADS will remain relevant as theleaders in the administration of public service in thecountry. Four categories were introduced:
ProgramProgramme
Calon yang Layak
Qualified Candidate
Calon yang Lulus
Passed Candidate
Calon yang diperakukan
(Peringkat JPA)Verified Candidate
(PSD level)Penilaian
Assessment Centre
520 108 54
PenilaianPPTM
Assessment Centre
26 11 11
Pelantikan Kumpulan Sokongan ke Pengurusan dan Profesional Tahun 2010Appointment of Supporting Staff Group to Management and Professional Group in 2010
country. Four categories were introduced:• High Flyer;• Specialist;• Competent; and• Below Average.
• Resettlement of the Royal Malaysian Police
The implementation of the resettlement of the RoyalMalaysian Police Department (RMP) was one of thestrategies under the NKRA and in line with the PrimeMinister’s aspiration that the police focus onimplementing their police functions. The NKRA aimsto reduce street crime by up to 20 percent by the endof 2010.
The redeployment was divided into various phasesinvolving placement at the RMP Headquarters in BukitAman, the RMP Contingent offices, the RMP Regionaloffices and the RMP Police Stations all over thecountry. The resettlement involved 4,076 officers. Asof 31 December 2010, the number of posts filled hadreached 94 percent from the overall numberstargeted.
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Public Service Department
• Peluasan Program PCF-PBT
Pada tahun 2010, Program Penempatan Silang telahdiperluaskan di peringkat Pihak Berkuasa Tempatan(PBT) iaitu Dewan Bandaraya Kuala Lumpur (DBKL).Tujuan utama PCF-PBT (DBKL) ini dilaksanakan adalahuntuk menambah pengalaman dan meningkatkankeupayaan pegawai-pegawai DBKL. Sepanjang 2010,dua fasa PCF telah dilaksanakan.
PENGURUSAN KENAIKAN PANGKAT
Urusan kenaikan pangkat adalah merupakan aspekpenting pengurusan sumber manusia yang bertujuanmenghasilkan pegawai yang bermotivasi dan cemerlang.Maklumat adalah seperti berikut:
UrusanExercise
Bilangan UrusanNo. of Exercise
JUSA/ Gred Khas
PremierGrade/Special
Kumpulan Pengurusan
dan Profesional
Kumpulan SokonganSupportServiceGrade/Special
GradeProfesional
(P&P)Management
andProfessional
Group(M&P Group)
ServiceGroup
Kenaikan Pangkat 1 22 24Promotion
Pemangkuan1 20 11
Acting
JumlahTotal
2 42 35
Bilangan Urusan dan Pegawai Dalam Urusan Kenaikan Pangkat/PemangkuanNumber of Exercises and Officers in Promotion/Acting Exercises
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Public Service Department
• Expansion of the PCF-LA
In 2010, the Cross-Fertilisation Programme wasextended to the Local Authority level, starting withthe Kuala Lumpur City Hall (DBKL). The main purposeof the PCF-LA is to enhance the officers’ experienceand improve their capabilities. In 2010, two phases ofthe PCF were implemented.
MANAGEMENT OF PROMOTIONS
Promotion is an important aspect of human resourcemanagement and seeks to produce excellent andmotivated officers. The details are as follows:
Bilangan PegawaiNo. of Officer
Kumpulan SokonganSupportService
JUSA/Gred Khas
PremierGrade/ Special
Kumpulan Pengurusan dan
Profesional (P&P)
Kumpulan Sokongan
Support ServiceGroupService
GroupGrade/ Special
Grade(P&P)
Managementand
ProfessionalGroup
(M&P Group)
Group
24 301 1,768 1,458
11 431 974 843
35 732 2,742 2,301
Bilangan Urusan dan Pegawai Dalam Urusan Kenaikan Pangkat/PemangkuanNumber of Exercises and Officers in Promotion/Acting Exercises
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Public Service Department
PENGURUSAN PENILAIAN KOMPETENSI
Sistem Saraan Malaysia (SSM) telah diperkenalkan padatahun 2002 yang mana salah satu komponen baru ialahPenilaian Tahap Kecekapan (PTK). Konsep PTK adalahberasaskan kompetensi dinilai melalui aktiviti kerja,pengetahuan serta kemahiran. PTK diadakan untukmenggalakkan pembangunan diri penjawat awam melaluipembelajaran berterusan, meningkatkan budayaorganisasi pembelajaran dan melaksanakan pengurusansumber manusia berasaskan kompetensi. Perincianaktiviti-aktiviti berkaitan PTK bagi tahun 2010 adalahseperti berikut:
• Kajian Impak / Kajian Semula / KajianPenambahbaikan
Sebanyak sembilan kajian telah dilaksanakan bagimemantapkan lagi format PTK:
• Kajian Semula Kursus Induksi;• Kajian Semula Peperiksaan Perkhidmatan;• Kajian Kaedah Pelaksanaan Modul Baru PTK TK6;• Kajian dan Analisis Permohonan/Pemberian Nilai
Taraf PTK Kementerian/Agensi ;• Kajian Isu-isu Pelaksanaan PTK bagi Skim• Kajian Isu-isu Pelaksanaan PTK bagi Skim
Bersepadu;• Semakan Sukatan Penilaian PTK bagi Pusat
Penilaian Kompetensi (PPK) bagi 16 SkimPerkhidmatan Gunasama Gred 17-54;
• Kajian Persepsi Calon Terhadap Pelaksanaan PTK;• Kajian Maklum Balas Pelaksanaan PPK; dan• Laporan Pelaksanaan PTK Gunasama.
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Public Service Department
COMPETENCY ASSESSMENT MANAGEMENT
The Malaysian Remuneration System was introduced in2002 and one of its components is the implementation ofthe Competency Assessment (PTK). The PTK is aninstrument that evaluates the extent of knowledge, skillsand positive behavioural attributes of human resources. Italso aims to encourage professional development by thepublic servant through promoting continuous learning,enhancing the culture of organisational learning andimplementing a competency-based human resourcemanagement. Details of PTK activities for 2010 are asfollows:
• Impact Studies / Reviews / Improvement Studies
Nine studies have been conducted to improve theformat of the PTK:
• Review of the Induction Course;• Review of the Public Service Examinations;• Study on the Implementation of the New PTK TK6
Module;• A Study and Analysis on the Application / Provision
of Equivalent Value for the PTK conducted byof Equivalent Value for the PTK conducted byMinistries/Agencies;
• Study on the Implementation Issues of the PTK forIntegrated Schemes;
• Reviews of the PTK Evaluation Syllabus forCompetency Evaluation Centres (PPK) of 16Common-User Service Schemes, Grades 17-54;
• Study on the Candidates Perception of the PTKImplementation;
• Feedback Studies on the PPK Implementation; and• Report on the Implementation of the Common-
User PTK.
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• Penggubalan Dasar dan Pembangunan
Lapan panduan telah diterbitkan untuk dijadikanrujukan oleh pengurus-pengurus sumber manusia dikementerian/agensi dalam melaksanakan PTK:
• Panduan Pelaksanaan PTK bagi Skim Bersepadu;• Panduan Pengguna HRMIS Peperiksaan
Perkhidmatan (CA-SE);• Panduan Penilaian, Pusat Penilaian Kompetensi
(PPK) bagi Perkhidmatan Gunasama;• Panduan Pengurusan Peperiksaan/PTK bagi OKU;• Penerbitan Bahan Rujukan:
₋ Panduan Pelaksanaan PPK;₋ Panduan Panel Penilai PTK;₋ Panduan Penemuduga;₋ LPK Resource Kit;
• Panduan Pelaksanaan Program LawatanPenandaarasan dan Pengamatan StandardKompetensi;
• Manual Pelaksanaan Aktiviti Pusat PenilaianKompetensi (PPK) dan Peperiksaan Perkhidmatanbagi Skim Setiausaha Pejabat dan SetiausahaPejabat; dan
• Frequently Asked Question (FAQ) melalui SuratEdaran JPA bertarikh 29 Mac 2010.Edaran JPA bertarikh 29 Mac 2010.
• Inisiatif Sokongan
Sebanyak enam inisiatif sokongan telah diperkenalkanpada tahun 2010 berkaitan PTK:
• Sistem Pengurusan Aduan Kompetensi (SPAK);• Slip Peringatan Kehadiran;• Sistem Pencarian Fail;• Manual Penggunaan Zon Kompetensi &
Pentadbiran;• Audit Pengurusan CPK; dan• Bicara Kes Semasa.
• Lawatan dan Naziran PTK
22 lawatan dan naziran PTK dan PeperiksaanPerkhidmatan/Jabatan ke Kementerian/Jabatan/SUKtelah dijalankan bagi memastikan ketiga-tiga kaedahPTK iaitu kaedah kursus, kaedah peperiksaan dankaedah penilaian yang dilaksanakan menepatipiawaian yang ditetapkan selain memastikan programPTK yang dijalankan adalah berkualiti.
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• Policy Formulation and Development
Eight guidelines and manuals were published to beused as reference for human resource managers inimplementing the PTK in their respectiveorganisations:
• The PTK Implementation Manual for IntegratedSchemes;
• The HRMIS User Manual for Public ServiceExaminations (CA-SE);
• The Evaluation Manual for Common-UserCompetency Evaluation Centres (PPK);
• The Examination/PTK Management Manual forPeople with Disabilities;
• Reference Publication:⁻ PPK Implementation Manual;⁻ PTK Evaluation Manual for Panellist;⁻ Interviewers Manual;⁻ LPK Resource Kit;
• Benchmark Visit Programme and CompetencyStandard Observation Manual;
• Competency Evaluation Centre (PPK) Activities andPublic Service Examinations ImplementationManual for Assistant Office Secretary and OfficeSecretary Schemes of Service; andSecretary Schemes of Service; and
• Frequently Asked Question (FAQ) via the PSD’sCirculated Letter dated 29th March 2010.
• Supporting Initiatives
Seven supporting initiatives related to the PTK wereintroduced in 2010:
• The Competency Complaints Management System(SPAK);
• The Attendance Reminder Slip;• The Files Management System;• The Usage of Competency Zoning and
Administration Manual;• The CPK Audit Management; and• A Talk on Current Issues.
• PTK Visits and Inspections
22 PTK and Service/Departmental Examination visitsand inspections to Ministries/Departments/StateSecretariats were undertaken to ensure that all threemethods of Competency Level Assessment (PTK) - thecourses, examinations and assessment methods wereimplemented to meet the standards set besidesensuring that PTK programmes carried out were ofhigh quality.
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Public Service Department
PENGURUSAN TATATERTIB
Pengurusan Tatatertib bertujuan memastikan pegawaiawam memahami, menghayati dan membudayakantatakelakuan sebagai seorang penjawat awam melaluidasar dan penguatkuasaan tatatertib yang berkesan. Padatahun 2010, pelbagai program telah dilaksanakan untukmencapai objektif tersebut. Perincian aktiviti-aktivitiberkenaan pengurusan tatatertib adalah seperti berikut:
• Semakan Semula Peraturan Sedia Ada
Bagi mewujudkan perkhidmatan awam yangberintegriti dan mampu melaksanakan transformasidalam menuju negara maju, JPA telah memulakanusaha untuk mengkaji peraturan-peraturan sedia adaberkaitan tatatertib yang terkandung dalam PindaanPeraturan-Peraturan Lembaga TatatertibPerkhidmatan Awam (Pindaan) P.U.(A)396/1993,Pindaan Peraturan-Peraturan Pegawai Awam(Kelakuan dan Tatatertib) Perkhidmatan Awam(Pindaan) P.U.(A) 395/1993 dan PekelilingPerkhidmatan / Surat Pekeliling Perkhidmatan / SuratEdaran (1954 sehingga kini).
• Penandaarasan Amalan Terbaik Luar Negara
Bagi menambahbaik pelaksanaan tatatertib dalamPerkhidmatan Awam Malaysia, JPA telah menandaaras peraturan-peraturan tatatertib pegawai awamnegara-negara luar sebagai panduan dalam gerakkerja pindaan Peraturan-Peraturan LembagaTatatertib Perkhidmatan Awam (Pindaan)P.U.(A)396/1993 dan Pindaan Peraturan-PeraturanPegawai Awam (Kelakuan dan Tatatertib)Perkhidmatan Awam (Pindaan) P.U.(A) 395/1993.
• Semakan Semula Kit Latihan
JPA juga telah mengemaskini kit latihan berkaitanpengurusan tatatertib yang diedarkan kepada semuakementerian/agensi bagi mewujudkan pengurussumber manusia yang mahir dan mempunyaikompetensi tinggi dalam pengurusan disiplinperkhidmatan awam.
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Public Service Department
MANAGEMENT OF DISCIPLINARY MATTERS
The management of disciplinary matters aims to ensurethat public sector officers understand, assimilate andcultivate good conduct through effective disciplinarypolicies and enforcement. In 2010, various programmeswere organised to achieve this objective. The activitiesare as follows:
• Review of Current Regulations
Review of the Amended Regulations of the DisciplinaryBoard of Public Service (Amendment) P.U.(A)396/1993, the Amendment of the Public ServantsRegulations (Conduct and Discipline) Public Service(Amendment) P.U.(A) 395/1993 and revisions to theService Circular/Service Circular Letter (1954 to date).All these reviews were carried out in order to ensurethe integrity of the public service which will be able toperform the transformation needed towards becominga developed nation.
• Benchmarking of Best Practices
Benchmarking of the Disciplinary Regulations of thePublic Servants of Foreign Countries was done as aguide in carrying out the Amended Regulations of theDisciplinary Board Rules of Public Service (Amendment)P.U.(A) 396/1993 and the Amendment of the PublicServants Regulations (Conduct and Discipline) PublicService (Amendment) P.U. (A) 395/1993.
• Updating of the Training Kit
The PSD also updated the 'training kit‘ related todiscipline management which was provided to allhuman resource managers in ministries/departmentswho are expected to be skilled and highly competent inmanaging public service disciplinary matters.
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Public Service Department
• Penerbitan
Bagi memudahkan tugas-tugas pengurus sumbermanusia dalam mengendalikan kes tatatertib dikementerian/agensi masing-masing, JPA telahmengeluarkan empat bahan penerbitan pada tahun2010:
⁻ Kompilasi Kes-Kes Tatatertib Yang Dicabar diMahkamah (Tidak Hadir Bertugas);
⁻ Kompilasi Pandangan Perundangan : PengurusanTatatertib Perkhidmatan Awam;
⁻ Kompilasi Contoh Kes Tatatertib Pegawai TidakHadir Bertugas; dan
⁻ Panduan Mengurus Pegawai Tidak Hadir Bertugas.
• Kajian Dasar Penamatan Perkhidmatan DalamPerkhidmatan Awam
JPA juga telah menjalankan kajian mengenai dasar“Penamatan Perkhidmatan Dalam PerkhidmatanAwam” bagi menambah baik dasar sedia adaberkaitan perkara ini selaras dengan semakan yangdilakukan ke atas Sistem Saraan Malaysia (SSM).
• Lawatan/Naziran Pengurusan Tatatertib
JPA juga dari semasa ke semasa melaksanakanlawatan/naziran pengurusan tatatertib perkhidmatanawam di kementerian/agensi bagi memastikanprosedur tatatertib yang dilaksanakan mematuhiperaturan-peraturan yang telah ditetapkan.
• Pemantauan Terhadap Pematuhan Waktu BekerjaPegawai Awam
Pemantauan terhadap pematuhan Waktu BekerjaPegawai Awam secara berkala telah dijalankansebanyak sembilan kali sepanjang Januari-Disember2010 di sekitar Putrajaya bagi meningkatkankesedaran pegawai awam untuk mematuhi waktubekerja sekaligus meningkatkan imej perkhidmatanawam.
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• Publication
Four books were published in 2010 on disciplinarymatters:
⁻ Compilation of the Disciplinary Cases challenged inthe Court (Absent Without Leave);
⁻ Compilation of Legal Opinion: Managing the CivilService Discipline;
⁻ Compilation of Examples of Disciplinary Cases ofOfficers Being Absent Without Leave; and
⁻ Guide to Managing Officers Absent Without Leave.
• Study on Exit Policy in the Public Service
The PSD also carried out a study on the Termination ofService in the Public Sector. This was to improveexisting policies on this matter and is in line with thereview of the Malaysian Remuneration System beingcarried out.
• Visits/Inspectorate Visits On DisciplinaryManagement
The PSD also carried out visits/inspections ondisciplinary management in ministries/departments/agencies to ensure that disciplinary procedures werecomplied with in accordance with the existingregulations.
• Monitoring Compliance on Working Hours of PublicServants
Monitoring compliance of Public Servants WorkingHours was done on a regular basis, nine times duringJanuary to December 2010 in Putrajaya. This was toincrease awareness among public officials on the needto comply with the official working hours as well asimproving the image of the public service.
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WAHANA ILMU BAGI PENGURUS SUMBER MANUSIA
Antara inisiatif baru yang telah dilaksanakan pada tahun2010 adalah penganjuran forum bersemuka untukmemastikan pengurus sumber manusia di kementerian,negeri dan agensi melaksanakan tugasan selari dengankehendak dasar-dasar PSM. Persidangan PengurusSumber Manusia, Mesyuarat Pemantauan PelaksanaanPenilaian Kompetensi Perkhidmatan Awam, BengkelPengurusan Tatatertib dan Keutuhan, BengkelPengurusan Kenaikan Pangkat dan Prestasi serta sesi-sesitaklimat kepada pihak kementerian, negeri dan agensiadalah merupakan inisiatif yang terbukti berjayamencapai objektif yang disasarkan.
• Persidangan Pengurus Sumber Manusia
Persidangan dan kolokium ini melibatkan penganjuranbersama di antara JPA dengan pengurus-pengurussumber manusia di kementerian/PentadbiranSetiausaha Kerajaan Negeri/agensi berkaitan. Tujuanpersidangan dan kolokium ini diadakan adalah untukberbincang dan berkongsi maklumat mengenai hal-halpengurusan sumber manusia dan pengurusanpengurusan sumber manusia dan pengurusantatatertib di kementerian-kementerian sertadiharapkan dapat mencetus idea-idea baru dalammenangani kes-kes tatatertib pegawai awam,seterusnya memperkukuhkan kerjasama pelbagaipihak. Sepanjang tahun 2010, satu kolokium dan lapanpersidangan telah diadakan iaitu tiga kali di peringkatKebangsaan, tiga kali di peringkat Gunasama, sekali diperingkat Badan Berkanun (IPTA) dan sekali diperingkat Pihak Berkuasa Tempatan (zon utara)meliputi Kementerian dan Pentadbiran SetiausahaKerajaan Negeri.
• Taklimat dan Ceramah
JPA turut terlibat dalam sesi taklimat dan ceramahyang berkaitan dengan bidang tugas jabatan iniseperti dasar-dasar sumber manusia seperti urusanperkhidmatan, kenaikan pangkat dan prestasi,tatatertib dan keutuhan serta penilaian kompetensiperkhidmatan awam. Taklimat dan ceramah yangdiberikan adalah bertujuan untuk mendidik,memperjelas dan memberi hala tuju kepadapengurus-pengurus sumber manusia kementerian/negeri/agensi.
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CHANNEL OF KNOWLEDGE SHARING FOR HUMANRESOURCE MANAGERS
Among the new initiatives that were implemented in2010 were the hosting of interactive forums to ensurethat human resource managers at the ministries, statesand agencies were able to carry out their work accordingto the HR policies set. Among the forums were theHuman Resource Managers’ Conference – (HRMC), theMonitoring Meetings on the Implementation of PublicService Competency Assessment, Workshop onDisciplinary and Integrity Management, Workshop onPromotion and Performance Appraisal as well as talks andbriefing sessions held for ministries, states and agenciesregarding new policies of the PSD. All the forumsmanaged to achieve the objectives set.
• Human Resource Managers’ Conference (HRMC)
The conference and colloquium involved a jointhosting between the Service Division of the PublicService Department and the human resourcemanagers from respective ministries/stategovernments/agencies. The purpose of theconference and colloquium is to discuss and shareinformation on human resource management mattersinformation on human resource management mattersand disciplinary management with the respectiveagencies. It is hoped that these activities would triggernew ideas in dealing with disciplinary cases amongpublic officials, and strengthen the cooperationamong various parties. Throughout the year, onecolloquium and eight conferences were held of whichthree were at the National Level, three at theCommon-User Level, once each at the StatutoryBodies and Local Government level (northern zone)which involved the relevant Ministries and StateSecretariats.
• Talks and Briefings
The PSD was also involved in conducting various talksrelated to human resource policies such as humanresource management, promotion and appraisal,disciplinary and integrity, and competency assessmentfor the public service. The main objective of suchprogrammes is to educate, explain and providedirection to the human resource managers in theministries/states/agencies.
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• Perkongsian Pintar dan Khidmat Nasihat
JPA sentiasa komited menjalinkan hubunganperkongsian pintar terutamanya dalam aspekpembangunan dan pengurusan sumber manusia.Program ini bertujuan untuk meningkatkan lagipengetahuan dan kemahiran pegawai yangmenguruskan sumber manusia di agensi pelaksana.Selain itu, perkongsian pintar ini memupuk hubunganyang baik di antara JPA dengan agensi-agensipelaksana.
• Inisiatif Baru bagi Memantapkan PengurusanPekerja Berkualiti
JPA dari semasa ke semasa terus melaksanakanpembaharuan dalam memantapkan pengurusanpekerja berkualiti dalam perkhidmatan awam. Antarainisiatif baru yang diperkenalkan pada tahun 2010adalah empat modul baru perkhidmatan atas taliandan sistem kualiti MS ISO 9001:2008 SistemPengurusan Kualiti Penggubalan Dasar danPengurusan Sumber Manusia Perkhidmatan AwamPersekutuan. Perincian adalah seperti berikut:
• Perkhidmatan Atas Talian
Perkhidmatan atas talian yang telah diperkenalkanpada tahun 2010 bagi memantapkan PengurusanPekerja Berkualiti adalah:
• Submodul Penilaian Landasan KerjayaSubmodul Penilaian Landasan Kerjaya merupakansubmodul terhadap kaedah Penilaian LandasanKerjaya (PLK) yang merupakan satu kaedah yangdilaksanakan di bawah Pelan Penggantian.
• e-Lapore-Lapor pula merupakan sistem pendaftaransecara atas talian bagi pegawai yang kembalibertugas dari cuti belajar. Bahagian Perkhidmatanmemainkan peranan sebagai one-stop Centre bagiurusan pendaftaran melalui sistem tersebut.
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• Smart Partnership and Advisory Services
The PSD is committed to establishing smartpartnerships especially in development and humanresource management. The programme aims toenhance the knowledge and skills of officers dealingwith human resource in implementing agencies. Thesmart partnerships will also help in building goodrelations between the PSD and implementingagencies.
• New Initiatives to Enhance The Management OfQuality Employees
The PSD from time to time carries out improvementsto enhance the management of quality personnel inthe public service. Among the new initiativeintroduced in 2010 were four new online modulesand the MS ISO 9001:2008 Quality System which isManagement of Quality Policy Formulation andManagement of Human Resource in the FederalPublic Service. Details are follows:
• Online Services
The online services introduced in 2010 aimed toenhance the Management of Quality Personnel.
• Sub Module on Evaluation of the Career PathThe Sub Module on Evaluation of the Career Pathis a sub module of the Career Track Assessmentwhich is a method implemented under SuccessionPlanning.
• e-Lapore-Lapor is an online registration system forofficers returning to work after finishing theirstudy leave. The Service Division plays a role as aOne-Stop Centre for the online registration.
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• Pengeluaran Slip Keputusan PTKSistem ini telah berjaya memudah danmempercepat proses pengeluaran slip keputusanPTK iaitu hanya mengambil masa tiga bulan sepertiyang ditetapkan dalam Piagam Pelanggan.
• Pengeluaran Slip Keputusan PeperiksaanPerkhidmatanSistem ini telah berjaya memudah danmempercepat proses pengeluaran slip keputusanPeperiksaan Perkhidmatan iaitu hanya mengambilmasa tiga bulan seperti yang ditetapkan dalamPiagam Pelanggan.
• MS ISO 9001:2008 – Sistem Pengurusan KualitiPenggubalan Dasar dan Pengurusan Sumber ManusiaPerkhidmatan Awam Persekutuan - ProsedurPengurusan Penempatan Dan Pertukaran AnggotaGunasama Persekutuan
Penambahbaikan hasil daripada pelaksanaan MS ISO9001:2008 meliputi:
• Membolehkan pegawai memberi tumpuan kepadakehendak pelanggan;kehendak pelanggan;
• Mengurangkan kesilapan semasa bekerja;• Menggalakkan pematuhan kepada Sistem
Pengurusan Kualiti;• Menjalankan tugas secara berfokus, jelas dan
terancang;• Meningkatkan kecekapan dan keberkesanan kerja;• Memperkukuhkan mekanisme kawalan Sistem
Pengurusan Kualiti; dan• Memastikan tahap kualiti penyampaian yang
konsisten.
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• Issuance of the PTK ResultsThis system managed to successfully simplify andspeed up the process of issuing PTK results, whichwas done within three months as stated in theClients’ Charter.
• Issuance of the Service Examination resultsThis system managed to successfully simplify andspeed up the process of issuing ServiceExamination results, which was done within threemonths as stated in the Clients’ Charter.
• MS ISO 9001:2008 – Management of Quality PolicyFormulation and Management of Human Resource inthe Federal Public Service – Posting and TransferManagement Procedure for Common-User Officers
Improvements as a results of the implementation ofthe MS ISO 9001:2008 are as follows:
• Officers can provide more attention to customerneeds;needs;
• Minimises mistakes while working;• Promotes compliance to the Quality Management
System;• Ability to carry out work in a more focused, clear
and planned manner;• Promotes work efficiency and effectiveness;• Strengthens the control mechanism for the Quality
Management System; and• Ensures a consistent level of service delivery.
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KOMPETENSI
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Pre-Service Training
83 LatihanIn-Service Training
85 Program 2010 Special Training Programme
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Latihan Pra-PerkhidmatanService Training
Latihan Dalam PerkhidmatanService Training
Program Latihan Khas 20102010 Special Training Programme
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Tenaga kerja yang mahir, berpengalaman danberilmu amat diperlukan oleh perkhidmatanawam. Bagi melahirkan tenaga kerja yangmemiliki kompetensi yang diperlukan, pelaburanyang besar perlu dilaksanakan dalampembangunan ilmu dan etika kerja melaluiprogram-program latihan yang berterusan,terancang dan terkini berasaskan kepada keperluansemasa perkhidmatan awam.
Skilled, experienced and knowledgeable public
MEMBANGUN KOMPETENSI TENAGA
KERJA
Skilled, experienced and knowledgeable publicservants are an asset to the public service. Toproduce a work force with the requiredcompetencies, a huge investment is needed indeveloping knowledge and work ethics throughcontinuous, well-planned, and updated trainingprogrammes which are based on the current needsof the public service.
DEVELOPING A COMPETENT WORKFORCE
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LATIHAN PRA-PERKHIDMATAN
Latihan Pra-Perkhidmatan merupakan program penajaandan pelaburan khas oleh JPA bagi membiayai pengajianpelajar-pelajar lepasan SPM di peringkat ijazah sarjanamuda, sarjana dan ijazah kedoktoran sebelum merekamenyertai perkhidmatan awam. Tahun 2010 menyaksikanurusan pemberian biasiswa dan pinjaman, pemantauankebajikan pelajar dan bayaran balik terus dimantapkanbagi memastikan pengurusan penajaaan yang lebihberkesan agar dapat menyediakan aset sumber manusianegara yang lebih cemerlang.
Lima program penajaan dilaksanakan oleh JPA di bawahLatihan Pra-Perkhidmatan iaitu Penajaan Ijazah LuarNegara (PILN), Penajaan Ijazah Dalam Negara (PIDN),Skim Pinjaman Yuran Pengajian Luar Negara, PenajaanBiasiswa Yang di-Pertuan Agong dan Biasiswa Nasional.JPA juga bertanggungjawab sebagai urusetia bagi urusanPenilaian dan Pengiktirafan Kelayakan bagi ijazah yangdikeluarkan oleh institusi pengajian tinggi awam danswasta (dalam dan luar negara).
Bagi memastikan pelajar-pelajar maklum mengenaiprogram-program tajaan JPA tersebut, sebanyak 21taklimat penajaan dan pameran telah diadakan di seluruhtaklimat penajaan dan pameran telah diadakan di seluruhnegara sepanjang tahun 2010 lalu.
• Program Ijazah Luar Negara
JPA telah menawarkan penajaan biasiswa kepada1,750 pelajar cemerlang lepasan Sijil PelajaranMalaysia (SPM) untuk pengajian peringkat ijazahpertama dalam pelbagai bidang di luar negara dibawah program PILN.
Pelajar yang tidak berjaya mendapat penajaan dibawah Program ini juga berpeluang menerima tajaanperingkat Matrikulasi/Asasi dan ijazah pertama diInstitusi Pengajian Tinggi Awam (IPTA) dan InstitusiPengajian Tinggi Swasta (IPTS) tempatan termasukempat kampus cawangan universiti luar negara(Monash University, University of Nottingham, CurtinUniversity of Technology dan Swinburne University ofTechnology).
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PRE-SERVICE TRAINING
The Pre-Service Training is a special sponsorshipprogramme and investment by the PSD to financestudents at the first degree, Masters and PhD levelsbefore they enter the public service. Year 2010 witnessedthe award of scholarships and loans for school-leaversand a more effective sponsorship management to ensurethe development of excellent human resource assets forthe country.
The PSD implemented five programmes under the Pre-Service Training. These are the Sponsorship ProgrammeFor Foreign Universities, Sponsorship Programme forLocal Universities, Study Fees Loan Scheme for OverseasUniversities, the King’s Scholarship Programme and theNational Scholarship. The PSD is also the secretariat forthe Evaluation and Recognition of Qualifications fordegrees awarded by public and private institutions ofhigher learning (local and foreign).
To ensure that students were kept informed about theprogrammes sponsored by the PSD, 21 sponsorshipbriefings and exhibitions were carried out throughout thecountry in 2010.
• Programme for Study in Foreign Universities
The PSD offered scholarships to 1,750 excellent SijilPelajaran Malaysia (SPM) leavers to pursue their firstdegree in various courses abroad.
Students who were not successful in obtainingsponsorship under this programme were given theopportunity to receive sponsorship forMatriculation/Foundation and first degree studies inpublic and private institutions, including four branchcampuses of foreign universities (Monash University,University of Nottingham, Curtin University ofTechnology and Swinburne University of Technology).
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• Program Skim Pinjaman Yuran Pengajian di LuarNegara
JPA juga menyediakan kemudahan penajaan pinjamanyang berkonsepkan perkongsian kos kepada pelajar-pelajar persendirian yang mengikuti pengajianperingkat ijazah pertama di luar negara. Di bawah
Taklimat pra penerbangan diberikan kepada pelajarA pre-departure briefing given to sponsored students
peringkat ijazah pertama di luar negara. Di bawahprogram ini, JPA menyediakan pinjaman untukpembiayaan yuran pengajian tertakluk kepada kadarmaksimum RM250,000 bagi kursus-kursus kritikal(Perubatan, Pergigian dan Farmasi, Sains Veterinar)dan maksimum RM200,000 bagi kursus-kursus lain.Pada 2010, JPA telah menawarkan pinjaman kepada500 pelajar di bawah program ini.
• Program Ijazah Dalam Negara
JPA telah membiayai pengajian seramai 10,250 pelajarbaru di bawah program PIDN sepanjang tahun 2010.Perincian bagi tahun 2010 adalah seperti berikut:
Peringkat Pengajian / KursusLevel of Study / Courses
Sarjana Muda IPTA dan IPTS pelbagai bidangBachelor’s Degree from public and private universities in various
DiplomaDiplomaMatrikulasi / Asas/ FoundationMatriculation / Basic / Foundation
Perincian Penajaan Biasiswa PIDN JPA Tahun 2010Detail of the Sponsorship and Scholarship for Studies in Local Universities, 2010
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• Study Fees Loan Scheme For Overseas Studies
The PSD also provided financial assistance for privatestudents who are currently pursuing their first degreeabroad. The loans provided are on a cost-sharing basiswhereby the PSD covers the tuition fees for up to a
Taklimat pra penerbangan diberikan kepada pelajar-pelajar tajaandeparture briefing given to sponsored students
whereby the PSD covers the tuition fees for up to amaximum amount of RM250,000 for students whoare studying in the critical fields (Medicine, Dentistry,Pharmacy and Veterinary Science) or RM200,000 forother courses. For 2010, 500 students were offeredloans under this programme.
• Programme for Study in Local Universities
The PSD offered scholarships to 10,250 new studentsunder the Programme for Study in Local Universitiesin 2010. Details are as follows:
Jumlah Bilangan PelajarTotal No. of Students
Bachelor’s Degree from public and private universities in various fields7,250
1,000
2,000
Perincian Penajaan Biasiswa PIDN JPA Tahun 2010Detail of the Sponsorship and Scholarship for Studies in Local Universities, 2010
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• Program Biasiswa Nasional
Mulai tahun 2010, kerajaan telah memutuskan untukmenawarkan Biasiswa Nasional iaitu satu programpenajaan baru yang istimewa, khusus bagi pelajar-pelajar lepasan Sijil Pelajaran Malaysia (SPM) tahun2009 yang paling cemerlang untuk mengikutipengajian ke universiti-universiti terkemuka diperingkat Ijazah pertama di dalam dan luar negara.Program penajaan ini bertujuan untuk menyediakanbiasiswa yang berprestij untuk pelajar-pelajar terbaiklepasan SPM dalam melahirkan modal insan yangberkualiti untuk menjamin kesinambungan keupayaannegara pada masa akan datang.
Seramai 30 orang pelajar paling cemerlang dalam SPM2009 telah dikenal pasti oleh Kementerian PelajaranMalaysia dan ditawarkan biasiswa bagi mengikutipengajian ke universiti terkemuka dalam bidang-bidang pilihan mereka yang telah diiktiraf olehkerajaan.
30 pelajar terbaik SPM 2009 ditawarkanThirty of the best SPM scorers received the National Scholarship
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• The National Scholarship
Starting from 2010, the government decided to offerthe National Scholarship which is a special newscholarship. This scholarship is especially for studentswho were the best scorers in the SPM examinations topursue their first degree studies in prestigiousuniversities locally and abroad. This sponsorshipprogramme aims to provide a prestigious scholarshipfor excellent SPM leavers and produce quality humancapital who will be able to contribute towards thecountry in the future.
Thirty students who had excelled in the SPMexaminations were identified by the Ministry ofEducation and offered a scholarship to pursue theirstudies in prestigious universities, in their chosenfields of study that are recognised by the government.
ditawarkan Biasiswa NasionalThirty of the best SPM scorers received the National Scholarship
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• Program Penajaan Biasiswa Yang di-Pertuan Agong
Bagi tahun 2010, seramai 12 orang pelajar cemerlangtelah dikurniakan Biasiswa Yang di-Pertuan Agonguntuk mengikuti pengajian di peringkat Sarjana dan
Seramai 12 orang pelajar cemerlang ditaja di bawah 12 excellent students were sponsored under the King‘s Scholarship Programme to pursue post graduate studies
untuk mengikuti pengajian di peringkat Sarjana danIjazah Kedoktoran di universiti-universiti terkemuka didalam dan luar negara. Pelajar-pelajar tersebutmengikuti pengajian dalam bidang sains danteknologi, ekonomi dan undang-undang.
• Kemudahan Pemberian Sumbangan Atau Sagu HatiSekiranya Berlaku Kematian Pelajar Tajaan DalamNegara Dalam Tempoh Pengajian
Sebagai usaha menambah baik aspek kebajikanpelajar dalam program penajaan sedia ada, kerajaantelah meluluskan pemberian sumbangan atau saguhati sebanyak RM1,000 kepada waris pelajar tajaandalam negara yang meninggal dunia semasa dalamtempoh pengajian. Pemberian ini juga turutdipanjangkan kepada pelajar tajaan di universiti luarnegara yang meninggal dunia di Malaysia semasadalam tempoh pengajian. Pemberian ini diharapkandapat membantu meringankan beban kewangan bagimengurus jenazah di samping tanda simpati terhadappihak waris yang kehilangan anggota keluarga.
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• The King’s Scholarship Programme
In 2010, 12 excellent students were granted the King’sScholarship to pursue their postgraduate studies(Masters/Ph.D) at renowned universities locally andabroad in the fields of science and technology,
di bawah Program Penajaan Biasiswa Yang di-Pertuan Agong12 excellent students were sponsored under the King‘s Scholarship Programme to pursue post graduate studies
abroad in the fields of science and technology,economics and law.
• Contribution to Sponsored Students Who havePassed Away During Their Studies
As an effort to improve the welfare of sponsoredstudents, the government approved the award ofpayment amounting to RM1,000 toparents/beneficiaries of locally sponsored studentswho have passed away during their studies. This isalso applicable to sponsored students studyingoverseas but have passed away in Malaysia duringtheir study period. It is hoped that the award of thepayment would assist in payment for the funeral costsand is a sign of sympathy to the parents/beneficiariesfor their loss.
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• Penilaian dan Pengiktirafan Kelayakan
Sepanjang tahun 2010, kerajaan melalui JPA telahmengiktiraf sebanyak 70 kelayakan dari IPTA dan 644kelayakan dari IPTS. JPA juga telah meluluskan tigadasar dan prinsip pengiktirafan kelayakan. Ini bagimenjamin kualiti kelayakan-kelayakan dari universiti-universiti tempatan dan luar negara. Perkara ini jugadihebahkan melalui laman web untuk memudahkanPihak Berkuasa Melantik (PBM) dan orang ramaimenyemak senarai kelayakan yang telah mendapatpengiktirafan.
• Pasca Pengajian
Pada tahun 2010, seramai 945 graduan di bawah PILNdan 5,335 graduan PIDN telah melaporkan diri setelahmenamatkan pengajian. Sepanjang tahun ini juga,program suai kenal telah dijalankan untuk graduan-graduan tajaan JPA dari Korea, Jerman, Ireland, UnitedKingdom, Amerika Syarikat dan Mesir bagimenggalakkan mereka menjalankan tanggungjawabuntuk berkhidmat dengan kerajaan selepas tamatpengajian.pengajian.
• Tuntutan Ganti Rugi
Melalui pemantauan dan usaha giat mengesanpelajar-pelajar tajaan JPA, kutipan hasil tuntutangantirugi melebihi sasaran iaitu sejumlahRM17,514,050.63. Jumlah ini merupakan 129.73peratus mengatasi sasaran yang ditetapkan.
• Bayaran Balik Pinjaman
Melalui pemantauan dan usaha giat mengesanpeminjam-peminjam tajaan JPA, kutipan balikpinjaman melebihi sasaran iaitu sejumlahRM45,394,279.55. Jumlah ini merupakan 100.88peratus mengatasi sasaran yang ditetapkan.
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• Qualification Evaluation and Recognition
During 2010, the government through the PSDrecognised 70 qualifications from public institutions ofhigher learning and 644 from private institutions ofhigher learning. The PSD also approved three policiesand principles for recognition of qualifications. This isto guarantee the quality of the qualification from bothlocal and foreign universities. Updates were alsoposted through the PSD’s website so as to facilitatethe Appointing Authorities and the public in checkingthe recognised qualifications.
• Post Studies
A total of 945 overseas and 5,335 local graduatesreported to the PSD upon completion of theirstudies in 2010. Throughout 2010, reorientationprogrammes were also conducted for PSD-sponsored graduates from Korea, Germany,Ireland, United Kingdom, USA and Egypt to ensurethey understood and fulfilled their responsibilitiesof serving the government upon completion oftheir studies.their studies.
• Indemnity
The scholarship indemnity claim collected in 2010was RM17,514,050.63. This was 129.73 percentmore than the actual amount targeted due to theintense effort in monitoring and trackingdefaulting students.
• Collection Of Loan Repayment
The amount of loan repayment collected by thePSD for 2010 was RM45,394,279.55. This amountis 100.88 percent more than the actual target dueto the monitoring and firm action taken towardsthe students.
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• Notis Amaran
JPA telah mengambil ketetapan mana-manapeminjam tegar yang tidak pernah membayar balikpinjaman akan:
• Disenarai hitam dan anak-anak mereka tidakdipertimbangkan untuk mendapat sebarangtajaan;
• Ditarik balik kemudahan diskaun 75 peratusyang telah diberikan kepada peminjam; dan
• Diambil tindakan undang-undang.
• Pindaan Dasar Penangguhan Balik Pelajar-pelajarTajaan Kerajaan di Luar Negara
Pindaan Dasar Penangguhan Balik Pelajar-pelajarTajaan Kerajaan di Luar Negara melalui PekelilingPerkhidmatan Bilangan 2 Tahun 2010 yang berkuatkuasa mulai 29 Januari 2010 telah menyatakanbahawa pelajar-pelajar di dalam kesemua bidangpengajian yang ditaja dengan biasiswa tidakpengajian yang ditaja dengan biasiswa tidakdibenarkan untuk membuat sebarang penangguhanbalik di atas apa jua alasan sekalipun. Ini keranakerajaan berpandangan bahawa dengan mengambilkira bidang-bidang tertentu yang amat diperlukanoleh negara, pelajar-pelajar di dalam bidang tersebutperlu kembali ke tanah air untuk menyumbangkhidmat bakti mereka kepada masyarakat dan negarabagi memastikan penyampaian perkhidmatankerajaan kepada rakyat tidak terjejas.
Pelajar-pelajar yang ditaja secara pinjaman pelajaran,dibenarkan untuk membuat penangguhan balikbergantung kepada pertimbangan oleh pihakkerajaan.
Dengan berkuat kuasanya Pekeliling Perkhidmatan ini,dasar penangguhan balik pelajar tajaan kerajaan diluar negara seperti dalam Surat PekelilingPerkhidmatan Bilangan 4 Tahun 2007 adalahdibatalkan.
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Public Service Department
• Warning Notice
The PSD has taken the stand that loan defaulterswho have never paid any of the loan that they hadborrowed would be:
• Blacklisted and their children would not beconsidered for any sponsorship;
• Subject to withdrawal of the 75 percentdiscount offered to borrowers; and
• Subject to legal action.
• Amendment of the Postponement of SponsoredStudent Studying Overseas
The amendment to the Policy on Postponement ofGovernment Sponsored Students Studying Overseasissued through Service Circular No.2 of 2010 cameinto effect from 29th January 2010. The Circular statesthat sponsored students from all fields of study wouldnot be allowed to delay or postpone their returnnot be allowed to delay or postpone their returnhome after completing their studies for any reason.This is because the government is of the view thatstudents especially from certain fields are urgentlyneeded by the country and must return to ensure thatthe service delivery to the public is not affected.
Students receiving study loans are allowed to applyfor postponement of return subject to government’sconsideration.
With the issuance of Service Circular 2 of 2010, theprevious Service Circular Letter 4 of 2007 is cancelled.
82Jabatan Perkhidmatan Awam
Public Service Department
LATIHAN DALAM PERKHIDMATAN
Dalam usaha untuk memastikan negara mempunyaimodal insan perkhidmatan awam yang kompeten, berfikirdan berbakat, JPA telah melaksanakan pelbagai programilmu sepanjang tahun 2010. Untuk itu, JPA telahmembelanjakan sebanyak RM61,522,576.86 untukmembiayai penjawat awam bagi mengikuti program-program latihan dalam perkhidmatan untuk melahirkanpegawai yang berdaya saing dan kompetensi yang tinggibagi menjayakan agenda pembangunan negara.
• Program Pembangunan Kerjaya
Bagi memastikan anggota Perkhidmatan Gunasamayang berkualiti dan produktif, JPA telah menyediakanPelan Komprehensif Perkhidmatan Gunasamamelalui perancangan strategik melibatkan program-program pembangunan kerjaya dan latihan yangtersusun dan bersistematik. Pelan KomprehensifPerkhidmatan Gunasama memberi penekanankepada pembangunan kerjaya, perancanganpenggantian dan latihan.
Pembangunan kerjaya secara berterusan memastikan anggota Perkhidmatan Gunasama yang berkualiti dan produktifAn ongoing Career Development ensures that Common
• Hadiah Latihan Persekutuan
Aspek Pembangunan Kerjaya turut melibatkanelemen latihan yang terbahagi kepada dua iaitu,latihan jangka pendek yang terangkum di dalamPelan Latihan Perkhidmatan Gunasama dan latihanjangka panjang yang ditawarkan menerusi HadiahLatihan Persekutuan.
83Jabatan Perkhidmatan Awam
Public Service Department
IN-SERVICE TRAINING
In an effort to ensure that the nation is equipped withcompetent, thinking and talented human capital, the PSDhas organised various knowledge managementprogrammes throughout 2010. The PSD spentRM61,522,576.86 in 2010 to sponsor public servants forin-service training programmes. The sponsorshipprogramme seeks to develop public servants who arehighly competitive and competent, able to contribute tothe success of the nation’s development agenda.
• Career Development Programme
A comprehensive strategic plan has been formulatedto ensure that common-user officers participate incareer development and training programmes. Theplan, known as the Common-User ComprehensivePlan emphasises on the aspect of careerdevelopment, succession planning and training.
berterusan memastikan anggota Perkhidmatan Gunasama yang berkualiti dan produktifCommon-User officers are productive and of high quality
• The Federal Training Scholarship
The Career Development aspect involves trainingwhich has been divided into two, namely short andlong term training. Short term training is covered inthe Common-User Training Plan while long termtraining is offered under The Federal TrainingScholarship.
83Jabatan Perkhidmatan Awam
Public Service Department
Skim Perkhidmatan GunasamaCommon-User Service Scheme
JUSA/ Gred KhasPremier Grade/Special GradePegawai Tadbir dan Diplomatik (PTD)Administrative and Diplomatic Service Officer (ADS)Pegawai Teknologi Maklumat (PTM)Information Technology OfficerPenolong Pegawai Teknologi Maklumat (PPTM)Assistant Information Technology OfficerPegawai Latihan Vokasional (PLV)Vocational Training OfficerPenolong Pegawai Latihan Vokasional (PPLV)Assistant Vocational Training OfficerPembantu Pegawai Latihan Vokasional (Pemb. PLV)Assistant Vocational Training OfficerPegawai Psikologi (PPsi)Psychology OfficerPenolong Pegawai Psikologi (Pen. PPsi)Assistant Psychology OfficerJuruteknik Komputer (JTK)
Senarai di bawah menunjukkan bilangan kursus yangtelah dilaksanakan sepanjang tahun 2010:
Juruteknik Komputer (JTK)Computer Technician
Penolong Pegawai Tadbir (PPT)Administrative AssistantPembantu Setiausaha Pejabat/Setiausaha Pejabat [PSP/SP]Assistant Office Secretary / Office SecretaryPembantu Tadbir (Perkeranian/Operasi) [PT(P/O)]Administrative Assistant (Clerical/Operation)Pembantu Tadbir (Kewangan) [PT(Kew)]Administrative Assistant (Finance)Pegawai Khidmat Pelanggan (PKP)Customer Service OfficerPembantu Tadbir Rendah (Jurutaip) (PTR)Junior Administrative Assistant (Typist)
JumlahTotal
Bilangan Kursus Di Bawah Pelan Latihan Perkhidmatan Number of Courses under The Common
84Jabatan Perkhidmatan Awam
Public Service Department
Bilangan KursusNo. of Courses
Bilangan PegawaiNo. of Officers
5 294
21 296
150 1,222
The list below indicates the number of courses that wereconducted in 2010.
34 3,263
210 5,075
Bilangan Kursus Di Bawah Pelan Latihan Perkhidmatan Gunasamaunder The Common-User Training Plan
84Jabatan Perkhidmatan Awam
Public Service Department
Skim Perkhidmatan GunasamaCommon-User Service Scheme SarjanaPerkhidmatan Tadbir dan Diplomatik (PTD)Administrative and Diplomatic ServicePerkhidmatan Teknologi Maklumat (PTM)Information Technology ServicePerkhidmatan Latihan Vokasional (PLV)Vocational Training ServicePerkhidmatan Pegawai Psikologi (PPsi)Psychology Officer Service JumlahTotal
Bilangan Tempat Di Tawarkan Untuk Hadiah Latihan PersekutuanNumber of Places for the Federal
PROGRAM LATIHAN KHAS 2010
Di bawah Program Latihan Khas 2010, JPA menajapenjawat awam untuk mengikuti pelbagai programlatihan peringkat sijil, diploma, ijazah pertama, sarjanadan ijazah kedoktoran. Seramai 5,421 penjawat awampelbagai gred telah mengikuti program ini sepanjangtahun lalu.
Program / KursusProgramme / Course
Senarai Program / Kursus di Bawah LatihanList of Programmes/Courses Under the In
Programme / CourseProgram Latihan Pengurusan Tertinggi (JUSA)Top Management Training Programme (Premier Grade)Program Latihan Sangkutan Pegawai-Pegawai Kanan KerajaanTraining Attachment for Senior Government Officers in Private Program Khas Pegawai Hal-Ehwal Islam (JAKIM)Special Programme for Islamic Affairs Officer (JAKIM)Program Pembangunan Kepimpinan Kumpulan Pengurusan PertengahanLeadership Development Programme for Middle Management (Grades 48Program Pembangunan Kemahiran, Tenaga Pengajar Institut LatihanSkills Development Programme for Trainers at Training Skills Institute Program Latihan Tenaga Pelajar, Institut Latihan Awam (ILA) –Training Instructors Programme, Public Training Institutes – 16 Public Training Institutes Program Latihan Pembangunan - Central OfficialsTraining Institute Executive Development Programme – Central Officials Training Institute (COTI)Program Pengajian Guru Bahasa JepunJapanese Language Programme for Malaysian TeachersProgram Perkongsian EkonomiEconomic Partnership ProgrammeProgram Latihan Belia MudaTraining Programme for Young LeadersKursus Pendek Anjuran Kerajaan/Badan Asing – Japan International Cooperation Agency Short Courses Organised by the Japan International Cooperation Agency (JICA)Program Pertukaran Belia Malaysia – KoreaMalaysia – Korea Youth Exchange ProgrammeJumlahTotal
85Jabatan Perkhidmatan Awam
Public Service Department
Bilangan Tempat Yang DitawarkanSarjana /Master Degree Doktor Falsafah /Doctoral Degree
107 20
21 6
10 2
4 3
142 31
Bilangan Tempat Di Tawarkan Untuk Hadiah Latihan PersekutuanFederal Training Scholarship
2010 SPECIAL TRAINING PROGRAMME
Under the Special Training Programme 2010, the PSDsponsored public servants to undergo various trainingprogrammes including certificate, diploma, first degree,masters and doctorate. A total of 5,421 public servantsfrom various grades attended these training programmeslast year.
Jumlah PegawaiTotal Officials
Latihan Dalam Perkhidmatan Tahun 2010List of Programmes/Courses Under the In-Service Training for 2010
Total Officials
12
di Syarikat SwastaTraining Attachment for Senior Government Officers in Private Companies
14
25
Pertengahan (Gred 48-54)for Middle Management (Grades 48-54)
40
Latihan Kemahiran (ILK) – 13 ILKInstitute – 13 Training Skills Institute
3234
16 ILA16 Public Training Institutes
1720
Institute (COTI)Training Institute (COTI)
60
21
137
58
Japan International Cooperation Agency (JICA)by the Japan International Cooperation Agency (JICA)
70
30
5421
85Jabatan Perkhidmatan Awam
Public Service Department
• Diploma Pengurusan Awam (DPA)
Bagi tahun 2010, seramai 583 orang telah mengikutikursus mandatori Diploma Pengurusan Awam (DPA)yang dirangka khusus dan disyaratkan kepada semua
Pegawai muda PTD diwajibkan menghadiri kursus Diploma Pengurusan AwamIt is compulsory for young Administrative and Diplomatic Service (ADS) officers to attend the Diploma in Management
yang dirangka khusus dan disyaratkan kepada semuapegawai Perkhidmatan Tadbir dan Diplomatik (PTD)Gred M41 bagi tujuan pengesahan dalamperkhidmatan. Sebagai usaha melahirkan penjawatawam yang mempunyai nilai keinsanan, berhemahtinggi, berbudaya dan berdisiplin, patuh kepadaagama, bangsa dan negara, serta mendukung dasar-dasar pembangunan dan aspirasi negara, JPA telahmenerapkan modul-modul berikut:
• Pembangunan Organisasi dan Modal Insan;• Pengurusan Dasar dan Pelaksanaan Projek;• Pengurusan Ekonomi dan Perdagangan;• Kewangan;• Tadbir Urus Tempatan dan Pembangunan;• Pengukuhan Bahasa;• Kenegaraan;• Perhubungan Antarabangsa;• Pengurusan Undang-Undang;• Pengurusan ICT;• Pengurusan Bencana dan Ketenteraman Awam;• Kepimpinan Integrasi;• Integrasi Kumpulan;• Bina Sahsiah; dan• Disiplin dan Ketahanan Diri.
86Jabatan Perkhidmatan Awam
Public Service Department
• Diploma in Public Management
In 2010, a total of 583 officers attended thismandatory course designed for all officers at Grade 41of the Administrative and Diplomatic Service for thepurpose of confirmation into the service. In an effort
Pegawai muda PTD diwajibkan menghadiri kursus Diploma Pengurusan AwamIt is compulsory for young Administrative and Diplomatic Service (ADS) officers to attend the Diploma in Management course
purpose of confirmation into the service. In an effortto produce public servants with good values andethics, cultured and disciplined, dutiful to religion,race and nation as well as upholding the nation’sdevelopment policies and aspirations, the PSD hasimplemented the following modules:
• Organisational and Human Capital Development;• Policy Management and Project Implementation;• Trade and Economic Management;• Finance;• Local Governance and Development;• Language Enrichment;• Nationhood;• International Relations;• Law Management;• ICT Management;• Disaster Management and Public Order;• Leadership Integration;• Group Integration;• Character Building; and• Discipline and Endurance.
86Jabatan Perkhidmatan Awam
Public Service Department
• Diploma Sains Pengurusan (DSP)
Bagi tahun 2010, seramai 30 orang pegawai telahmengikuti kursus pemantapan kompetensi DiplomaSains Pengurusan (DSP) bagi meningkatkanpengetahuan dan kemahiran dalam bidangpengurusan yang berbentuk kuantitatif dan kualitatifserta memantapkan kebolehan dan kemahiranmereka untuk mengkaji, menganalisis dan mengatasimasalah-masalah yang dihadapi oleh sesebuahorganisasi.
• Kursus Jangka Pendek
Bertepatan dengan aspirasi kerajaan untukmelahirkan penjawat awam yang berfikir, berbakatdan memiliki kompetensi yang tinggi bagimelaksanakan tugas masing-masing, sepanjang tahun2010, JPA telah melaksanakan kursus-kursus jangkapendek dengan memberi fokus kepada tujuh bidangutama iaitu:
• kepimpinan dan pembangunan sahsiah;• kewangan dan ekonomi;• dasar awam dan pengurusan projek;• pembangunan organisasi dan sumber manusia;• pembangunan organisasi dan sumber manusia;• pembangunan dan pentadbiran bandar, daerah
dan kerajaan tempatan;• pengurusan alam sekitar; dan• pengurusan ICT.
Secara keseluruhannya, sebanyak 975 kursus telahdilaksanakan dengan melibatkan penyertaan seramai33,462 orang peserta.
Semua penjawat awam diwajibkan menghadiri sekurangAll civil servants must attend at least seven days of training each year
87Jabatan Perkhidmatan Awam
Public Service Department
• Diploma in Management Science
In 2010, a total of 30 officers attended thecompetence enhancement course for the purpose ofenhancing their knowledge and skills in quantitativeand qualitative management, as well as theircapabilities and know-how in investigating, analysingand overcoming problems in an organisation.
• Short-Term Courses
In line with the government’s aspiration to create atalented, thinking and highly competent publicservants, throughout 2010, the PSD conducted shortcourses focusing on seven main areas namely:
• leadership and character development;• finance and economics;• public policy and project management;• organisational and human resource development;• town, district and local government
administration;• environmental management; and• environmental management; and• ICT management.
In total, 975 courses were carried out involving 33,462participants.
Semua penjawat awam diwajibkan menghadiri sekurang-kurangnya tujuh hari berkursus setahunAll civil servants must attend at least seven days of training each year
87Jabatan Perkhidmatan Awam
Public Service Department
ProgramProgrammeKecemerlangan KepimpinanLeadership ExcellencePembangunan ProfesionalProfessional DevelopmentKepimpinan IntegrasiIntegrational LeadershipKepakaran PerundinganNegotiation SkillsPengurusan StrategikStrategic ManagementPengurusan Ekonomi PerniagaanBusiness Economics ManagementPengurusan Asas TaniAgriculture ManagementPengurusan Alam SekitarEnvironmental ManagementPengurusan Spatial PembandaranUrban Spatial ManagementPengajian Dasar AwamPublic Policy StudiesPengurusan ProjekProject ManagementKewangan EksekutifExecutive FinanceExecutive FinanceLatihan Pengurusan ICTICT Training ManagementPembangunan Kepakaran ICTICT Skills DevelopmentPenyelidikan dan Kajian KesCase Studies and ResearchKonsultasi dan Pembangunan LatihanTraining Development and ConsultancyBahasaLanguagePengajian Lanjutan dan KuantitatifQuantitative and Advanced StudiesPengurusan MajlisEvent ManagementPejabat PendaftarRegistrar’s Office
Selain dari kaedah konvensional iaitu mengendalikanlatihan secara bersemuka, JPA juga menawarkan latihansecara atas talian melalui e-Pembelajaran Sektor Awam(EPSA). Sehingga kini, EPSA menawarkan sebanyak 78kursus berdasarkan bidang-bidang latihan utama JPA.
88Jabatan Perkhidmatan Awam
Public Service Department
Bil. KursusNo. of Courses
26
2
32
7
8
13
9
7
7
7
7
46
40
59
5
7
37
7
6
12
Besides the conventional method, that is face-to-facetraining, the PSD also offered online training through thePublic Sector e-Learning (EPSA) programme. To date,EPSA has offered 78 courses based on the main trainingareas of the PSD.
88Jabatan Perkhidmatan Awam
Public Service Department
PerkaraDetail
Bilangan KeahlianNumber of Members
Bilangan Pengguna AktifNumber of Active Users
Statistik PenggunaEPSA User Statistics
• Latihan di bawah Program Kerjasama TeknikalMalaysia
Selain memberi peluang latihan kepada penjawatawam dari Malaysia, JPA juga menjalankantanggungjawab sosialnya dalam menyediakanpeluang latihan kepada peserta-peserta dari negara-negara membangun yang lain. Bagi tahun 2010,sebanyak lapan kursus di bawah Program KerjasamaTeknikal Malaysia (MTCP) telah dilaksanakanmelibatkan penyertaan seramai 126 pesertadaripada 45 buah negara. Senarai kursus MTCP yangtelah dijalankan adalah seperti berikut:
KursusCourseCourseMTCP Siri 1/2010MTCP Series 1/2010• Pengurusan Strategik
Strategic Management• Perancangan dan Pengurusan Ekonomi
Economic Planning and Management• Pengurusan Sumber Manusia Sektor Awam
Human Resource Management in the Public Sector• Pengurusan Teknologi Maklumat dalam Perkhidmatan Awam
Information Technology Management in the Public Sector
MTCP Siri 2/2010MTCP Series 2/2010• Bengkel Kajian Kes ASEAN
ASEAN Case Study Workshop• Perancangan dan Pengurusan Projek
Project Planning and Management • Kepimpinan dan Pengurusan Organisasi
Leadership and Organisational Management• Perancangan dan Pengurusan Persekitaran Bersepadu
Integrated Environmental Planning and Management
Latihan di bawah Program Kerjasama Teknikal Malaysia pada 2010Training under the Malaysian Technical Cooperation Programme in 2010
89Jabatan Perkhidmatan Awam
Public Service Department
JumlahNo.
16,932
5,724
Pengguna EPSAEPSA User Statistics
• Training under the Malaysian Technical CooperationProgramme
Besides providing training opportunity for publicservants from Malaysia, the PSD also discharges itssocial responsibility through offering trainingopportunities to participants from developingcountries. In 2010, eight courses under theMalaysian Technical Cooperation Programme (MTCP)were conducted involving 126 participants from 45countries. The list of MTCP courses which wereconducted is as follows:
TarikhDateDate
Awam
3-25 Jun 3-25 June
7-29 Oktober7-29 October
Latihan di bawah Program Kerjasama Teknikal Malaysia pada 2010Malaysian Technical Cooperation Programme in 2010
89Jabatan Perkhidmatan Awam
Public Service Department
Seramai 126 peserta daripada 45 buah negara telah menyertai Program MTCP pada tahun 2010The MTCP Programme in 2010 attracted 126 participants from 45 countries
Kursus Antarabangsa
Selain daripada kursus antarabangsa di bawah programSelain daripada kursus antarabangsa di bawah programMTCP, JPA turut menjalankan beberapa kursus di bawahprogram kerjasama antarabangsa, antaranya:
KursusCourseKursus Pengurusan Strategik Tahun 2010 Bagi Persidanganperkara Perkhidmatan Awam (ACCSM)Strategic Management Course 2010 for the ASEAN Conference(ACCSM)
Misi Pembelajaran dari Wilayah Autonomi Islam MindanaoStudy Mission from the Autonomous Region of Muslim MindanaoPembinaan, Pemantauan dan Penilaian ProjekProject Formulation, Monitoring and EvaluationStrategi Penyampaian Perkhidmatan Sektor Awam Strategy for Delivering Public Sector Services Program Perkongsian Ilmu “Pandang Ke Timur : Pendekatan AlternatifParadigma Barat”Knowledge Exchange Programme “Looking East : An Alternative Approach Paradigm of Governance”
Pembuatan Keputusan Yang Lebih Baik Untuk PengurusBetter Decision Making for ManagersPembangunan Kepimpinan Membantu Dalam Membentuk HalatujuLeadership Development Helps Shape Future Directions
90Jabatan Perkhidmatan Awam
Public Service Department
Seramai 126 peserta daripada 45 buah negara telah menyertai Program MTCP pada tahun 2010The MTCP Programme in 2010 attracted 126 participants from 45 countries
International Courses
Besides the international courses under the MTCP, thePSD also conducted several training courses under theinternational cooperation programme, namely:
Bil. PesertaNo. of Participants
Persidangan ASEAN Mengenai Perkara-
Conference on Civil Service Matters 20
Mindanao 11
20
181
Alternatif Kepada Tadbir Urus
East : An Alternative Approach to the Western 33
72
Halatuju Masa Hadapan32
90Jabatan Perkhidmatan Awam
Public Service Department
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91Jabatan Perkhidmatan Awam
Public Service Department
Saraan Menyeluruh dan PrihatinA Comprehensive and Caring Remuneration System
Perkhidmatan Psikologi TerpujiExemplary Psychological Services
Pasca Perkhidmatan Yang EmpatiAn Empathetic Post-Service
91Jabatan Perkhidmatan Awam
Public Service Department
Pengurusan prestasi, pengiktirafan dan ganjarandalam pengurusan sumber manusia adalah bagimemotivasikan penjawat awam agar mampumenghasilkan prestasi yang cemerlang danmenepati keperluan pelanggan dan stakeholders.Pengiktirafan dan ganjaran disediakan dalampakej yang pelbagai kepada penjawat awam dandipanjangkan juga kepada mereka yang telahbersara sebagai penghargaan terhadapsumbangan terdahulu sepanjang berkhidmatdalam perkhidmatan awam.
MENGURUS PRESTASI,
PENGIKTIRAFAN DAN GANJARAN
The management of performance, recognitionand rewards in human resource management isto motivate public servants to deliver excellentservice, besides meeting the customers’ andstakeholders’ needs. Various recognitions andreward packages are made available for publicservants. These packages are also extended tothose who have retired from the service as atoken of appreciation for their pastcontribution to the public service.
MANAGING PERFORMANCE,
RECOGNITION AND REWARDS
92Jabatan Perkhidmatan Awam
Public Service Department
92Jabatan Perkhidmatan Awam
Public Service Department
SARAAN MENYELURUH DAN PRIHATIN
Tahun 2010 telah menyaksikan pelbagai dasar barudiperkenalkan dan penambahbaikan ke atas dasar sediaada telah diluluskan untuk manfaat keseluruhan penjawatawam. Terdapat juga dasar baru diluluskan untukbeberapa skim perkhidmatan atau kumpulan tertentu. Inimembuktikan Kerajaan sentiasa prihatin terhadapkebajikan semua pihak.
• Kemudahan Cuti Tanpa Rekod Kepada PegawaiPerkhidmatan Awam yang Menderma Organ
Kerajaan telah bersetuju memberi kemudahan CutiTanpa Rekod kepada penjawat awam yang mendermaorgan. Kadar kemudahan Cuti Tanpa Rekod yangboleh diluluskan adalah mengikut tempoh yangdiperakukan oleh pegawai perubatan pakar atau tidakmelebihi 42 hari, mengikut mana yang lebih rendahtermasuk hari rehat mingguan, hari kelepasanmingguan dan hari kelepasan am. Kemudahan CutiTanpa Rekod kerana menderma organ bermula daritarikh pegawai dibenarkan pulang ke rumah bagiproses pemulihan. Manakala bagi tempoh pegawaidimasukkan ke hospital untuk menjalani ujian,dimasukkan ke hospital untuk menjalani ujian,pembedahan dan tempoh sebelum dibenarkan keluardari hospital, pegawai boleh diberikan kemudahanCuti Sakit berdasarkan sijil cuti sakit yang dikeluarkanoleh pihak hospital. Perkara ini telah dilaksanakanmelalui Pekeliling Perkhidmatan Bilangan 3 Tahun2010 dan berkuat kuasa mulai 2 Februari 2010.Kemudahan ini hanya terpakai untuk pembedahanyang dijalankan di dalam negara sahaja.
Keprihatinan Kerajaan kepada penjawat awam dan pesara dibuktikan melalui pemberian pelbagai inisiatif dan bayaran khasThe government's concern for public servants and pensioners has been proven by the award of various initiatives and
payments
93Jabatan Perkhidmatan Awam
Public Service Department
A COMPREHENSIVE AND CARING REMUNERATIONSYSTEM
In 2010 various policies were introduced andimprovement to existing policies were also approved forthe benefit of all public servants. Several policies wereapproved specifically for a specific scheme of service orgroup of service. This proves that the Government givespriority to the welfare of all parties in the public service.
• Unrecorded Leave for Officers Who Donate Organs
The Government had agreed to provide UnrecordedLeave to public servants who donate organs. TheUnrecorded Leave period that can be approved issubject to the recommendation by the medicalspecialist not exceeding 42 days, or whichever islower, inclusive of weekly rest days, weekends andpublic holidays. The Unrecorded Leave for organdonation will start from the date the officer is allowedto return home for recuperation. As for the periodwhen the officer was warded in hospital to undergotests and surgery as well as the period prior todischarge from the hospital, the officer can be givendischarge from the hospital, the officer can be givenmedical leave benefit based on the issuance ofmedical leave certificate by the hospital. Thisentitlement is stated in the Service Circular No. 3 of2010 effective 2
ndFebruary 2010. However, it is only
applicable for surgeries performed in the country.
Keprihatinan Kerajaan kepada penjawat awam dan pesara dibuktikan melalui pemberian pelbagai inisiatif dan bayaran khasThe government's concern for public servants and pensioners has been proven by the award of various initiatives and special
payments
93Jabatan Perkhidmatan Awam
Public Service Department
• Bantuan Khas Kewangan Tahun 2010
Di dalam menghargai peningkatan produktiviti dan
• Bayaran Insentif Akademik Pensyarah Perubatan DiInstitusi Pengajian Tinggi Awam
Bayaran Insentif Akademik Pensyarah Perubatandiberi kepada pegawai dalam Skim PerkhidmatanPensyarah Perubatan Gred DU45, DU51/52, DU53/54,Gred Khas C dan ke atas sebagai penghargaan danpengiktirafan kepada Pensyarah Perubatan yangmenjalankan tugas-tugas pengajaran, pembelajaran,tugas-tugas klinikal (dengan kelulusan kepakaranklinikal) dan tugas-tugas pra-klinikal (tanpa kelulusankepakaran klinikal). Bayaran Insentif AkademikPensyarah Perubatan di Institusi Pengajian TinggiAwam (IPTA) terbahagi kepada dua iaitu DenganKelulusan Kepakaran Klinikal dengan kadar antaraRM600 hingga RM1,200 sebulan dan Tanpa KelulusanKepakaran Klinikal dengan kadar antara RM400 hinggaRM1,000 sebulan. Dasar ini berkuat kuasa mulai 1 Jun2010. Bilangan Pensyarah Perubatan yang menikmatiBayaran Insentif Akademik Pensyarah Perubatan ialahseramai 1,974 orang di kesemua 10 buah IPTA.
Di dalam menghargai peningkatan produktiviti dansumbangan penjawat awam dalam mencapaimatlamat pembangunan negara, Kerajaan telahbersetuju memberi Bantuan Khas Kewangan Tahun2010 sebanyak RM500 kepada pegawai dan pesaraPerkhidmatan Awam serta pegawai lantikan contractfor service Gred 54 dan ke bawah. Pembayaran telahdibuat pada bulan September 2010. Keputusan initelah dilaksanakan melalui Pekeliling PerkhidmatanBilangan 10 Tahun 2010 dan Surat Edaran bertarikh30 Ogos 2010 dan 7 September 2010.
Melalui pembentangan Bajet 2011 pada 15 Oktober2010 pula, Kerajaan telah mengumumkanpembayaran Bantuan Khas Kewangan Kedua Tahun2010 iaitu di atas kadar yang sama sebanyak RM500.Penjawat awam dan pegawai contract for service perluberkhidmat sekurang-kurangnya 30 hari berturut-turut bagi melayakkan mereka menerima BantuanKhas Kewangan Kedua Tahun 2010 ini. Bantuan initurut diberikan kepada pesara Perkhidmatan Awamyang menerima pencen. Pembayaran dibuat pada 1Disember 2010. Keputusan ini telah dilaksanakanmelalui Pekeliling Perkhidmatan Bilangan 11 Tahun2010.
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• Special Financial Assistance 2010
As a recognition for productivity enhancement and
• Academic Incentive Allowance For Medical Lecturersin Public Institutions of Higher Learning
The Academic Incentive Allowance For MedicalLecturers is given to officers in the Medical LecturersScheme of Service at Grades DU45, DU51/52,DU53/54, Special Grade C and above as a form ofappreciation and recognition for those MedicalLecturers who undertake teaching, research, clinicalpractice (with clinical expertise qualification) and pre-clinical practice (without clinical expertisequalification). The Academic Incentive Allowance ForMedical Lecturers in Public Institutions of HigherLearning is divided into two categories namely thoseWith Clinical Expertise Qualification; are to be given arate between RM600 to RM1,200 per month and forthose Without Clinical Expertise Qualification to begiven a rate between RM400 to RM1,000 per month.This policy is effective 1st June 2010. The number ofMedical Lecturers who would benefit from thisincentive is 1,974 officers from 10 Public Institute ofHigher Learning.
As a recognition for productivity enhancement andcontributions made by the public servants towardsnation building, the Government had agreed to grantSpecial Financial Assistance to them for the year 2010.The rate approved was RM500 for public servants andretirees in the Public Service as well as officersappointed under the term contract for service forGrades 54 and below. The payments were made inSeptember 2010. This decision was implemented viaService Circular No. 10 of 2010 and Circular Letterdated 30
thAugust 2010 and 7
thSeptember 2010.
In addition, during the tabling of the 2011 Budget on15th October 2010, the Government again announcedthe payment of the second Special FinancialAssistance with the same amount of RM500. This wasgiven to public servants and contract for serviceofficers who had served for at least 30 consecutivedays. This assistance was also given to Public Serviceretirees who receive pension. The payments weremade on 1st December 2010 and implemented viaService Circular No. 11 of 2010.
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Pemansuhan Bayaran Wad kepada pesaraAbolishment of ward payment for retirees to reduce their burden after retirement
• Pemansuhan Bayaran Wad Kepada Pegawai DanPesara Perkhidmatan Awam
Pekeliling Perkhidmatan Bilangan 4 Tahun 2010 telahdikeluarkan bagi memaklumkan keputusan Kerajaandikeluarkan bagi memaklumkan keputusan Kerajaanuntuk memansuhkan bayaran wad yang dikenakankepada pegawai dan pesara Perkhidmatan Awam, ahlikeluarga serta ibu bapa yang sah apabila dimasukkanke hospital Kerajaan untuk mendapatkan rawatan.Pemansuhan bayaran wad tidak menjejaskankelayakan wad yang ditetapkan kepada pegawaimengikut peraturan semasa yang berkuat kuasa.Sekiranya pegawai atau pesara Perkhidmatan Awam,ahli keluarga atau ibu bapa yang sah meminta untukdimasukkan ke dalam wad yang lebih tinggi darikelayakannya, maka pegawai atau pesara dikehendakimembayar bayaran wad mengikut kadar yangdikenakan kepada orang awam.
• Kemudahan Cuti Bersalin Pegawai PerkhidmatanAwam
Melalui pembentangan Bajet 2011, Kerajaan telahmengumumkan bahawa penjawat awam diberifleksibiliti untuk menentukan sendiri tempoh CutiBersalin di antara 60 hari sehingga 90 hari bagi setiapkelahiran tertakluk kepada tempoh 300 hari bagisepanjang tempoh perkhidmatan. Keputusan inidilaksanakan melalui Pekeliling Perkhidmatan Bilangan14 Tahun 2010 berkuat kuasa pada 15 Oktober 2010.
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Public Service Department
pesara meringankan beban pesara di hari tuaAbolishment of ward payment for retirees to reduce their burden after retirement
• Abolishment of Ward Payment for Public ServiceEmployees and Retirees
The aim of Service Circular No. 4 of 2010 was toinform the Government's decision to abolish the wardinform the Government's decision to abolish the wardfees charged to the public servants and retirees, theirfamily members as well as biological parents whowere warded in Government hospitals to undergotreatment. This ward payment abolishment would notaffect the officer’s ward eligibility based on currentenforced regulations. Nonetheless, if any officer orPublic Service retiree, their family members orbiological parents sought to be admitted in wardswhich charged rates higher than their entitlement,they would need to pay the ward fees as per the ratescharged to the public.
• Maternity Leave Benefits For Public Service Officers
During the tabling of the 2011 Budget, theGovernment had announced that public servantswere given the flexibility to determine the length ofmaternity leave from 60 and up to 90 days for eachdelivery which are subjected to a length of 300 daysallowed throughout their service. This decision wasimplemented via Service Circular No. 14 of 2010which took effect from 15th October 2010.
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Public Service Department
• Penyeragaman Waktu Bekerja Berperingkat BagiSemua Agensi Kerajaan PersekutuanDi Negeri-negeri Yang Hari Rehat Mingguannya IalahHari Jumaat
Surat Pekeliling Perkhidmatan Bilangan 3 Tahun 2010telah dikeluarkan bertujuan untuk memaklumkankeputusan Kerajaan berhubung denganpenyeragaman Waktu Bekerja Berperingkat (WBB)bagi semua agensi Kerajaan Persekutuan di negeri-negeri yang Hari Rehat Mingguannya ialah hariJumaat. WBB telah dilaksanakan di semua agensiKerajaan Persekutuan di seluruh negara mulai 1 Jun2007 sebagaimana yang ditetapkan di dalamPekeliling Perkhidmatan Bilangan 2 Tahun 2007. SuratPekeliling Perkhidmatan ini berkuat kuasa mulai 1 Mei2010.
• Pelaksanaan Penambahbaikan Jadual Gaji MatriksBagi Skim Perkhidmatan Pensyarah Perubatan DanPensyarah Pergigian
Penambahbaikan Jadual Gaji Matriks bagi SkimPerkhidmatan Pensyarah Perubatan dan SkimPensyarah Pergigian melalui Surat PekelilingPerkhidmatan Bilangan 5 Tahun 2010 yang berkuatPerkhidmatan Bilangan 5 Tahun 2010 yang berkuatkuasa mulai 1 Julai 2010 adalah untuk menyetarakangaji permulaan Pensyarah Perubatan dengan gajipermulaan Pegawai Perubatan. Penambahbaikan gajipermulaan di Jadual Gaji Matriks bagi skimperkhidmatan Pensyarah Perubatan gred DU51/52dan gred DU53/54 serta skim perkhidmatanPensyarah Pergigian gred DUG51/52 dan gredDUG53/54 adalah sejajar dengan kompleksiti tugasdan tanggungjawab Pensyarah Perubatan danPensyarah Pergigian yang melaksanakan tugas-tugaspengajaran dan kajian penyelidikan di sampingmenjalankan tugas-tugas klinikal.
• Pemanjangan Pemberian Pindahan DanElaun/Bayaran Kepada Waris Pegawai YangMeninggal Dunia Dalam Perkhidmatan
Kerajaan telah bersetuju memanjangkan peruntukandi bawah Perintah Am 38, Bab B Tahun 1974 kepadawaris pegawai yang meninggal dunia dalamperkhidmatan seperti berikut:
• Pemberian PindahanBayaran berbentuk lump sum diberi berdasarkangred dan status pegawai sama ada masih bujangatau berkeluarga.
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Public Service Department
• Flexi Working Hours Time Standardisation For AllFederal Government Agencies In States ObservingTheir Weekly Rest Day On Friday
The objective of Service Circular Letter No. 3 of 2010was to inform the Government’s decision tostandardise the Flexi Working Hours for all FederalGovernment agencies in the states which observeFriday as Weekly Rest Day. To this effect, the FlexiWorking Hours had been implemented in all FederalGovernment agencies beginning 1
stJune 2007 as
specified via Service Circular No. 2 of 2007. ThisService Circular Letter took effect beginning 1
stMay
2010.
• Implementation Of The Improvement To The MatrixSalary Schedule For The Medical And DentalLecturers Scheme Of Service
The improvement to the Matrix Salary Schedule forthe Medical and Dental Lecturers Scheme of Servicevia Circular Letter No. 5 of 2010 which took effectbeginning 1st July 2010 is intended to streamline thebeginning 1 July 2010 is intended to streamline thestarting salary of the Medical Lecturers to those of theMedical Officers. The improvement in the basic salaryunder the Matrix Salary Scale for the scheme ofservice of grade DU51/52 and grade DU53/54 of theMedical Lecturers and grade DUG51/52 and gradeDUG53/54 for the Dental Lecturers wouldcommensurate with the complexity of the tasks andresponsibilities of the Medical and Dental Lecturerswho also perform other duties such as teaching,research as well as clinical practices.
• Extension Of Transfer Grant And Allowances ToBeneficiaries Of Officers Who Passed Away While InService
The Government had agreed to extend the provisionsunder General Order 38, Chapter B Year 1974 to thebeneficiaries of officers who passed away while inservice covering the following aspects:
• Transfer GrantA lump sum payment would be awarded based onthe officer’s grade and marital status.
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Public Service Department
• Tambang Pengangkutan Awam/ Elaun PerjalananKenderaanTambang Pengangkutan Awam dibayar mengikutkelayakan pegawai manakala Elaun PerjalananKenderaan dibayar mengikut jarak perjalanansebenar.
• Tambang Pengangkutan BarangTambang Pengangkutan Barang dibayar di ataskadar penuh mengikut peraturan dan syaratsemasa yang ditetapkan.
Pemberian pindahan/elaun ini dilaksanakan menurutperaturan yang dijelaskan di dalam PekelilingPerbendaharaan Bilangan 4 Tahun 1995 dan PekelilingPerbendaharaan Bilangan 3 Tahun 2003 sertapindaannya dari semasa ke semasa. Kemudahan iniberkuat kuasa mulai 30 September 2010.
• Penarafan Penempatan Hardship Bagi Tahun 2010
Sebanyak tiga Perwakilan Malaysia di luar negeri telahditarafkan sebagai Penempatan Hardship pada tahun2010 yang menjadikan jumlah keseluruhanPenempatan Hardship sebanyak 32 Perwakilan. TigaPenempatan Hardship sebanyak 32 Perwakilan. TigaPerwakilan yang dimaksudkan ialah PerwakilanMalaysia di Dakar, Senegal serta Karachi danIslamabad, Pakistan. Dengan pemberian penarafan ini,pegawai layak menikmati kemudahan Cuti Beristirehat(Relief Break) di mana pegawai dan keluargadibenarkan pulang ke Malaysia atas tanggungankerajaan atau bercuti di luar negara tertakluk kepadahad tambang ke Malaysia pergi dan balik. Keputusanini telah dilaksanakan melalui Surat Edaran JPAbertarikh 30 Julai 2010 berkuat kuasa mulai 30 Julai2010.
Penambahbaikan Dasar Mengenai Penerimaan SijilSakit Yang Dikeluarkan Oleh Hospital/ Klinik DiSingapura
Mulai 21 Oktober 2010, Ketua-ketua Jabatandibenarkan menerima sijil sakit yang dikeluarkan olehklinik/hospital di Singapura bagi tujuan meluluskankemudahan Cuti Sakit kepada pegawai tertaklukkepada peraturan yang telah ditetapkan. Kemudahanini dijelaskan melalui Surat Edaran JPA.
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Public Service Department
• Public Transport Fare/ Vehicle Travel AllowanceA Public Transport Fare would be paid inaccordance with the officer’s entitlement whereasthe Vehicle Travel Allowance would be paid basedon the actual distance travelled.
• Goods Transportation FareA Goods Transportation Fare would be paid in fullaccording to the present enforced rules andregulations.
The transfer grant or allowances were implemented inaccordance with the regulations prescribed throughthe Treasury Circular No. 4 of 1995 and the TreasuryCircular No. 3 of 2003 and any amendments madefrom time to time. This benefit took effect from 30
th
September 2010.
• Classification of Hardship Posts For 2010
Three Malaysian Missions abroad had been classifiedas Hardship Posts in 2010, increasing the total numberto 32 Hardship Posts. The missions involved wereDakar, Senegal and Karachi and Islamabad, Pakistan.Dakar, Senegal and Karachi and Islamabad, Pakistan.With this classification, the officers are entitled to theRelief Break which allows them and their familymembers to travel to Malaysia where the expenseswill be fully paid by the government. Alternatively,they can choose to go on leave abroad to othercountries on condition that the expenses do notexceed travel fare amount to Malaysia. This decisionwas implemented through the PSD’s Circulated Letterdated 30th July 2010 which took immediate effect.
• Policy Improvement To The Issuance Of MedicalCertificates By Singapore Hospitals/ Clinics
With effect from 21st
October 2010, Head ofDepartments can accept medical certificates issued bySingapore hospitals/clinics for the purpose ofapproving the Medical Leave for their staff subject tothe conditions prescribed. This policy is explained inPSD Circulated Letter.
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Public Service Department
• Pemanjangan Kemudahan Perlindungan InsuransKesihatan Kepada Pegawai Perkhidmatan AwamYang Berkhidmat Di Luar Negara
Kerajaan telah bersetuju memanjangkan kemudahanperlindungan insurans kesihatan kepada penjawatawam yang berkhidmat di luar negara dan berada diNegara Ketiga atas urusan persendirian tertaklukkepada tempoh maksimum 30 hari setahun.Kemudahan ini berkuat kuasa mulai 30 November2010.
• Pemanjangan Bayaran Pakaian Menghadiri UpacaraRasmi Di Bawah Pekeliling Perkhidmatan Bilangan 16Tahun 2007
Kerajaan telah meluluskan pemanjangan BayaranPakaian Menghadiri Upacara Rasmi di bawahPekeliling Perkhidmatan Bilangan 16 Tahun 2007kepada pegawai yang terlibat dengan istiadatpenerimaan watikah pelantikan DutaBesar/Pesuruhjaya Tinggi oleh Seri Paduka BagindaYang Di-Pertuan Agong. Keputusan ini telahdilaksanakan melalui Surat Edaran JPA bertarikh 31Mac 2010 berkuat kuasa mulai 31 Mac 2010.
• Pembentukan Skala Gaji Baru Bagi Skim• Pembentukan Skala Gaji Baru Bagi SkimPerkhidmatan Lembaga Hasil Dalam Negeri Malaysia(LHDNM)
Pembentukan skala gaji baru ini adalah berikutankeputusan Kerajaan mewujudkan lapisan gred barudalam Skim Perkhidmatan Lembaga Hasil DalamNegeri Malaysia. Skala gaji baru ini telah dilaksanakanberkuat kuasa mulai 1 April 2010. Pindaan inimelibatkan pembentukan skala gaji baru bagi:
• Gred 44 dan 52 dalam Skim Perkhidmatan PegawaiEksekutif;
• Gred 34 dalam Skim Perkhidmatan PenolongPegawai Eksekutif;
• Gred 24 dalam Skim Perkhidmatan PembantuTadbir;
• Gred 14 dalam Skim Perkhidmatan Penjaga JenteraElektrik; dan
• Gred 1 dan 2 dalam Skim Perkhidmatan PembantuAm.
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Public Service Department
• Extension Of Health Insurance Coverage Benefit ToPublic Service Officers Assigned Overseas
The Government had agreed to extend the healthinsurance coverage benefits to Public Service officersserving at foreign countries and who travel to ThirdWorld Countries on a personal capacity subject to amaximum of 30 days per year. This policy took effectfrom 30
thNovember 2010.
• The Extension Of Official Attire Allowance ThroughService Circular No. 16 Of 2007
The Government had approved the extension ofOfficial Attire Allowance via the Service Circular No. 16of 2007 covering officers appointed asAmbassadors/High Commissioners overseas whoattend the Presentation of Credentials Ceremony toHis Majesty the King. The decision was implementedthrough the PSD’s Circulated Letter dated 31st March2010 which took immediate effect.
• Establishment Of New Salary Scale For Inland• Establishment Of New Salary Scale For InlandRevenue Board Of Malaysia (IRBM)
The establishment of this new salary scale is as aresult of the Government’s decision to create a newgrade structure for the Inland Revenue Board ofMalaysia Scheme of Service. This decision wasimplemented beginning 1st April 2010 and it includesnew salary scale for the following grades:
• Grade 44 and 52 for the Executive Officer Schemeof Service;
• Grade 34 for the Assistant Executive OfficerScheme of Service;
• Grade 24 for the Administrative Assistant Schemeof Service;
• Grade 14 for the Electrical Machinery GuardsScheme of Service; and
• Grade 1 and 2 for the General Assistant Scheme ofService.
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Public Service Department
PERKHIDMATAN PSIKOLOGI TERPUJI
JPA merupakan agensi pusat yang bertanggungjawabdalam mengeluarkan dasar berkaitan pengurusan sumbermanusia termasuk perkhidmatan psikologi. Dasarpsikologi yang dilaksanakan oleh JPA adalah berlandaskankeberkesanan kualiti kerja, daya kreativiti dan jugainovasi. Antara program psikologi yang dilaksanakansepanjang tahun 2010 ialah pelancaran Pelan StrategikPerkhidmatan Psikologi Sumber Manusia Sektor Awam(PSPPs) 2011 – 2020, pembangunan Indeks KesejahteraanKendiri dan Indeks Organisasi Cemerlang sertapemantapan Ujian-Ujian Psikologi.
• Penggubalan Dasar Dan Pembangunan Dasar
• Pelan Strategik Perkhidmatan Psikologi SumberManusia Sektor Awam 2011 – 2020
Pada tahun 2010, JPA telah melangkah setapak kehadapan dengan kelahiran Pelan StrategikPerkhidmatan Psikologi Sumber Manusia SektorAwam (PSPPs) untuk tempoh 2011 – 2020. PSPPstelah dilancarkan di Seminar PsikologiPerkhidmatan Awam ke-16 pada bulan SeptemberPerkhidmatan Awam ke-16 pada bulan September2010. Pelan ini merupakan blueprint jangkapanjang bagi perancangan dan pelaksanaanprogram Psikologi bagi para Pengurus SumberManusia. Di antara intipati PSPPs adalahmenekankan strategi pemantapan perkhidmatanPsikologi di dalam penyampaian perkhidmatanPsikologi, struktur organisasi dan pembangunankompetensi Pegawai Psikologi dalamPerkhidmatan Awam.
• Panduan Pelaksanaan Pementoran DalamPengurusan Sumber Manusia Sektor Awam
Pada tahun 2010 juga, JPA telah mengeluarkanSurat Pekeliling Perkhidmatan Bilangan 8 Tahun2010 : Panduan Pelaksanaan Pementoran DalamPengurusan Sumber Manusia Sektor Awam bagimenjelaskan skop, konsep dan prosedurpelaksanaan program pementoran. Panduan inimemberi penekanan kepada empat aspek pentingdi dalam program pementoran iaitu perancangan,pelaksanaan, penilaian dan pelaporan. Ia bolehdijadikan sumber rujukan kepada pengurussumber manusia dalam memastikan keberkesananprogram pementoran yang dilaksanakan diKementerian/agensi masing-masing.
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Public Service Department
EXEMPLARY PSYCHOLOGICAL SERVICE
The PSD is responsible for formulating policy on humanresource management including psychological service.The psychology policy implemented by PSD is based onthe aspects of work quality, creativity and innovation. In2010, the PSD has among others, successfully launchedthe Strategic Plan on Human Resource PsychologicalService in the Public Service (PSPPs) 2011-2020,developed Self Welfare Index and Excellent OrganisationIndex and enhanced Psychological Testing.
• Policy Formation and Development
• Strategic Plan on the Psychological Service of thePublic Service 2011 – 2020
In 2010, the PSD achieved another milestone withthe launch of the Strategic Plan on HumanResource Psychological Service in the PublicService (PSPPs) for 2011 – 2020. The PSPPs waslaunched at the 16th Conference on Public ServicePsychology in September 2010. The plan is aPsychology in September 2010. The plan is ablueprint for a long term framework for planningand implementation of psychological programmesfor human resource managers. The emphasis ofthe PSPPs is on refining the psychological servicedelivery, organisational structure and competencydevelopment of Psychology Officers in the PublicService.
• Guidelines on the Implementation of Mentoringin Human Resource Management in the PublicSector
The PSD has also issued Service Circular Letter 8 of2010 : Guideline on the Implementation ofMentoring in Human Resource Management in thePublic Sector. The guideline explains the scope,concept and procedure for implementingmentoring programmes. It emphasises the fourintegral aspects of mentoring which encompassesplanning, implementation, assessment andreporting. The guideline is a useful reference forhuman resource managers in ensuring effectiveimplementation of mentoring programmes in theirrespective ministries/agencies.
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Public Service Department
• Penyediaan Perkhidmatan Kaunseling
Di antara teras utama JPA adalah menyediakanperkhidmatan kaunseling kepada klien/kumpulansasar yang merupakan penjawat awam dan ahlikeluarga terdekat serta pelajar–pelajar tajaan JPA.Sepanjang 2010, sebanyak 107 sesi perkhidmatankaunseling telah diberikan terhadap 325 klien.Medium Perkhidmatan kaunseling yang diberikanadalah secara bersemuka, melalui telefon dan juga e-mel laman interaktif JPA. Butiran terperinci sepertiberikut:
program bersama masyarakat Felda Chini66
31
29
2
E-melE-mails
IndividuIndividuals
KelompokGroups
TelefonTelephone
Pelajar TajaanSponsored Students
Bilangan Sesi Kaunseling Tahun 2010Number of Counselling Sessions in 2010
JPA mendekati masyarakat melalui penganjuran pelbagai program berkaitan psikologiThe PSD through its hosting of various psychology programmes contributes to society
100Jabatan Perkhidmatan Awam
Public Service Department
0 50 100
• Counselling Services Delivery
One of the core activities of the PSD is offeringCounselling Service to the client/target groupincluding public servants, their immediate familymembers and the PSD’s sponsored students.Throughout 2010, a total of 107 counselling sessionswere conducted for 325 clients. The counsellingservices were offered through face-to-face sessions,via telephone and the PSD’s interactive portal email.Details of these services are as follows:
230
Bilangan Sesi Kaunseling Tahun 2010of Counselling Sessions in 2010
JPA mendekati masyarakat melalui penganjuran pelbagai program berkaitan psikologiThe PSD through its hosting of various psychology programmes contributes to society
100Jabatan Perkhidmatan Awam
Public Service Department
100 150 200 250
Perkhidmatan Ujian Psikologi
JPA juga mempunyai keupayaan untuk memberikanperkhidmatan ujian psikologi. Ujian Psikologi ditawarkanuntuk urusan pengambilan, kenaikan pangkat,penempatan dan juga bagi tujuan diagnosis keperluankaunseling atau perkembangan kendiri. Di antara ujianpsikologi yang dibangunkan adalah Ujian Personaliti, UjianMinat dan lain-lain Ujian berkaitan Gaya Komunikasi danPelajar Ijazah Luar Negara. Sepanjang tahun 2010,seramai 17,659 klien telah mengambil ujian psikologiyang dibangunkan oleh JPA. Butiran terperinci adalahseperti di bawah:
4,383
104Ujian Minat
Interest Test
Ujian PersonalitiPersonality Test
Lain-lain UjianOther Test
Bilangan Klien Mengambil Ujian Psikologi Tahun 2010Number of Clients Who Had Undergone
• Program Pementoran
JPA juga telah melaksanakan sebanyak 32 siriperundingan pementoran melibatkan 1,371 penjawatawam. Kaedah pementoran amat berkesan terutamadalam pelaksanaan pelan penggantian selain menjadimedan tunjuk ajar di antara penjawat awam.
• Program Peningkatan Kemahiran Kaunseling
Aktiviti berbentuk pembangunan melibatkan usahameningkatkan pengetahuan dan kemahirankaunseling kepada pegawai yang dilantik menjalankanfungsi sebagai Rakan Pembimbing PerkhidmatanAwam (AKRAB) di Kementerian dan Jabatan.Sepanjang 2010, sebanyak 54 siri ProgramPeningkatan Kemahiran Kaunseling telah dijalankan dipelbagai Kementerian, Jabatan Persekutuan, KerajaanNegeri dan Badan-Badan Berkanun.
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Public Service Department
0 2,000 4,000 6,000
• Psychological Testing Services
The PSD is equipped with the facilities to conductPsychological Testing services. The PsychologicalTesting are offered for recruitment, job promotion,placements and as a diagnosis for counselling needsor self development. Among the Psychological Testsdeveloped were Personality Test, Interest Test,Communication Style as well as a test for studentsunder the Overseas Sponsorship Programme.Throughout 2010, a total number of 17,659 clientshave undertaken the Psychological Tests. Furtherdetails are as shown below:
13,172
4,383
Bilangan Klien Mengambil Ujian Psikologi Tahun 2010Undergone Psychology Tests in 2010
• Mentoring Programmes
The PSD has also organised 32 series of mentoringprogramme involving 1,371 participants in variousgovernment agencies. This method proved to be acrucial aspect in the implementation of SuccessionPlanning and serves as an important platform forpromoting knowledge sharing and transferring tacitknowledge among public servants.
• Counselling Skills Enhancement Programmes
This is a developmental programme aimed atincreasing knowledge and enhancing the counsellingskills of officers selected as “Peers In the PublicService” or “Rakan Pembimbing Perkhidmatan Awam”(AKRAB). In 2010, 54 series of Counselling SkillsEnhancement Programmes were conducted in variousministries, central agencies, State Governments andStatutory Bodies.
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Public Service Department
6,000 8,000 10,000 12,000 14,000
• Taklimat dan Ceramah
JPA juga aktif di dalam penyampaian taklimat danceramah dan input-input berkaitan aspek psikologidan kaunseling. Ceramah adalah meliputi kaunseling,kemahiran kaunseling, personaliti, motivasi, tekanan,kekeluargaan dan lain-lain. Pada tahun 2010,sebanyak 398 siri ceramah telah diberikan kepada7,394 orang penjawat awam di seluruh Malaysia.
• Program Berkaitan Psikologi
Dalam usaha melahirkan penjawat awam yangberprestasi tinggi dan mampu menguruskan minda,emosi dan kesejahteraan kendiri, JPA turutmelaksanakan program-program berbentukpembangunan insan, pembangunan organisasi danpengurusan psikologi. Sepanjang tahun 2010,sebanyak 32 siri program telah dilaksanakan yangmelibatkan seramai 1,530 orang peserta.
• Penyampaian Khidmat Nasihat dan Rundingan
Pada tahun 2010, sebanyak 41 sesi khidmat nasihatdan rundingan telah dilaksanakan oleh para pegawaidan rundingan telah dilaksanakan oleh para pegawaiJPA. Penyampaian Khidmat Runding ini meliputi sesitraining of trainers (TOT) dan penyampaian inputberkaitan Psikologi dan Kaunseling sewaktu menerimadelegasi pelawat dari Kementerian/Agensi sama adatempatan atau antarabangsa.
Pelbagai penerbitan berkaitan perkhidmatan psikologi telah dikeluarkan oleh JPAVarious publications related to psychological services have been published by the PSD
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• Talks and Lectures
The PSD has been actively involved in giving talks andproviding input and information on psychological andcounselling aspects. The lectures given focused mainlyon counselling session, counselling skills, personality,motivation, stress, family matters and others. In 2010,a total of 398 series of lectures were conducted for7,394 public servants throughout Malaysia.
• Psychological Related Programmes
In an effort to boost and shape public servants withhigh performance level and able to manage their ownmind, emotions and welfare, the PSD had alsoorganised programmes in the form of personaldevelopment, organisational development andpsychological management. In 2010, a total of 32series of programmes were conducted for 1,530participants.
• Consultation and Advisory Services
In 2010, 41 sessions of consultation and advisoryservices were conducted by the PSD’s personnel. Theservices were conducted by the PSD’s personnel. Theconsultation session encompasses training of trainers(TOT) and inputs sharing on psychology andcounselling during the visits by local and internationaldelegations.
Pelbagai penerbitan berkaitan perkhidmatan psikologi telah dikeluarkan oleh JPAVarious publications related to psychological services have been published by the PSD
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PASCA PERKHIDMATAN YANG EMPATI
Jasa dan sumbangan setiap anggota adalah landasankecemerlangan sesebuah organisasi. Dalam usahamenghargai sumbangan yang dicurahkan anggotaPerkhidmatan Awam, JPA terus menggubal dasarberkaitan urusan persaraan dan tamat perkhidmatan bagisemua anggota Perkhidmatan Awam, seperti skimpersaraan, umur persaraan dan juga formula pengiraanfaedah persaraan.
Pegawai JPA turun padang untuk bersamaPSD Officers joined sessions
• Perbelanjaan Bayaran Faedah-faedah Persaraan
Sepanjang tahun 2010, terdapat seramai 383,989pesara dan 144,071 penerima pencen. Ini telahmelibatkan kos faedah persaraan sebanyakRM9,784,613,800.00 (Peruntukan Tanggungan) danRM98,443,100.00 (Peruntukan Mengurus).
Perbelanjaan bagi membayar faedah persaraan bagitahun 2010 dan bilangan pesara dan penerima pencendari 2005 hingga 2010 adalah seperti Rajah di bawah:
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AN EMPATHETIC POST-SERVICE
The service and contribution of each personnel is key toorganisation excellence. In recognition of thecontributions of public servants, the PSD continues tointroduce new policies on retirement and exit in thepublic service; such as retirement scheme, retirementage and new formula for calculation of pension.
Pegawai JPA turun padang untuk bersama-sama dengan pesarasessions with pensioners
• Expenditure for Pension Retirement Benefits
In 2010, there were a total of 383,989 pensionersand 144,071 of pension recipients. The total cost ofpensions is RM9,784,613,800.00 (Operating Budget)and RM98,443,100.00 (Management Budget).
The expenditure for pension benefit payment for2010 and the number of pensioners and pensionrecipients from 2005 to 2010 are as shown below:
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Jenis PerkhidmatanTypes of ServiceGanjaranGratuityPencenPensionsWang Gantian Cuti RehatCash in Lieu of LeavePerubatanMedical
Perbelanjaan Bagi Membayar Faedah PersaraanExpenditure for Pensions and Retirement Benefits
Tahun BersaraRetirement
Year
Bilangan PesaraNo. of Pensioners
2005 316,2572006 334,2282007 351,5682008 372,2282009 371,8122010 383,989
Bilangan Pesara Dan Penerima Pencen Dari Tahun 2005 Hingga 2010 (KumulatifBilangan Pesara Dan Penerima Pencen Dari Tahun 2005 Hingga 2010 (KumulatifNumber of Pensioners and Pension Recipients from 2005 to 2010 (Cumulative)
• Bayaran Pengurusan Jenazah bagi Pesara yangMeninggal Dunia
Selaras dengan pengumuman YAB Perdana Menterisemasa pembentangan Bajet 2011 pada 15 Oktober2010 mengenai pemanjangan pemberian BayaranPengurusan Jenazah kepada pesara Kerajaan, JPAtelah menguruskan pembayaran kepada 337 orangwaris pesara yang telah meninggal dunia mulaiDisember 2010 melibatkan jumlah sebanyakRM1,011,000.00. Kadar yang diluluskan Kerajaanadalah sebanyak RM3,000.
• Program Outreach
Program outreach diperkenalkan sebagai usahaproaktif JPA meningkatkan kefahaman Ketua Jabatandalam menguruskan persaraan kakitangan merekayang akan bersara. Sebanyak satu kursus berkaitantelah dijalankan kepada Bahagian Sumber Manusia(BSM) di agensi-agensi. Sebanyak 94 taklimat jugadiaturkan kepada bakal-bakal pesara bagi menjelaskanmengenai kelayakan dan persediaan yang patutdilakukan sebelum melangkah ke alam persaraan.
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RM
1,706,742,518.06
8,004,039,537.25
170,271,414.66
145,651,228.18
belanjaan Bagi Membayar Faedah PersaraanExpenditure for Pensions and Retirement Benefits
Bilangan Penerima PencenNo. of
Pension Recipients
JumlahKeseluruhan
Total
135,681 451,938136,655 470,883144,712 496,280139,655 511,883156,771 528,583144,071 528,060
ngan Pesara Dan Penerima Pencen Dari Tahun 2005 Hingga 2010 (Kumulatif)ngan Pesara Dan Penerima Pencen Dari Tahun 2005 Hingga 2010 (Kumulatif)Number of Pensioners and Pension Recipients from 2005 to 2010 (Cumulative)
• Bereavement Expenses for Deceased Pensioners
In line with the Hon. Prime Minister’s 2011 BudgetAnnouncement on 15th October 2010, with regards tothe extension of bereavement expenses topensioners, the PSD has paid 337 family members ofpensioners who passed away in 2010, amounting toRM1,011,000.00. The approved budget by theGovernment for the bereavement expenses isRM3,000 for each deceased pensioner.
• Outreach Programme
The PSD has introduced the Outreach Programme aspart of its proactive measure to improve awarenesson the management of staff retirement among Headof Departments. One outreach programme wasconducted for the Human Resource Division at therespective agencies. A total of 94 talks were held forretiring public servants to prepare them forretirement.
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• Penswastaan Agensi Kerajaan
JPA telah membantu agensi-agensi yang masih didalam proses untuk diswastakan dengan memberikanpanduan kepada agensi berdasarkan PekelilingPerkhidmatan Bilangan 6 Tahun 2000 (PanduanPengurusan Personel Untuk Agensi Awam Yang AkanDiswastakan). Agensi-agensi tersebut ialah sepertiberikut:• Lembaga Kemajuan Perindustrian Malaysia (MIDA)• Kuari JKR• Kementerian Kerja Raya• Sisa Pepejal Zon Pantai Timur
• Penangguhan Bayaran Sebahagian GanjaranBerkaitan Bersara Pilihan
Sebagai satu langkah menjimatkan perbelanjaanKerajaan pada tahun 2010, JPA telah meluluskandasar Penangguhan Bayaran Sebahagian GanjaranBerkaitan Bersara Pilihan. Dasar ini dilaksanakanmelalui Surat Edaran bertarikh 25 Januari 2010.
• Bantuan Khas Kewangan Tahun 2010
Sebanyak dua Bantuan Khas Kewangan telahdiluluskan pada tahun 2010 kepada penjawat awamdan dipanjangkan juga kepada pesara perkhidmatanawam. Sebanyak RM500 telah dibayar padaSeptember 2010 dan Disember 2010 melibatkanjumlah sebanyak RM504,477,315.54. Keputusan initelah dilaksanakan melalui Pekeliling PerkhidmatanBilangan 10 Tahun 2010 dan Pekeliling PerkhidmatanBilangan 11 Tahun 2010.
Para pesara boleh mengeluarkan wang pencen melalui mesin ATM telah diperkenalkan melalui Skim APensioners can withdraw their pension through ATM machines introduced through Scheme A
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• Corporatisation of Government Agencies
The PSD provided support to agencies undergoingcorporatisation by offering them guidance based onService Circular 6 of 2000 (Guidelines for theManagement of Personnel of Corporatised Agencies).The agencies concerned were:• The Malaysian Industrial Development Authority
(MIDA)• The JKR Quarry• The Ministry of Works• The Solid Residue East Coast Zone
• Postponement of Partial Retirement Benefits forOptional Retirement
Due to cost cutting measures by the Government in2010, the PSD approved the policy on Postponementof Partial Retirement Benefits for OptionalRetirement. This policy took effect as per CirculatedLetter No. 2 dated 25th January 2010.
• Special Financial Assistance 2010
The Government approved two Special FinancialAssistance for public servants in 2010, which was alsoextended to pensioners. The financial aid of RM500was paid in September and December 2010,amounting to RM504,477,315.54. The decision wasimplemented based on Service Circular No 10 and 11of 2010.
Para pesara boleh mengeluarkan wang pencen melalui mesin ATM telah diperkenalkan melalui Skim APensioners can withdraw their pension through ATM machines introduced through Scheme A
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• Pensions Online Workflow Environment
Bagi memastikan urusan harian berjalan lancar,penambahbaikan ke atas sistem kerja sentiasadijalankan melalui sistem Pensions Online WorkflowEnvironment (POWER) iaitu urusan memprosesdokumen persaraan dan pembayaran faedahpersaraan dibuat sepenuhnya menggunakan teknologipengkomputeran. Pada tahun 2010, sistem POWERtelah ditambahbaik kepada:
i. Meningkatkan keselamatan sistem POWER denganpemasangan Intrusion Prevention System (IPS),Web Content Filtering dan peningkatan firewall
ii. Integrasi sistem POWER dengan HRMIS untukprosesan maklumat persaraan
iii. Prosesan janaan bayaran ke bank secara harian(sebelum 2010 secara mingguan)
• Portal Pencen
JPA telah menaik taraf Portal Pencen denganmenambahkan beberapa transaksi bagi memudahkanpesara untuk melakukan transaksi secara online mulaiJanuari 2010. Transaksi yang ditambah ialah :
i. Semakan Pemberian Taraf Pekerja Berpencen(PTB) kepada pekerja Pihak-Pihak BerkuasaBerkanun dan Tempatan (BBKT)
ii. Perkhidmatan tukar alamat pesaraiii. Pemakluman status kematian pesara / penerima
pencen
• Pembayaran Pencen Secara Harian
JPA telah melaksanakan penjanaan secara harianbermula pada 17 Disember 2010. Dengan penjanaansecara harian ini, pembayaran faedah persaraan dapatdikreditkan terus ke akaun bank pesara pada tarikhpersaraan. Walau bagaimanapun janaan harian inibelum dapat dilakukan pada tarikh-tarikh penutupanakaun akhir bulan. Dalam situasi ini, pembayaran akandilakukan pada hari bekerja pertama bulan yangberikutnya.
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• Pensions Online Workflow Environment
To ensure efficiency in pensions processing,continuous system enhancement work is carried outthrough Pensions Online Workflow Environment(POWER). The aim is to fully computerise theprocessing of retirement documents and pensionpayment. In 2010, the POWER System underwentvarious enhancement phases as follows:
i. Improvement of POWER system security withIntrusion Prevention System (IPS), Web ContentFiltering and upgrade of firewall
ii. Integration of POWER system with HRMIS forretirement data processing
iii. Processing of banking transactions on a daily basis(weekly basis prior to 2010)
• Pension Portal
The PSD has also enhanced the Pension Portal byadding new features to enable pensioners to conductonline transaction effective January 2010. The newfeatures introduced were:
i. Confirmation on Pension Status for employees ofthe State Statutory Bodies and Local Authorities
ii. Change in pensioners’ contact addressiii. Update on pensioners’ status including death and
pension recipients’
• Pension payment on Daily Basis
The PSD began daily processing of pensions effective17th December 2010. With this, payment forretirement benefits can now be credited intopensioners’ account on their effective retirementdate. However, this will not be applicable at themonth end and during account closing days. In casessuch as these, payment will be made on the firstworking day of the following month.
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BUDAYA KERJA
SHAP
ING
A H
IGH
-PER
FOR
MAN
CE
WO
RK
C
ULT
UR
E109 Penerapan BudayaInculcating a High-Performance Work Culture
109 PerhubunganEmployer-Employee Relation
111 Pengurusan SistemInformation System Management
Mem
bent
uk B
UDAYA KERJA
Berp
resta
si Ti
nggi
SHAP
ING
A H
IGH
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Budaya Kerja Berprestasi TinggiPerformance Work Culture
Perhubungan Majikan-PekerjaEmployee Relation
Sistem MaklumatInformation System Management
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Penerapan budaya kerja berprestasi tinggiadalah sangat mustahak dan dilaksanakanmelalui program-program yang dapatmeningkatkan tadbir urus yang baikberasaskan nilai-nilai positif dan etika kerjayang tinggi.
MEMBENTUK BUDAYA KERJA BERPRESTASI
TINGGI
yang tinggi.
Inculcating a high-performance work cultureis very crucial and managed through variousprogrammes to sustain good governance inadministration based on high positive valuesand work ethics.
SHAPING A HIGH-PERFORMANCE WORK CULTURE
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Antara fokus utama yang diberi perhatian oleh JPA adalahmelalui penerapan budaya kerja berprestasi tinggi bagimemberikan perkhidmatan yang terbaik melaluipenyediaan persekitaran kerja yang kondusif. Fokus jugaturut diberikan kepada pengukuhan hubungan yang lebihharmoni di antara majikan-pekerja.
PENERAPAN BUDAYA KERJA BERPRESTASI TINGGI
• Pemberian ‘Bintang’ Kepada Pegawai yangMemenuhi Tujuh Hari Kursus
Dasar menghadiri latihan sebanyak minimum tujuhhari berkursus oleh JPA yang telah dimulakan padatahun 2006 telah menggalakkan warganya untukmenghadiri lebih banyak kursus. Ini digiatkan lagidengan pemberian ‘Bintang’ kepada pegawai yangtelah melengkapkan tujuh hari berkursus bagi tempohsetahun. Pemberian ‘Bintang’ ini adalah bagimenggantikan amalan pemberian surat penghargaanbagi tujuan yang sama. Peratusan pegawai yangberjaya mencapai tujuh hari berkursus meningkatkepada 100 peratus pada tahun 2010 berbanding 96peratus pada tahun 2009.
• Pelaksanaan Klinik Psikologi• Pelaksanaan Klinik Psikologi
Pada tahun 2010, pelaksanaan klinik psikologi telahdiadakan untuk memotivasikan pegawai baru yangberkhidmat di JPA. Ia juga bertujuan meningkatkantahap keseronokan bekerja di JPA serta meningkatkanpotensi diri pegawai bagi melahirkan pegawai yangcemerlang dan berprestasi tinggi. Sehingga 31Disember 2010, sebanyak dua klinik psikologi telahdiadakan di jpa.
PERHUBUNGAN MAJIKAN-PEKERJA
• Majlis Bersama Jabatan
Majlis Bersama Jabatan (MBJ) ialah mediumkomunikasi dua hala, di mana pihak pekerja diberisaluran untuk berkomunikasi dengan pihakpengurusan dalam menyuarakan pendapat,pandangan serta menyumbang idea-idea yang bernasdemi kepentingan dan kebaikan organisasi. Di antarafaedah yang diperolehi daripada mesyuarat MBJ ialahmewujudkan hubungan dan sikap positif antara pihakpengurusan dan pihak pekerja.
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One of the focus of the PSD is to inculcate a highperformance work culture for service excellence and thisis done by creating a conducive working environment. Inaddition, focus is also given towards strengtheningharmonious employer-employee relationship.
INCULCATING A HIGH-PERFORMANCE WORK CULTURE
• Star Award to Officers Who Fulfil Seven Days Course
The policy of undergoing a minimum number of sevendays of training set by the PSD - which was initiated in2006 - has encouraged PSD personnel to undergomore training. This was further supported through theStar Award System to officers who attended coursesor training for a minimum of seven days in a year. Theimplementation of the Star Award is to replace theuse of certificates of appreciation given to PSDofficers. The percentage of officers who successfullyachieved the seven days of training increased to 100percent in 2010 compared to 96 percent in 2009.
• Implementation of Psychology Clinics• Implementation of Psychology Clinics
In 2010, the implementation of psychology clinics wascarried out with the objective of motivating newofficers in the PSD. It was also intended to increasethe level of enjoyment in the workplace and expandthe potential of officers in the effort to developexcellent and high-performing officers. Up to 31st
December 2010, two sessions of psychology clinicshad been held at the PSD.
EMPLOYER-EMPLOYEE RELATION
• Joint Departmental Council
Joint Departmental Council (JDC) is a two-waycommunication medium for employees tocommunicate with the top management on theiropinions, perspectives and to contribute constructiveideas which can benefit the organisation. Additionally,JDC meetings also help to foster a positiverelationship and attitude between the managementand employees.
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• Mesyuarat MBJ - JPA
Pada tahun 2010, empat mesyuarat telahdilaksanakan bagi tujuan membincangkan perkara-perkara berkaitan dengan pentadbiran, perjawatan,kebajikan, skim perkhidmatan, kewangan dan elaun.
• Kelewatan penerimaan pergerakan gaji;• Memberi galakan atau kebenaran kepada pegawai
menyambung pengajian dalam bidang berkaitantugasan yang dilaksanakan;
• Masalah Parkir Kenderaan di Kompleks C untukPegawai JPA Cyberjaya, INTAN dan BangunanSapura;
• Isu yang Diselesaikan pada tahun 2010
Isu-isu yang dibangkitkan oleh pihak pekerja meliputiaspek kemudahan, kebajikan, kewangan, skimperkhidmatan, perjawatan, pentadbiran dansebagainya. Antara isu-isu yang diselesaikan adalahmasalah kelewatan penerimaan pergerakan gaji danpemberian galakan atau kebenaran kepada pegawaimenyambung pengajian dalam bidang berkaitantugasan yang dilaksanakan. Isu-isu lain yang telahditangani adalah:
MBJ merupakan forum untuk warga organisasi menyampaikan masalah kepada majikanJDC is a forum for the staff to communicate their problems to the employer
Sapura;• Sesi perkongsian ilmu berkaitan peribahasa atau
pepatah melayu;• Isu keselamatan warga JPA;• Jalan utama JPA Cyberjaya merbahaya;• Masalah bekalan air di blok C2;• Akses keluar/masuk pejabat;• Harga makanan di kafeteria yang tinggi;• Keahlian Kelab JPA; dan• Kedai serbaneka Blok C1.
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• JDC – PSD Meeting
In 2010, four meetings were held to discuss mattersrelated to administration, personnel, welfare, servicescheme, finance and allowances.
• Delay in receiving salary progression;• Providing motivation or approval for officers to
further studies in fields related to their work;• Parking problems in Complex C for officers from
JPA Cyberjaya, INTAN and Sapura Building;• Knowledge sharing pertaining to Malay idioms and
quotation;
• Issues Resolved in 2010
Issues raised by employees covered aspects such asfacility, welfare, finance, service scheme, personneland administration. Among the issues resolved werethe delayed payment of salary progression andencouragement or permission to officers to pursuestudies relevant to their work areas. Other issuesaddressed were:
MBJ merupakan forum untuk warga organisasi menyampaikan masalah kepada majikanJDC is a forum for the staff to communicate their problems to the employer
quotation;• Safety issues for PSD Officers• Dangerous Main Road to PSD Cyberjaya;• Water supply problems at Block C2;• In/out office access;• High costs of food at the Cafeteria;• PSD’s Club Membership; and• Utility shop at Block C1.
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Majlis Perhimpunan Penjawat Awam Tahun 2010
Majlis Perhimpunan Penjawat Awam telah diadakan pada14 Mei 2010 di Pusat Konvensyen AntarabangsaPutrajaya (PICC) bertemakan “Transformasi Sektor AwamMemakmurkan Negara”. Majlis ini telah dirasmikan olehYAB Dato’ Sri Mohd Najib bin Tun Abdul Razak, PerdanaMenteri Malaysia. Dalam majlis tersebut, YAB PerdanaMenteri telah menekankan bahawa penjawat awam yangberprestasi tinggi dan membawa impak padapembangunan negara akan diberi galakan dan insentif.
YAB Perdana Menteri juga menekankan bahawa 1.2 jutapenjawat awam perlu melakukan “pecutan” bersama-sama beliau untuk menjadi cemerlang, inovatif danefektif sebagaimana Malaysia akan menjadi negaramembangun dalam 10 tahun akan datang. Majlistersebut turut dihadiri oleh Menteri-Menteri Kabinet,Ketua Setiausaha Negara, Ketua Pengarah PerkhidmatanAwam, Ketua-ketua Jabatan dan Wakil-wakil KesatuanSekerja dalam Perkhidmatan Awam.
PENGURUSAN SISTEM MAKLUMAT
Selain daripada menjalankan pelbagai projek dan programyang memberi impak dalam pembentukan budaya kerjaberprestasi tinggi, terdapat juga beberapa sistem yangmenekankan aspek pengukuran bagi memantapkanpengurusan sumber manusia di JPA. Sistem-sistem inisentiasa ditambah baik dari semasa ke semasa bagimendokong budaya kerja berprestasi tinggi yangberpaksikan pengukuran prestasi. Antara sistem yangdilaksanakan di JPA adalah:
Majlis Perhimpunan Penjawat Awam tahun 2010 telah mengumpulkan lebih 5,000 penjawat awam dari seluruh negaraThe Public Service Gathering for 2010 was attended by more than 5,000 public servants from all over the country
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2010 Civil Servant Assembly
The Civil Servant Assembly was held on 14th May 2010 atthe Putrajaya International Convention Centre (PICC).The theme of the assembly was “Public SectorTransformation for the Country’s Prosperity”. The eventwas officiated by the Hon. Prime Minister YAB Dato’ SriMohd Najib bin Tun Abdul Razak. At the event, the PrimeMinister highlighted that outstanding and highperforming civil servants who produced excellent workwhich contributed to the development of the countrywould be duly recognised and rewarded.
The Prime Minister urged the 1.2 million civil servants todo “quantum leap” together with him in order to form anexcellent, innovative and effective public sector asMalaysia enters the final 10-year in its effort to become adeveloped nation in 2020. The event was also attendedby Cabinet Members, the Chief Secretary to theGovernment, the Director-General of the Public Service,Heads of Departments and Representatives of Unions inthe Public Service.
INFORMATION SYSTEM MANAGEMENT
Other than carrying out various projects andprogrammes to support the development of a high-performance work culture, systems are also used asmeasurement tools to strengthen the human resourcemanagement in the PSD. These systems are continuouslyimproved to further promote a high- performance workculture. Among the systems implemented in the PSD are:
Majlis Perhimpunan Penjawat Awam tahun 2010 telah mengumpulkan lebih 5,000 penjawat awam dari seluruh negaraThe Public Service Gathering for 2010 was attended by more than 5,000 public servants from all over the country
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• Petunjuk Prestasi Utama
Penetapan Petunjuk Prestasi Utama (KPI) bagi
Latihan, khidmat rundingan dan konsultasi dilakukan bagi menetapkan pelaksanaan KPITraining, discussions and consultancy were carried out to determine the implementation of the KPI
Penetapan Petunjuk Prestasi Utama (KPI) bagipenjawat-penjawat di Jawatan Utama Sektor Awam(JUSA) telah dilaksanakan sejak 2008 bertitik tolakdari keputusan Jawatankuasa Khas Kabinet MengenaiPerjawatan dan Gaji Pekerja-pekerja Sektor Awam.Pada tahun 2010, sebanyak 36 lawatan terhadappenjawat Lapisan Pertama telah dilakukan bertujuanuntuk menilai pencapaian KPI bagi tahun 2009.
Selain lawatan penilaian, KPI tahun 2010 juga telahlengkap dibangunkan beserta dokumentasi masing-masing bagi 36 jawatan ini. Dalam masa yang sama,pelaksanaan KPI bagi Pengurusan Tertinggi JPA jugaditeruskan. Satu Bengkel Pengukuhan Pelaksanaan KPIjuga telah diadakan di Pusat KonvensyenAntarabangsa Putrajaya (PICC) pada 1 November2010 bertujuan untuk memantapkan pemahamanpelaksanaan KPI.
Selain itu, penambahbaikan juga telah dilaksanakan keatas templat, dimensi, agihan wajaran danpembangunan KPI-KPI generik bagi memantapkan lagipelaksanaan ini. Khidmat rundingan dan konsultasidengan Kementerian dan Jabatan juga telah diadakanmengikut permintaan agensi.
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• Key Performance Indicators
Key Performance Indicators (KPIs) for officers at the
Latihan, khidmat rundingan dan konsultasi dilakukan bagi menetapkan pelaksanaan KPITraining, discussions and consultancy were carried out to determine the implementation of the KPI
Key Performance Indicators (KPIs) for officers at theTop Echelon of the Public Service have beenimplemented since 2008. This implementation wasmandated by the Special Cabinet Committee onEstablishment and Salaries of Public SectorEmployees. In 2010, a total of 36 evaluation visitswere completed to assess the 2009 KPI achievementsof the first tier leaders.
Their KPIs for 2010 were also developed with thenecessary accompanying documents for the 36 posts.At the same time, the KPI for the top management ofthe Public Service Department was also successfullyimplemented. To strengthen the understandingespecially among newly appointed KPI managers, aworkshop on the implementation of KPI was held atthe Putrajaya International Convention Centre (PICC)on 1st November 2010.
The KPI template, the dimensions, the distribution ofweightage and the development of generic KPIs havealso been improved to further strengthen theimplementation. Discussions and consultationsessions with the Ministries and Departments werealso organised, based on the request of the agencies.
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• Petunjuk Kompetensi
Petunjuk Kompetensi atau CI telah mula dilaksanakandi JPA sejak tahun 2004 lagi. CI bagi tahun 2010 telahdisediakan dan dijadikan rujukan oleh pengurussumber manusia jabatan ini dalam menyesuaikanpenempatan pegawai dengan kompetensi diri masing-masing. Apabila penempatan disesuaikan dengankompetensi pegawai, sudah pasti impak yangdiharapkan iaitu membudayakan kerja berprestasitinggi akan terlaksana.
• Balanced Scorecard
Pengurusan prestasi berdasarkan Balanced Scorecard(BSC) telah dilaksanakan di JPA sejak 2005 dandimantapkan dari semasa ke semasa bagimemastikannya relevan dengan tugas teras di JPA.Sepanjang tahun 2010, indikator-indikator sedia adatelah disemak bagi menambah baik lagi BSC JPA. Bagitahun 2010, pelaporan BSC juga telah dilakukandengan lebih kerap iaitu sebanyak empat kali setahun.Laporan berkala BSC digunakan oleh pengurusanatasan sebagai asas dalam membuat keputusan untukmeningkatkan lagi prestasi JPA.
• Pangkalan Repositori Ilmu Sumber Manusia SektorAwam
Pangkalan Repositori Ilmu Sumber Manusia SektorAwam (PRISMA-HRMIS) telah dibangunkan padatahun 2004 bagi menjana idea melalui perkongsianilmu. Pada tahun 2010, pemantapan ke atasnya telahdilakukan bagi memastikan impak penjanaan idea danilmu pengurusan sumber manusia diterapkan dalambudaya kerja di JPA. Manual Penyemak KandunganPRISMA-HRMIS telah diterbitkan bagi memudahkanpentadbir-pentadbir sistem ini menyelenggarakandungan di dalam PRISMA-HRMIS.
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• Competency Index
The Competency Index (CI) was introduced in the PSDin 2004 and monitoring work has been done sincethen. The CI for 2010 was prepared and became areference for the PSD human resource manager indeciding placement of officers based on theircompetencies. A high-performance work culture canbe achieved when there is a better match betweenan employee’s competencies and the jobrequirements.
• Balanced Scorecard
The PSD has implemented performance managementbased on the Balanced Scorecard (BSC) since 2005.The system is reviewed regularly to ensure itsrelevance with the core task of the PSD. In 2010, theperformance indicators that are used in the systemwere revised and BSC reports were producedquarterly. This report was used by the topmanagement as a basis for decision making to furtherenhance the PSD’s performance.
• Public Sector Human Resource KnowledgeRepository
The Public Sector Human Resource KnowledgeRepository (PRISMA-HRMIS) was developed in 2004by the PSD as a tool to generate ideas throughknowledge sharing. In 2010, the system was improvedto ensure that the generation of ideas and knowledgein human resource management contributed to thedevelopment of a high-performance work culture inthe PSD. The PRISMA-HRMIS Manual Content CheckList was developed to facilitate system administratorsto maintain its content.
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Pembudayaan Inovasi dan Kreativiti
Selaras dengan hasrat YAB Perdana Menteri untukmelakukan transformasi melalui pelaksanaan inovasisecara menyeluruh di agensi kerajaan, JPA telahmerancang dan melaksana aktiviti-aktiviti pembudayaankreativiti dan inovasi bagi menggalakkan warga JPAmencetus dan menghasilkan inovasi yang mampumenambah baik perkhidmatan awam seiring dengankehendak pelanggan. Beberapa projek inovasi telahdihasilkan sepanjang tahun 2010 iaitu:
Tajuk ProjekProject Title
Projek Pembangunan Aplikasi atas Talian ePPL (WDC)On-line Application Development Project ePPL (WDC)
Projek ini bertujuanPPL dan memantauThis project is tooffices including the
SISFA (Sistem Fail)SISFA (Filing System)
Sistem yang digunakan/dibangunkandigunakan untuk mengesanThe system is created
e-Log LatihanTraining e-Log
Penggunaan borangdiguna pakai untukPerkhidmatanPerkhidmatanElectronic form (e-training days of personnel
One Way Lock HandleOne Way Lock Handle
Berfungsi di pintumengelakkan risikoThis is used at emergencydamage of lock handles
Sistem Pemantauan Pelupusan Aset Alih (e-PeL)Elimination of Moveable Asset Monitoring System
Pemantauan prosesperingkat pelupusanPerbendaharaan BilanganA monitoring systemstarting from application5 of 2007
Meningkatkan Kecekapan Proses Semak Status Permohonan Faedah Persaraan Secara OnlineOnline Checking of Retirement Benefits Application Status
Sistem ini memudahkanpermohonan faedahThis system enablesstatus online at any
Kelewatan Maklum Balas E-mel Kumpulan Tentang Penajaan Kepada PelangganDelay in Group E-mail Response to Queries on Sponsorship to Customers
Satu mekanisme bagilebih cekap dan efisienThis mechanismsponsorship matters
Taklimat Bab Cuti Secara Multimedia InteraktifPresentation on Leave Matters via Multimedia
Taklimat dalam bentukbentuk mayaPresentation using
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Ringkasan ProjekProject Summary
bertujuan untuk memudahkan pemantauan kepada pelajar di pejabatmemantau pengurusan dan kewangan pejabat PPL
improve the monitoring of students overseas at the PPL’sthe administration and financial management of the PPL offices
digunakan/dibangunkan untuk memudahkan pencarian failmengesan fail yang telah dipinjam
created to make file searches and tracking more convenientborang elektronik (e-log) bagi menggantikan buku log latihan yang
untuk merekod jumlah hari berkursus warga Bahagian
Innovation and Creative Culture
In line with the Hon. Prime Minister’s aspiration totransform public service through innovation, the PSD hasinitiated and implemented programmes and activities tocultivate and inculcate innovations and creative cultureamong public servants. Through these activities, publicservants are encouraged to create new ideas andinnovate new ways to improve public services to meetcustomers’ expectations. Among the activities carried outare shown below:
log) was introduced to replace the manual log book to recordpersonnel in the Service Division
pintu kecemasan di bangunan JPA Cyberjaya dan dapatrisiko kerosakan tombol pintu
emergency exit doors in PSD Cyberjaya which helped to reducehandles
proses pelupusan aset dari peringkat pemohonan hingga kepelupusan dilakukan bagi memastikan proses menepati Pekeliling
Bilangan 5 tahun 2007system was implemented for the elimination of moveable assetapplication to elimination as required under Treasury Circular No.
memudahkan bakal pesara kerajaan untuk menyemak statusfaedah persaraan dari masa ke semasa secara onlineenables pensioners to check their retirement benefits application
any time
bagi membantu pegawai dan pelanggan berinteraksi denganefisien mengenai penajaan
helps officers to interact effectively with customers onmatters
bentuk VCD dan interaksi antara pegawai dan pelanggan dalam
using VCD and virtual interaction between officers and customers
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Tajuk ProjekProject Title
Pengurusan Bahan Mentah di Unit Sajian Kurang EfisienInefficient Management of Food Products at Catering Division
Projek ini bertujuanpenyimpanan bahanpenyusunan, pengeluaranAn efficient storageUnit to improve thefood products
Permintaan Laporan HRMIS Yang Tinggi dan Pelbagai Daripada Agensi Menyebabkan Tempoh Pengeluaran Laporan Mengambil Masa Yang LamaDelay in the Generation of HRMIS Report Requested by Agencies
MempercepatkanagensiTo improve efficiency
Penempatan Semula Anggota Polis Beruniform di Jabatan PDRMRedeployment of uniform personnel in the Police Force
Penempatan semulamembolehkan merekautama kepolisanThe redeploymentto give more focus
Penilaian Keberkesanaan Peribadi Kepimpinan Transformasi Perkhidmatan Awam Secara OnlineOnline Evaluation of Leadership Effectiveness
Dua daripada PetunjukPerkhidmatan Awamdan Penilaian Iklimpenilaian ini dapatTwo elements of thein the Public ServicePerformance ClimatePerformance Climatewas developed and
e-Kaunseling Perkhidmatan AwamPublic Service e-Counselling
Projek ini bertujuanawam bagi memudah,kaunseling perkhidmatanThis project introducedwhich made counsellingexpand the counselling
Mempercepatkan Urusan Lapor Diri dan Penempatan Pegawai setelah kembali dari Cuti Belajar dan Cuti Tanpa GajiProcess improvement in Reporting for Duty and Placement Process for Officers Returning from Study Leave or No Pay Leave
Sistem e-Lapor telahdan penempatanA new system calledduty of officers returning
Pengurangan Pengeluaran Bil Tuntutan Bulanan Melalui Datapos Kepada Peminjam Pinjaman Pendidikan JPA Reduction of Bills for Notice Payment Sent via Datapos to PSD Education Loan Customers
Pengurangan pengeluaranpeminjam pinjamanHunters)Reduction in issuanceeducation loan customers
Sistem Permohonan Perolehan INTURA -INPReSApplication for Procurement System ((INTURA PROCUREMENT REQUEST SYSTEM) - INPReS
Dibangunkan bagiperkhidmatan/ kerjaThis INPReS systemapplication for goods/services/works
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Ringkasan ProjekProject Summary
bertujuan untuk meningkatkan keberkesanan pengurusanbahan mentah di Stor Unit Sajian dalam memastikan
pengeluaran dan perekodan dilakukan dengan efisienstorage management system was introduced at the Food Storage
the storage process of arranging, retrieving and recording of
Mempercepatkan laporan HRMIS dalam tempoh masa yang diperlukan oleh
efficiency in generating HRMIS reports required by agencies
semula anggota beruniform di Jabatan PDRM ini bertujuan untukmereka memberi fokus sepenuhnya terhadap fungsi-fungsi
redeployment of uniform personnel in the Police Force was to enable themfocus to their core functions
Petunjuk Prestasi Utama (KPI) Penjawat Pengurusan TertinggiAwam (PPTPA) diukur melalui penilaian Kompetensi KepimpinanIklim Persekitaran Berprestasi. Sistem 360O dibangunkan supaya
dapat dijalankan secara atas talianthe Key Performance Indicators (KPI) for the Top Management
Service are evaluated based on Leadership Competency andClimate Survey Evaluation. The 360 Degree Evaluation SystemClimate Survey Evaluation. The 360 Degree Evaluation System
and it is made available onlinebertujuan menginovasikan proses kaunseling dalam perkhidmatan
memudah, mempercepat, memperkasa dan melebarluaskanperkhidmatan awam
introduced innovative approach to counselling in public servicecounselling process easy, fast and convenient and it also helped to
counselling servicestelah diperkenalkan bagi mempercepatkan urusan lapor diri
pegawai kembali dari Cuti Belajar atau Cuti Tanpa Gajicalled e-Lapor (e-Report) was created to expedite reporting forreturning from Study Leave and No Pay Leave
pengeluaran bil tuntutan bulanan melalui datapos kepadapinjaman pelajaran JPA dan pewujudan pemburu hutang (Hutang
issuance of bills for notice payment using datapos to PSD’scustomers and establishment of ‘loan collectors/hunters’
bagi melancarkan proses permohonan perolehan barang/kerja di INTURA secara online
system was developed to improve the efficiency of procurementgoods/services/works via online at INTURA
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Tajuk ProjekProject Title
Sistem Pemantauan Kontrak INTANContract Monitoring System for INTAN
Sistem pemantauandan pembelian terustindakan dan prosesunit yang bertanggungjawabThe system aims topayments in INTANcoordinate actionsresponsible units
Penamatan Pembekalan Alat TulisKepada Peserta Kursus di INTENGAHTermination of Stationery Supply toTraining Participants in INTENGAH
Kajian ini dilaksanakanKewangan selama duapasti kesan pembekalansebagainya kepada pesertaterlibatA two year studyManagement Programmesupply such as pens,the training objectives
Sistem e-PANTAUe-PANTAU System
e-Pantau adalah merupakanINTAN Sarawak. DibangunkanPengurusan INTANperingkat kampuse-Pantau (e-Monitor)INTAN Sarawak. ItManagement team inManagement team in
Sistem Pengawalan Bahan Mentah(SPBM)Raw Material Control System
Dibangunkan agarkakitangan awamkewangan yang memberiThis system was developedin particular for INTANwith the set financial
Penambahbaikan Sistem PembayaranBil Air Kuarters INTAN Kampus WilayahTimur (INTIM)Enhancement on Water Bill Payment ofQuarters INTAN Wilayah Timur (INTIM)
Diperkenalkan bagilewat menjelaskan bilkepada aplikasi secarautiliti air dikenakan keTo address the issuenew internal procedurefrom quarter residents
Penambahbaikan Proses Kerja Pemantauan Akaun Belum Terima (ABT)Enhancement in Monitoring Process of Late Account Payment
Dibangunkan untukmengatasi masalahkementerian (pemohon)Developed to enhanceand overcome issueagencies/divisions/ministries
Senarai Projek Inovasi Bahagian Dalam Anugerah Inovator JPA Tahun 2010List of Division Innovations in PSD Innovator Award 2010
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Ringkasan ProjekProject Summary
pemantauan status kontrak INTAN Bukit Kiara bagi tender, sebut hargaterus secara maya. Dibangunkan bagi membantu menyelaras
proses pembaharuan kontrak-kontrak yang akan tamat oleh unit-bertanggungjawab
monitor the contract status of tenders, invoicing and directBukit Kiara through an online system. It was developed toand the process of contracts due for renewals by the
dilaksanakan ke atas kursus-kursus di bawah Program Pengurusandua tahun iaitu mulai tahun 2009 hingga 2010 bagi mengenal
pembekalan alat-alat tulis seperti pensil dan pen, buku nota danpeserta dalam menjayakan kursus dan jumlah bagi kos yang
was carried out on training courses under the FinancialProgramme from 2009 to 2010 to identify the impact of stationery
pens, note books and others on training participants in achievingobjectives including the total cost involved
merupakan satu sistem pemantauan Perbelanjaan MengurusDibangunkan untuk memberikan amaran awal kepada
Sarawak dari segi pemantauan trend perbelanjaan di
Monitor) is a system used to monitor Management Expenditure inIt was developed to provide an early warning to thein INTAN Sarawak on trend expenses on the campusin INTAN Sarawak on trend expenses on the campus
budaya berjimat cermat dapat diterapkan dalam jiwakhususnya di INTAN Sabah serta seiring dengan peraturan
memberi keutamaan kepada perbelanjaan berhemahdeveloped to cultivate a cost-saving mentality in public servants,INTAN Sabah officers, to ensure their financial spending is in line
financial guidelines and prudent spendingmengatasi masalah yang timbul apabila penghuni kuarters
bil air masing-masing. Suatu prosedur dalaman yang menjurussecara pentadbiran diperkenalkan di mana sistem deposit bagi
ke atas pengguna kemudahan kuartersissue of late payment of water bills by the quarters residents, a
procedure was enforced whereby deposit for water are now requiredresidents
untuk memperbaiki proses kerja dalam pemantauan ABT sertakelewatan kutipan hasil kerajaan daripada agensi/ jabatan/
(pemohon) yang membuat sewaan daripada IKWASenhance the work process in monitoring of late account payment
issue of late collection of government fee fromagencies/divisions/ministries who use IKWAS facility
arai Projek Inovasi Bahagian Dalam Anugerah Inovator JPA Tahun 2010List of Division Innovations in PSD Innovator Award 2010
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ILMU
KN
OW
LED
GE
NET
WO
RK
119 Forum Perkongsian IlmuKnowledge-Sharing Forums
123 PenerbitanPublications
125 Jaringan AntarabangsaInternational Networking
Jarin
gan ILMU
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127 Lawatan TempatanLocal Visitors
132 Lawatan AntarabangsaInternational Visitors
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Konsep Jaringan Ilmu sentiasa diamalkan di JPAbagi memastikan amalan-amalan terbaik dariseluruh dunia dan ilmu-ilmu baru dapatdisebarkan untuk manfaat seluruh warga JPA danperkhidmatan awam. Perkongsian ilmu yangdiadakan di JPA adalah melalui perhubunganantarabangsa, majlis-majlis khas seperti kolokium,bicara perdana, bicara eksekutif dan luncheon talkdi mana tokoh-tokoh terkemuka dari dalam danluar negara dijemput untuk berkongsipengetahuan dan pengalaman masing-masing.Selain itu, JPA juga sentiasa bersedia menyebarkankepakarannya kepada negara-negara luar yangberminat melalui program sangkutan dan lawatandelegasi asing.
JARINGAN ILMU
The PSD constantly practises the concept ofknowledge networking in ensuring best practicesthroughout the world and new knowledge arecontinuously disseminated for the benefit of itsstaff and the public service. The knowledge-sharing programme in the PSD is conductedthrough international networking, specialprogrammes such as colloquiums, premier talks,executive talks and luncheon talks, wherebyprominent international and local figures areinvited to share their knowledge and experiences.The PSD is also ever-ready to share its expertisewith foreign countries through attachment andofficial visit programmes.
KNOWLEDGE NETWORK
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Perkongsian ilmu merupakan satu elemen yang telahsekian lama dititikberatkan di kalangan warga JPA. Forumperkongsian ilmu sentiasa digalakkan oleh PengurusanAtasan JPA merangkumi penyertaan di seminar,persidangan dan forum-forum tempatan danantarabangsa. Penyertaan para warga JPA bagimembentangkan kertas kerja amat digalakkan bagimendedahkan mereka kepada perkara-perkara barudalam pengurusan sumber manusia dan berkongsipengalaman dengan peserta lain. Sepanjang tahun 2010,JPA telah menganjurkan pelbagai persidangan, seminardan forum sebagai wahana perkongsian ilmu pengurusansumber manusia.
FORUM PERKONGSIAN ILMU
Antara penganjuran seminar, persidangan dan forumantarabangsa dan tempatan yang dianjurkan oleh JPApada tahun 2010 adalah seperti di jadual di bawah:
Forum KNOWLEDGE FORUM
ILMU
Seminar/ Kursus/ BengkelSeminars/ Courses/ Workshops
Bengkel Pemarkahan dan Pensijilan Diploma Pengurusan Awam (DPA)Workshop on Scoring and Certification for Diploma in Public Management (DPA)
Seminar Teknologi : Pusat Data HijauSeminar on Technology Updates : Green Data Centre
Seminar Kecemerlangan Modal Insan Seminar on Human Capital Excellence
Seminar Pengurusan Sisa Pepejal Untuk Pihak Berkuasa Tempatan dan Badan Bukan Kerajaan Seminar on Solid Waste Management for Local Authorities and NGOs
Seminar Pejabat Bebas Dadah Seminar on Drug Free Office
Seminar Teknologi : Pengalaman Aplikasi Inovasi Pengurusan Penyelesaian Seminar on Technology Updates : Experience on Innovative Application for Management of Solutions
Seminar Pengurusan Sumber Air Seminar on Water Resource Management
Seminar Asas Pertolongan Cemas Seminar on Basic First Aid
Seminar Teknologi : 1 Kerajaan Pintar : Penganalitisan dan Pengoptimuman PerniagaanSeminar on Technology Updates : 1 Smart Government : Business Analytics and
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The top management has always encouraged knowledgesharing among the PSD officers through participation inseminars, conferences, local and international forums.They are also encouraged to present working papers atlocal and international seminars, conferences and forumsto get exposure, gather current information on HRpractices and share knowledge with other participants.Throughout 2010, the PSD had organised a number ofconferences, seminars and forums for knowledge-sharingin human resource management.
KNOWLEDGE-SHARING FORUMS
Among the seminars, conferences, local and internationalforums organised by the PSD in 2010 are as follows:
TarikhDate
Bengkel Pemarkahan dan Pensijilan Diploma Pengurusan Awam (DPA)Workshop on Scoring and Certification for Diploma in Public Management (DPA)
19-20.01.10
28.01.10
8-11.03.10
Seminar Pengurusan Sisa Pepejal Untuk Pihak Berkuasa Tempatan dan Badan Bukan Kerajaan Seminar on Solid Waste Management for Local Authorities and NGOs
16.03.10
18.04.10
Seminar Teknologi : Pengalaman Aplikasi Inovasi Pengurusan Penyelesaian Experience on Innovative Application for Management of Solutions
27.04.10
10-11.05.10
23.05.10
Seminar Teknologi : 1 Kerajaan Pintar : Penganalitisan dan Pengoptimuman PerniagaanSeminar on Technology Updates : 1 Smart Government : Business Analytics and Optimisation
25.05.10
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Seminar/ Kursus/ BengkelSeminars/ Courses/ Workshops
Sesi Penerangan Pelan Kesinambungan Perkhidmatan Information Session on Service Continuity Plan
Seminar Teknologi : IPV6 Road Map dan GSB Servis dan Produk ICTSeminar on Technology Updates : IPV6 Road Map and GSB Services and ICT Products
Bengkel Analisis Keperluan Latihan (TNA) Training Needs Analysis (TNA) Workshop
Seminar Pelaksanaan OSS untuk Ketua Jabatan di Sabah dan Sarawak [System] Seminar on the Implementation of OSS to the Head of Departments in Sabah and Sarawak [Route To Open Source System]
Bengkel Pembangunan Kemahiran Bukan Fizikal Non Physical Skills Development Workshop
Bengkel Pengenalpastian dan Perancangan Projek : Logical Framework Approach Identification and Project Planning Workshop: Logical Framework Approach
Bengkel Perancangan Strategik ICT-TOTStrategic Planning Workshop for ICT - TOT
Seminar Teknologi : Membentuk Hari Esok Bersama AndaSeminar on Technology Updates : Shaping Tomorrow With You
Seminar Pengangkutan Bandar Seminar on Urban Transportation
Bengkel Pelaksanaan Amalan 5S Bengkel Pelaksanaan Amalan 5S Implementation of 5S Workshop
Seminar Teknologi : Business Intelligence Solutions Ease Decision MakingSeminar on Technology Updates : Business Intelligence Solutions Ease Decision Making
Bengkel Sistem Pengurusan Kualiti MS ISO 9001:2008 Quality Management System MS ISO 9001:2008 Workshop
Seminar Teknologi : Amalan Keselamatan dalam Operasi IT KerajaanSeminar on Technology Updates : Security Practices in Government IT Operation
Seminar Psikologi dalam Perkhidmatan AwamSeminar on Psychology in the Public Service Seminar Inovasi (Inovasi Untuk 1 Malaysia)Seminar on Innovation (Innovation For 1 Malaysia) Seminar Teknologi : Penggunaan ICT Ke Arah Kecemerlangan KerajaanSeminar on Technology Updates : ICT Implementation Towards Government Effectiveness
Seminar Teknologi : Pemantapan Perkhidmatan Awam Melalui Polisi AutomasiSeminar on Technology Updates : Enhancing Public Service Through Policy Automation
Program Perkongsian Ilmu “Pandang Ke Timur : SebuahParadigma Pemerintahan Barat”Knowledge Exchange Programme “Looking East : An AlternativeParadigm Of Governance”Seminar ICT : Teknologi Maklumat HijauSeminar on ICT : Green IT
Penganjuran Seminar, Persidangan dan Forum Antarabangsa dan Tempatan Anjuran JPA pada Tahun 2010Seminars, Conferences and International and Local Conferences
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TarikhDate
01.06.10
dan GSB Servis dan Produk ICTIPV6 Road Map and GSB Services and ICT Products
15.06.10
07-09.06.10
Seminar Pelaksanaan OSS untuk Ketua Jabatan di Sabah dan Sarawak [Laluan ke Open Source
Seminar on the Implementation of OSS to the Head of Departments in Sabah and Sarawak [Route 22-24.06.10
15-16.07.10
Logical Framework Approach Workshop: Logical Framework Approach
30.06-01.07.10
19-22.07.10
Seminar on Technology Updates : Shaping Tomorrow With You21.07.10
29.07.10
06-07.08.10
Business Intelligence Solutions Ease Decision MakingSeminar on Technology Updates : Business Intelligence Solutions Ease Decision Making
10.08.10
20-21.09.10
Seminar Teknologi : Amalan Keselamatan dalam Operasi IT KerajaanSeminar on Technology Updates : Security Practices in Government IT Operation
28.09.10
05-06.10.10
12.10.10
Penggunaan ICT Ke Arah Kecemerlangan KerajaanICT Implementation Towards Government Effectiveness
26.10.10
Seminar Teknologi : Pemantapan Perkhidmatan Awam Melalui Polisi AutomasiSeminar on Technology Updates : Enhancing Public Service Through Policy Automation
25.11.10
Sebuah Pendekatan Alternatif Kepada
Alternative Approach To The Western12-17.12.10
30.12.10
Penganjuran Seminar, Persidangan dan Forum Antarabangsa dan Tempatan Anjuran JPA pada Tahun 2010Seminars, Conferences and International and Local Conferences Organised by the PSD in 2010
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• Kolokium/Bicara Eksekutif/Luncheon Talk
Majlis jaringan ilmu ini melibatkan jemputanpenceramah terdiri daripada tokoh-tokoh terkemukadari institusi terkenal untuk berkongsi ilmu danpengalaman dengan penjawat awam di Malaysia.Perincian majlis adalah seperti berikut:
Kolokium/ Bicara Eksekutif/ Luncheon TalkColloquiums/ Executive Talks/ Luncheon Talks
Bicara Eksekutif INTAN : Kuasa Kelakuan PositifINTAN Executive Talk : The Power of Positive Attitude
Bicara Eksekutif INTAN Sabah : Keselamatan Negara: CabaranINTAN Sabah Executive Talk : National Security: Challenge in
Luncheon Talk: En. Norman Abdul Halim, Presiden KRU ProductionsSebagai Aset Memajukan Diri”Luncheon Talk: Mr. Norman Abdul Halim, President of KRUAs An Asset For Self Development”
Luncheon Talk: YB. Datuk Mukhriz Mahathir, Timbalan MenteriIndustri – “Perkhidmatan Awam Dari Perspektif Ahli Politik”Luncheon Talk: YB. Datuk Mukhriz Mahathir, Deputy MinisterIndustry – “Public Service From The Perspective of a Politician”
Bicara Eksekutif INTAN : Membangunkan Minda CemerlangINTAN Executive Talk : Developing the Excellent MindsetINTAN Executive Talk : Developing the Excellent Mindset
Kolokium INTAN : Kelab Harvard Malaysia : “Apa Yang BerlakuINTAN Colloquium : Harvard Club of Malaysia “What Happened at Citigroup?”
Bicara Eksekutif INTAN Sarawak : Transformasi Minda PerkhidmatanINTAN Sarawak Executive Talk : Transforming the Mindset of
Luncheon Talk: YBhg. Datuk M. Jegathesan, Timbalan Presiden(Bekas Atlet Negara) – “Semangat Juang Atlet Negara”Luncheon Talk : YBhg. Datuk M. Jegathesan, Deputy PresidentMalaysia (Former National Athlete) – “ Athlete Morale”
Bicara Eksekutif INTENGAH : Mencanai Minda Kreatif dan InovatifINTENGAH Executive Talk : Sharpen the Creative and Innovative
Bicara Eksekutif INTAN Sabah : Organisasi Pembelanjaran KompetensiINTAN Sabah Executive Talk : Competency Learning Organisation
Bicara Eksekutif INTAN : Apa Yang DiperlukanINTAN Executive Talk : What Does It TakeBicara Eksekutif INTAN : Persembahan Bertaraf Dunia MelaluiLakuINTAN Executive Talk : World Class Performances ThroughApproachesKolokium INTAN : Kelab Harvard Malaysia : “Bolehkan China Cepat?”INTAN Colloquium : Harvard Club of Malaysia “Can China Keep on Growing so Fast?
Bicara Eksekutif INTENGAH : Sistem Pendaftaran Tanah : SuatuINTENGAH Executive Talk : Land Registration System : One Day
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• Colloquiums/Executive Talks/Luncheon Talks
These networking sessions witnessed the gatheringof well-known leaders from renowned institutions toshare their knowledge and experience with publicservants. The details of these talks and colloquiumsare as follows:
TarikhDate
19.01.10
Cabaran Dalam Perkhidmatan Awamin the Public Service
05.02.10
Productions Sdn. Bhd. – “Kreativiti
Productions Sdn. Bhd. – “Creativity10.02.10
Menteri Perdagangan Antarabangsa dan
Minister of International Trade andPolitician”
24.02.10
25.02.1025.02.10
Berlaku Di Citigroup?”Harvard Club of Malaysia “What Happened at Citigroup?”
11.03.10
Perkhidmatan Awam Malaysiaof the Malaysian Public Service
26.03.10
Presiden The Olympic Council of Malaysia
President of The Olympic Council of31.03.10
InovatifInnovative Mind
27.04.10
Kompetensi : Menetapkan Hala TujuOrganisation : Setting The Direction
30.04.10
19.05.10
Melalui Pendekatan Revolusi Tingkah
Through Revolutionary Behavioural27.05.10
China Terus Membangun Dengan Begitu
Can China Keep on Growing so Fast?”21.06.10
Suatu HariDay
24.06.10
121Jabatan Perkhidmatan Awam
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Kolokium / Bicara Eksekutif / Luncheon TalkColloquiums/ Executive Talks/ Luncheon Talks
Bicara Eksekutif INTAN : Menakluki Pemikiran Kritikal dan KreatifINTAN Executive Talk : Winning the Critical and Creative Thinking
Bicara Eksekutif INTAN : Pengangkutan Awam : MeningkatkanKurang UpayaINTAN Executive Talk : Public Transportation: Increasing Mobility for the Disabled and Disadvantaged Group
Program Ihya' Ramadhan : Ahlan Wa Sahlan Ya RamadhanIhya' Ramadhan Programme : Ahlan Wa Sahlan Ya Ramadhan
Program Ihya' Ramadhan : Ramadhan: Antara Adat dan Ibadat?Ihya' Ramadhan Programme : Ramadhan : Between Customs
Program Ihya' Ramadhan : Rahsia dan Hikmah RamadhanIhya' Ramadhan Programme : The Secrets and Benefits of Ramadhan
Program Ihya' Ramadhan : Ramadhan Membentuk Sahsiah Insan CemerlangIhya' Ramadhan Programme : Ramadhan : Creating Successful Personality
Program Ihya' Ramadhan : Ramadhan Madrasah TaqwaIhya' Ramadhan Programme : Ramadhan Madrasah Taqwa
Bicara Eksekutif INTAN : Transformasi Perkhidmatan Awam DalamCabaranINTAN Executive Talk : Public Service Transformation Towards
Bicara Eksekutif INTIM : Memantapkan Kerajaan Tempatan : Yang BerkesanINTIM Executive Talk : Improving Local Government : Principles of Good Practice and Good Governance
Bicara Eksekutif INTAN Sabah : Transformasi Minda Dalam Perkhidmatan AwamINTAN Sabah Executive Talk : Mindset Transformation in the Public Service
Kolokium INTAN : Kelab Harvard Malaysia : “Entrepreneurial Finance and Venture CapitalYang Perlu Anda Tahu?”INTAN Colloquium : Harvard Club of Malaysia “Entrepreneurial Finance and Venture Capital : What You Need To Know?”
Forum : Mewujudkan Bandar yang Hidup dan BertenagaForum : Building Vibrant and Livable Cities
Bicara Eksekutif INTAN Sabah : Kepimpinan PembantuINTAN Sabah Executive Talk : Servant Leadership
Luncheon Talk: En. Mohd Adnan Anan Abdullah, Kaunselor Kredit Kanan (Agensi Kaunseling dan Pengurusan Kredit) – “Pengurusan Kewangan”Luncheon Talk: En. Mohd Adnan Anan Abdullah, Senior Credit Counselor (Counseling and Credit Management Agency) – “Financial Management”
Bicara Eksekutif INTAN Sarawak : Fisiologi Manusia & PrestasiINTAN Sarawak Executive Talk : Human Physiology & Work Performance: Present and the Future
Bicara Eksekutif INTAN : Meneruskan Kegemilangan DaerahExecutive Talk : Pursuing Regional ExcellencePersidangan Pengurus Sumber Manusia (Peringkat KebangsaanHuman Resource Managers’ Conference (National and Common User Level)
122Jabatan Perkhidmatan Awam
Public Service Department
TarikhDate
KreatifWinning the Critical and Creative Thinking
29.06.10
Meningkatkan Kemudahan Untuk Golongan
Public Transportation: Increasing Mobility for the Disabled and 29.07.10
Ramadhan10..08.10
Ramadhan: Antara Adat dan Ibadat?Between Customs and Religious Duties?
16..08.10
Ramadhan24.08.10
Ramadhan Membentuk Sahsiah Insan CemerlangCreating Successful Personality
30..08.10
06.09.10
Dalam Meniti Perubahan : Isu dan
INTAN Executive Talk : Public Service Transformation Towards Change : Issues and Challenges21.09.10
: Prinsip Amalan dan Pemerintahan
Improving Local Government : Principles of Good Practice and Good 03.10.10
Transformasi Minda Dalam Perkhidmatan Awam: Mindset Transformation in the Public Service
08.10.10
Entrepreneurial Finance and Venture Capital : Apa
Entrepreneurial Finance and Venture Capital : 19.10.10
25.10.10
29.10.10
Adnan Anan Abdullah, Kaunselor Kredit Kanan (Agensi Kaunseling dan
Adnan Anan Abdullah, Senior Credit Counselor (Counseling and Credit 08.12.10
Prestasi Kerja : Kini dan Masa HadapanHuman Physiology & Work Performance: Present and the 11.12.10
Daerah16.12.10
Kebangsaan dan Gunasama)Human Resource Managers’ Conference (National and Common User Level)
03.12.10
122Jabatan Perkhidmatan Awam
Public Service Department
PENERBITAN
JPA mengamalkan budaya perkongsian dan penyebaranilmu melalui penulisan dan penerbitan bahan-bahanbacaan sebagai pemangkin percambahan fikiran dikalangan penjawat awam. Pelbagai bahagian termasukINTAN, Bahagian Perancangan, Penyelidikan danKorporat, Bahagian Pengurusan Psikologi, BahagianPerkhidmatan dan Bahagian Pembangunan Organisasitelah mengeluarkan penerbitan seperti berikut:
Kerangka Hala Tuju Strategik Pengurusan Sumber Manusia Perkhidmatan Awam
Strategic Human Resource Management Framework for the Malaysia Public Sector
1.
Himpunan Amalan Terbaik dalam Pengurusan Sumber Manusia Sektor Awam
Compilation of Best Practices in the Human Resource Management in the Public Service
2.
Kompilasi Kajian Desktop bagi tahun 2010Compilation of Desktop Research for 2010
3.
Laporan Tahunan JPA 2009PSD Annual Report 2009
4.
Manual Pengurusan Majlis Rasmi 5.Manual Pengurusan Majlis RasmiOfficial Events Management Manual
5.
Imbasan Sejarah INTANINTAN Historical Retrospective
6.
Prosiding Persidangan Perkhidmatan Awam 2009Public Service Conference Proceedings 2009
7.
Prosiding Kebangsaan ICT 2009National ICT Proceeding 2009
8.
Laporan Persidangan ICT 2009National ICT Conference Report 2009
9.
Transformasi Minda : Memeta Wawasan Melaksanakan Amanah
Mindset Transformation : Mapping Vision Executing Trust
10.
Amanat Perdana : Perkhidmatan Awam Pemacu Transformasi Negara - Koleksi Ucapan Perdana Menteri Semasa Majlis Perdana Perkhidmatan Awam (MAPPA)
2007 - 2010Key Note : Public Service as Catalyst for National
Transformation – Collection of Prime Ministers’ speeches in Public Servants Gathering (MAPPA) – (2007
– 2010)
11.
123Jabatan Perkhidmatan Awam
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PUBLICATIONS
The PSD promotes the culture of knowledge-sharing anddissemination as a catalyst for thinking in the publicservice through writing and publishing reading materials.The Planning, Research and Corporate Division, thePsychology Management Division, the Service Division,the Organisational Development Division and INTANpublished books and periodic publications as follows:
12. Penghuraian Kerja Skim Perkhidmatan Work Description for Service Schemes
13. Kompilasi Kertas Kajian Dasar Perjawatan Tahun 2005-2007 (Dasar)Compilation of Research Papers Pertaining to Establishment Policy 2005-2007 (Policy)
14. Kompilasi Kertas Kajian Dasar Perjawatan Tahun 2008 (Dasar)Compilation of Research Papers Pertaining to Establishment Policy 2008 (Policy)
15. Kompilasi Kertas Kajian Dasar Perjawatan Tahun 2009 (Dasar)Compilation of Research Papers Pertaining to Establishment Policy 2009 (Policy)Establishment Policy 2009 (Policy)
16. Kompilasi Kertas Kajian Dasar Perjawatan Tahun 2005-2007 (Model)Compilation of Research Papers Pertaining to Establishment Policy 2005-2007 (Model)
17. Kompilasi Kertas Kajian Dasar Perjawatan Tahun 2008 (Model)Compilation of Research Papers Pertaining to Establishment Policy 2008 (Model)
18. Kompilasi Kertas Kajian Dasar PerjawatanTahun 2009 (Model)Compilation of Research Papers Pertaining to Establishment Policy 2009 (Model)
19. Senarai Perjawatan 2010 Bagi PAN, BBN dan PBT Semenanjung Malaysia, Sabah dan SarawakList of Establishment 2010 for State General Officers, State Statutory Bodies and Local Authorities of Peninsular of Malaysia, Sabah and Sarawak
20. Senarai Perjawatan SUK NegeriList of Establishment of the State Government Secretariat
21. Panduan Penulisan Senarai Perjawatan Tahun 2010Writing Guidelines for the List of Establishment 2010
123Jabatan Perkhidmatan Awam
Public Service Department
1Malaysia : Perspektif Psikologi1Malaysia : Psychology Perspective
22.
Bicara 45 Tahun 2009Bicara 45 Year 2009
23.
Jurnal Psikologi Perkhidmatan Awam Bil. 5 Tahun 2010Psychology Journal of the Public Service No. 5, 2010
24.
Jurnal Kaunseling Perkhidmatan Awam MalaysiaCounseling Journal of the Malaysian Public Service
25.
Modul Transformasi MindaMindset Transformation Module
26.
Panduan Pelaksanaan Perkhidmatan Kaunseling di Agensi Awam
Guidelines for the Implementation of CounselingServices in the Public Agencies
27.
Maklumat Perjawatan Sektor AwamInformation on Establishment in the Public Service
28.
124Jabatan Perkhidmatan Awam
Public Service Department
29. Carta Organisasi dan Carta Fungsi Kementerian dan SUK NegeriMinisterial and the State Government Secretariat Organisation and Functional Chart
30. Senarai Agensi Sektor AwamList of the Public Service Agencies
31. Kronologi Pewujudan Sektor Kepimpinan GunasamaChronology of Establishment of the Leadership Common-User Sector
32. Kompilasi Pandangan Perundangan: Pengurusan Tatatertib Perkhidmatan AwamCompilation of Legal Views: Disciplinary Management in the Public Service
33. Maklumat Skim PerkhidmatanService Scheme Information
34. Buku Panduan Garis Panduan Kepakaran ICT Sektor AwamGuide Book for Guidelines for ICT Specialisation in the Public Sector
35. Modul Budaya Kerja: Pencapaian DiutamakanWork Culture Module: Performance First
124Jabatan Perkhidmatan Awam
Public Service Department
Network of Asia–Pacific Schools and Institutes
Commonwealth Association for Public Administration and
Management
ASEAN Conference on Civil Service Matters
Commonwealth Secretariat (COMSEC)
JaringanINTERNATIONAL NETWORKING
ANTARABANGSA
Kerjasama Bersama Agensi AntarabangsaCooperation with International Agencies
Institut PerkhidmatanAwam, Brunei
Colombo Plan, Sri Lanka
Antara agensi dan pertubuhan serantau danantarabangsa yang mempunyai jaringan kerjasamadengan JPA ialah United Nations DevelopmentProgramme (UNDP), Sekretariat Komanwel, SekretariatASEAN, Economic and Social Commission For Asia and thePacific (ESCAP), British Council, Bank Pembangunan Islam,Japanese International Cooperation Agency (JICA), BankDunia dan Persidangan ASEAN Mengenai PerkhidmatanAwam (ACCSM).
Islamic Development Bank
125Jabatan Perkhidmatan Awam
Public Service Department
Japan International Cooperation Agency
Commonwealth Association for Public Administration and
ASEAN Conference on Civil
Civil Service College,
Asian Productivity Organisation
Central Officials Training Institute, Korea
Third Country Training Programme
Kerjasama Bersama Agensi AntarabangsaCooperation with International Agencies
Civil Service College, Singapore
Danish International Development Agency
(DANIDA)Colombo Plan, Sri Lanka
British Council
Among the regional and international agencies andassociations which PSD collaborated with are the UnitedNations Development Programme (UNDP), theCommonwealth Secretariat, the ASEAN Secretariat, theEconomic and Social Commission for Asia and the Pacific(ESCAP), the British Council, the Islamic DevelopmentBank, the Japanese International Corporation Agency(JICA), the World Bank, and the ASEAN Conference on CivilService Matters (ACCSM).
125Jabatan Perkhidmatan Awam
Public Service Department
• Pengurusan Lawatan
JPA sering menerima kunjungan delegasi dari luarnegara dan agensi-agensi tempatan. Melalui programlawatan sambil belajar oleh delegasi luar negara,amalan-amalan terbaik pengurusan sumber manusia
JPA sentiasa menerima delegasi luar negara untuk mempelajari amalan terbaik pengurusan sumber manusia perkhidmatan awam
The PSD constantly receives visits from foreign countries to learn about best practices in human resource management in the public service
Lawatan dari agensi-agensi dalam negeri juga diterima sepanjang tahun 2010A number of visits from local agencies were also received in 2010
amalan-amalan terbaik pengurusan sumber manusiayang diterajui JPA sering dijadikan penanda aras disamping menambah jaringan dan mengeratkan lagihubungan kerjasama. JPA juga terus menjadi pusatrujukan dan berkongsi pengalaman bagi amalanpengurusan sumber manusia di kalangan agensi-agensiawam tempatan. Sebanyak 48 siri lawatan iaitu 32delegasi antarabangsa dan 16 dari pelbagai agensi daridalam negara telah diterima sepanjang tahun lalu.
126Jabatan Perkhidmatan Awam
Public Service Department
• Management of Visits
The PSD receives regular visits from foreign and localdelegations. The main objective of these foreigndelegations is to learn about human resourcemanagement best practices in Malaysia as well as to
JPA sentiasa menerima delegasi luar negara untuk mempelajari amalan terbaik pengurusan sumber manusia perkhidmatan awam
The PSD constantly receives visits from foreign countries to learn about best practices in human resource management in the public service
agensi dalam negeri juga diterima sepanjang tahun 2010A number of visits from local agencies were also received in 2010
management best practices in Malaysia as well as toenhance existing networking and cooperation. Mostdelegations also take the opportunity to share theirexperiences and best practices. The total number ofvisits received last year was 48 of which 32 delegationswere from abroad and 16 visits from local agencies.
126Jabatan Perkhidmatan Awam
Public Service Department
LawatanLOCAL VISITORS
Pejabat Setiausaha Kerajaan Negeri Kedah Darul Aman
TEMPATAN
29-03-2010
Pelajar Praktikal Di Kementerian Kewangan Dalam Bidang Sains Aktuari dan Pengurusan Risiko, Universiti Sains Islam Malaysia (USIM) dan Pelajar Sains Aktuari, Universiti Teknologi Practical Students at the Ministry of Finance in Actuarial Science and Risk Management Field, Malaysia Islamic Science University and Actuarial Science Students,
127Jabatan Perkhidmatan Awam
Public Service Department
Pejabat Setiausaha Kerajaan Negeri Kedah Darul AmanOffice of the State Secretary of Kedah Darul Aman
23-02-2010
Pelajar Praktikal Di Kementerian Kewangan Dalam Bidang Sains Aktuari dan Pengurusan Risiko, Universiti Sains Islam Malaysia (USIM) dan Pelajar Sains Aktuari, Universiti Teknologi MARA (UiTM)Practical Students at the Ministry of Finance in Actuarial Science and Risk Management Field, Malaysia Islamic Science University and Actuarial Science Students, MARA University of Technology
127Jabatan Perkhidmatan Awam
Public Service Department
Ahli Jawatankuasa Majlis Bersama Jabatan (MBJ) Lembaga SungaiMembers of the Joint Departmental Council (JDC) of Sarawak Rivers Board
LOCAL VISITORS
TEMPATANLawatan
14-04-2010
Mahasiswa Universiti Malaysia Terengganu (UMT)University of Malaysia Terengganu (UMT) Students
128Jabatan Perkhidmatan Awam
Public Service Department
12-04-2010
Ahli Jawatankuasa Majlis Bersama Jabatan (MBJ) Lembaga Sungai-sungai Sarawak (LSS)Members of the Joint Departmental Council (JDC) of Sarawak Rivers Board
128Jabatan Perkhidmatan Awam
Public Service Department
Mahasiswa MARA University of
LOCAL VISITORS
TEMPATANLawatan
16-07-2010
Lawatan Penanda Arasan oleh Pejabat Pendaftar Universiti Utara Malaysia (UUM) Benchmarking Visit by Northern University of Malaysia (UUM)
129Jabatan Perkhidmatan Awam
Public Service Department
05-05-2010
Mahasiswa Universiti Teknologi MARA (UiTM), Shah AlamMARA University of Technology (UiTM), Shah Alam Students
Universiti Utara Malaysia (UUM) Ke Galeri JPAMalaysia (UUM) to JPA Gallery
129Jabatan Perkhidmatan Awam
Public Service Department
LOCAL VISITORS
TEMPATANLawatan
14-10-2010
Mahasiswa Fakulti Sains Pentadbiran Universiti Teknologi Students of Faculty of Administration Science, MARA University of Technology (
130Jabatan Perkhidmatan Awam
Public Service Department
30-07-2010
Pegawai-pegawai dari Yayasan SarawakOfficers from Sarawak Foundation
Teknologi MARA (UiTM), Shah AlamUniversity of Technology (UiTM), Shah Alam
130Jabatan Perkhidmatan Awam
Public Service Department
LOCAL VISITORS
TEMPATANLawatan
29-11-2010
Ahli Majlis Perbandaran Kota Baharu, KelantanMunicipal Council of Kota Baharu, Kelantan
131Jabatan Perkhidmatan Awam
Public Service Department
15-10-2010
Pegawai-pegawai Kementerian PengangkutanOfficers from the Ministry of Transport
131Jabatan Perkhidmatan Awam
Public Service Department
Pegawai Kanan Perkhidmatan Pentadbiran Kerajaan NepalSenior Officers from
INTERNATIONAL VISITORS
ANTARABANGSALawatan
26-01-2010
Pegawai-Pegawai Kerajaan, Badan Penasihat Nasional Tenaga Manusia ZimbabweGovernment Officials from the Zimbabwe National Manpower Advisory Council (NAMACO)
132Jabatan Perkhidmatan Awam
Public Service Department
19-01-2010
Pegawai Kanan Perkhidmatan Pentadbiran Kerajaan NepalSenior Officers from the Government of Nepal Public Service
Pegawai Kerajaan, Badan Penasihat Nasional Tenaga Manusia ZimbabweNational Manpower Advisory Council (NAMACO)
132Jabatan Perkhidmatan Awam
Public Service Department
Lembaga Pemilihan Perkhidmatan Awam & Latihan Civil Service Selection & Training Board
INTERNATIONAL VISITORS
ANTARABANGSALawatan
25-03-2010
Pegawai Kanan dari Lembaga Penilaian Saraan Perkhidmatan Awam, Republik KenyaSenior Officers from the Permanent Public Service Remuneration Review Board, Republic of Kenya
133Jabatan Perkhidmatan Awam
Public Service Department
23-02-2010
Lembaga Pemilihan Perkhidmatan Awam & Latihan Republik Kesatuan MyanmarCivil Service Selection & Training Board of the Republic of the Union of Myanmar
Pegawai Kanan dari Lembaga Penilaian Saraan Perkhidmatan Awam, Republik KenyaSenior Officers from the Permanent Public Service Remuneration Review Board, Republic of Kenya
133Jabatan Perkhidmatan Awam
Public Service Department
Pegawai Kanan dari KementerianSenior Officers from the Ministry of Finance and Economic Affairs, Republic of Tanzania
INTERNATIONAL VISITORS
ANTARABANGSALawatan
10-06-2010
Peserta Kursus Antarabangsa “Pengurusan Sumber ManusiaCooperation Programme (MTCP) 2010International Course Participants for the “Human Resource Management In The Public Sector” Malaysian Technical Cooperation Programme (MTCP) 2010
134Jabatan Perkhidmatan Awam
Public Service Department
31-03-2010
Kewangan dan Hal Ehwal Ekonomi, Republik TanzaniaSenior Officers from the Ministry of Finance and Economic Affairs, Republic of Tanzania
Manusia dalam Perkhidmatan Awam” Malaysian Technical
Human Resource Management In The Public Sector” Malaysian Technical
134Jabatan Perkhidmatan Awam
Public Service Department
INTERNATIONAL VISITORS
ANTARABANGSALawatan
26-07-2010
Suruhanjaya Perkhidmatan Awam MaldivesPublic Service Commission of Maldives
135Jabatan Perkhidmatan Awam
Public Service Department
26-07-2010
T.Y.T Petru Petra, Duta RomaniaH.E. Petru Petra, Ambassador of Romania
135Jabatan Perkhidmatan Awam
Public Service Department
Para BeliaKorean Youths under the Malaysian Youth Exchange
INTERNATIONAL VISITORS
ANTARABANGSALawatan
21-10-2010
Dr. Karen Poutasi, Ketua Pegawai Eksekutif, PenguatkuasaDr. Karen Poutasi , Chief Executive Officer (CEO) of New Zealand Qualification Authority
136Jabatan Perkhidmatan Awam
Public Service Department
14-10-2010
Belia Korea di Bawah Program Pertukaran Belia MalaysiaKorean Youths under the Malaysian Youth Exchange Programme
Penguatkuasa Kelayakan New Zealand, Chief Executive Officer (CEO) of New Zealand Qualification Authority
136Jabatan Perkhidmatan Awam
Public Service Department
Sesi Taklimat untuk Peserta Kursus MTCP oleh Bahagian
Briefing by the Service Management Division and the Planning, Research and Corporate Division to MTCP
INTERNATIONAL VISITORS
ANTARABANGSALawatan
25-10-2010
Briefing by the Service Management Division and the Planning, Research and Corporate Division to MTCP
Sesi Networking-Cum-Makan bersama Peserta Program Singapore - Malaysia di Pullman, PutrajayaNetworking-Cum-Dinner Session with Participants of the Leaders in Administration Singapore – Malaysia at Pullman, Putrajaya
137Jabatan Perkhidmatan Awam
Public Service Department
21-10-2010
Bahagian Perancangan, Penyelidikan dan Korporat sertaBahagian Khidmat Pengurusan
Briefing by the Service Management Division and the Planning, Research and Corporate Division to MTCP Briefing by the Service Management Division and the Planning, Research and Corporate Division to MTCP Course Participants
Program Pemimpin dalam Pentadbiran (LAP)
Dinner Session with Participants of the Leaders in Administration Programme (LAP)
137Jabatan Perkhidmatan Awam
Public Service Department
T.Y.T Dr. Lofollah Forouzandeh, Naib PresidenH.E Dr. Lofollah Forouzandeh
INTERNATIONAL VISITORS
ANTARABANGSALawatan
15-12-2010
T.Y.T Rustam Minnikhanov, Presiden Tartastan, Persekutuan H.E Rustam Minnikhanov, President of Tartastan, Russian Federation and Senior Officers
138Jabatan Perkhidmatan Awam
Public Service Department
29-11-2010
Presiden Republik Islam Iran dan pegawai-pegawai kananForouzandeh, Vice President of Republic of Iran and Senior Officers
, Persekutuan Rusia dan pegawai-pegawai kanan, Russian Federation and Senior Officers
138Jabatan Perkhidmatan Awam
Public Service Department
Kor
pora
tC
OR
POR
ATE
CO
MM
UN
ICAT
ION
S 141 Pengurusan Perkhidmatan PelangganCustomer Relationship Management
145 Publisiti dan Komunikasi KorporatPublicity and Corporate Communications
152 Pekeliling Perkhidmatan dan Surat Pekeliling Perkhidmatan 2010Service Circulars and Service Circulars Letters 2010
KOMUNIKASI
139Jabatan Perkhidmatan Awam
Public Service Department
Pengurusan Perkhidmatan Pelanggan
Publisiti dan Komunikasi KorporatPublicity and Corporate Communications
Pekeliling Perkhidmatan dan Surat
Service Circulars and Service Circulars Letters 2010
154 Peristiwa PentingImportant Events
165 Penyelidikan dan Kajian Kes 2010Research and Case Studies 2010
170 Statistik dan TrendStatistics and Trends
139Jabatan Perkhidmatan Awam
Public Service Department
Objektif utama komunikasi korporat adalah untukmengukuhkan imej JPA sebagai agensi yangdisegani dan berwibawa. Bagi mencapai objektifini, usaha-usaha meningkatkan jaringanperhubungan dengan para pelanggan dan orangramai melalui hebahan dasar pengurusan sumbermanusia menggunakan semua saluran mediamassa secara berkala sentiasa dititikberatkan.
KOMUNIKASI KORPORAT
The main objective of corporate communicationsis to enhance the image of the PSD as a well-respected agency. The main focus is on enhancingnetworking efforts with clients and the public andto disseminate information on public humanresource management policies and the PSD’sprogrammes as well as obtaining feedback on theirimplementation.
CORPORATE COMMUNICATIONS
140Jabatan Perkhidmatan Awam
Public Service Department
140Jabatan Perkhidmatan Awam
Public Service Department
PENGURUSAN PERKHIDMATAN PELANGGAN
Selaras dengan usaha Kerajaan untuk meningkatkankecekapan dan keberkesanan sistem penyampaian,semua fungsi khidmat pelanggan JPA telah disatukan dibawah struktur Unit Komunikasi Korporat (UKK).Penyusunan semula mulai September 2006 telahmelahirkan pegawai khidmat pelanggan yang antaralainnya bertanggungjawab:
• Menguruskan panggilan telefon;
• Melayani pelanggan yang berurusan di kaunterperkhidmatan;
• Menjawab pertanyaan umum;
• Mengurus maklumat pelanggan; dan
• Memberi khidmat nasihat.
Komunikasi Korporat JPA meliputi fungsi-fungsiperhubungan awam dan media, perkhidmatan khidmatpelanggan, publisiti, pengurusan aduan, audit komunikasiserta komunikasi dalaman.
Perkhidmatan pelanggan yang cepat dan mesra sentiasa menjadi amalan JPA Prompt and friendly customer service is part of the PSD’s culture
141Jabatan Perkhidmatan Awam
Public Service Department
CUSTOMER RELATIONSHIP MANAGEMENT
In line with the government’s effort to improve theefficiency and effectiveness of its service delivery, all thefunctions of the PSD client services were centralisedunder the Corporate Communications Unit. The merger,which took place in September 2006, resulted in theestablishment of the posts of client-service officers who,among others, are responsible for:
• Managing telephone calls;
• Handling counter services and clientele inquiries;
• Responding to general questions;
• Managing clientele information; and
• Providing advisory services.
The PSD’s corporate communications is an importantmanagement function that covers aspects such as publicand media relations, customer relations, publicity andcomplaints management, communication audit andinternal communications.
Perkhidmatan pelanggan yang cepat dan mesra sentiasa menjadi amalan JPA Prompt and friendly customer service is part of the PSD’s culture
141Jabatan Perkhidmatan Awam
Public Service Department
• Pengurusan Aduan
Bagi tahun 2010, sebanyak 11 aduan telah didaftarkandalam Sistem Maklumat Pengurusan Atasan (eSMPA)dengan sembilan daripadanya telah diselesaikansepenuhnya dalam tempoh 14 hari. Manakala duaaduan diselesaikan dalam tempoh 16 dan 17 hari.
Berdasarkan semakan terperinci akan prosedur danproses kerja, didapati hanya empat (36.4 peratus)aduan yang berasas dan berpunca daripadaproses/sistem kerja/petugas JPA. Sementara tujuhaduan lagi didapati bukan berpunca daripada JPA dandikategorikan sebagai tidak berasas.
Isu/punca aduan yang menyentuh KualitiPerkhidmatan Yang Tidak Memuaskan mendominasijumlah aduan iaitu sebanyak enam (27.3 peratus)aduan. Ini diikuti oleh aduan yang melibatkan dasar (2aduan). Satu aduan masing-masing mengenaikelewatan Bayaran Faedah Persaraan, satu aduanmelibatkan Bayaran Terhenti/Gantian/Potongan/ex-Gratia dan satu aduan mengenai Penajaan(Biasiswa/Pinjaman).
• Sistem Cadangan JPA
Sistem Cadangan JPA yang mengumpulkan idea-ideawarga JPA diteruskan pelaksanaannya pada tahun2010. Sebanyak lima cadangan daripada warga JPAtelah dibuat penilaian dan diambil tindakan yangsewajarnya.
Mulai tahun 2009, JPA telah membuka ruang kepadawarga untuk memberi cadangan dan idea berdasarkantopik-topik yang dipaparkan di Portal JPA melalui SesiJamming. Berdasarkan lima topik yang dikemukakan didalam Portal ini sebanyak 398 cadangan telah diterimadari warga JPA sepanjang tahun 2010.
Aduan JPA Pada Tahun 2010 (Mengikut Bulan)2010 Complaints Recorded by the PSD (Monthly)
01
01
JanJan
FebFeb
MacMarch
AprApr
JunJune
MeiMay
2
4
11
142Jabatan Perkhidmatan Awam
Public Service Department
• Complaints Management
In 2010, 11 complaints were registered under the TopManagement Information System (eSMPA) with nineresolved within 14 days, while two others resolvedbetween 16 to 17 days.
Upon analysis, only four (36.4 percent) complaints onwork processes/system/PSD personnel were foundvalid while seven others were not related to the PSD.
The majority of issues/complaints were onunsatisfactory service quality (6 or 27.3 percent).Other complaints include two on policy, one on delayin the payment of retirement benefits, one onpayment stoppage/ replacement/ deduction/ ex-Gratia and one on sponsorship (Scholarship/ Loan).
Aduan JPA Pada Tahun 2010 (Mengikut Bulan)2010 Complaints Recorded by the PSD (Monthly)
• PSD Suggestion System
The PSD suggestion system which collects staff ideasand suggestions was continued in 2010. Fivesuggestions from PSD personnel were taken intoconsideration.
Beginning 2009, the PSD gave the opportunity to itsstaff to contribute their ideas and suggestions based onselected topics posted on the PSD’s Portal throughJamming Sessions. Based on five topics suggested in thePortal, a total of 398 suggestions were received fromPSD personnel throughout 2010.
0
JunJune
JulJuly
OgosAug
SepSept
OktOct
NovNov
DisDec
2 2
10
11
142Jabatan Perkhidmatan Awam
Public Service Department
• Smiley Box
Pelaksanaan sistem penilaian kaunter perkhidmatanyang dikenali sebagai Smiley Box telah dilakukansemenjak tahun 2008. Sistem penilaian kaunter yangselaras dengan Pekeliling Kemajuan Pentadbiran AwamBilangan 1 Tahun 2008 bagi mendapatkan maklumbalas spontan pelanggan mengenai kualitiperkhidmatan petugas semua kaunter di JPA
Sesi Jamming JPA memaparkan topik-topik berkait dengan urusan teras JPAThe PSD Jamming Sessions solicited views on topics related to the PSD’s core business
perkhidmatan petugas semua kaunter di JPAmerupakan usaha meningkatkan sistem penyampaianperkhidmatan.
Sehingga 31 Disember 2010, analisis Smiley Boxmenunjukkan 99.4 peratus pelanggan amat berpuashati (Cemerlang dan Amat Baik) dengan perkhidmatankaunter yang diberikan oleh personel JPA.
45,537 (83.7%)
8,551 (15.7%)
CemerlangExcellent
Amat BaikVery Good
10,000
20,000
30,000
40,000
Bilangan Number
Maklum Balas Smiley Box Smiley Box Responses in 2010
50,000
143Jabatan Perkhidmatan Awam
Public Service Department
topik berkait dengan urusan teras JPAThe PSD Jamming Sessions solicited views on topics related to the PSD’s core business
• Smiley Box
The service-counter evaluation system known as theSmiley Box has been implemented by the PSD since2008. This implementation is in accordance with theDevelopment Administration Circular No. 1 of 2008. Aspart of the efforts of the PSD in enhancing its servicedelivery system, the system seeks to obtain customers’spontaneous response on the quality of counterspontaneous response on the quality of counterservices rendered by the customer-service officers.
Until 31st December 2010 the Smiley Box analysisshowed that 99.4 percent of the customers were verysatisfied (Excellent and Very Good) with the counterservices rendered by the PSD personnel.
291 (0.5%)16 (0.03%)
MemuaskanSatisfactory
Tidak MemuaskanUnsatisfactory
IndikatorIndicator
Jumlah: 54,395Total : 54,395
Smiley Box Tahun 2010Smiley Box Responses in 2010
143Jabatan Perkhidmatan Awam
Public Service Department
• Program JPA Bersama Pelanggan
Program Bersama Pelanggan di JPA dilaksanakansecara maya. Sepanjang tahun 2010, sebanyak 22program e-Pelanggan telah diadakan. Program JPABersama Pelanggan Secara Maya atau e-Pelanggandiadakan sebanyak dua sesi iaitu pada hari Selasaminggu kedua dan hari Jumaat terakhir setiap bulan.Mulai bulan November 2010, sesi e-Pelanggan telahdiadakan sekali sebulan iaitu pada setiap Selasaminggu kedua. Pada 4 November 2010, telahdiadakan secara percubaan e-Pelanggan khusus untukwarga JPA.
Keseluruhannya, seramai 518 orang pelangganmenggunakan kemudahan ini sepanjang tahun 2010menerusi portal http://www.jpa.gov.my denganhanya 45 pelanggan (8.7 peratus) telah menjawabsoalan-soalan penilaian kualiti perkhidmatan kaunteryang dikemukakan.
Penilaian mendapati 57.5 peratus daripada pelangganmenyatakan program ini telah menyelesaikan masalahdengan segera. Skor keseluruhan kualiti perkhidmatankaunter adalah 65 peratus iaitu pada tahapmenghampiri “Memuaskan”.menghampiri “Memuaskan”.
Petugas-petugas menangani pertanyaan pelanggan melalui eOfficers attending to clients’ inquiries through the e
144Jabatan Perkhidmatan Awam
Public Service Department
• PSD’s a Day with Clients Programme
“A Virtual Day With Clients” programme is organisedonline by the PSD. In 2010, a total of 22 e-ClientProgramme were held on a twice-monthly basis, thatwas on every Tuesday of the second week and lastFriday of the month. Beginning November 2010, the e-Client session was held once a month that was onTuesday of the second week. On 4th November 2010, apilot e-Client session was held for PSD personnel.
In total, 518 clients used the e-Client service in 2010through the http://www.jpa.gov.my portal; with only 45customers (8.7 percent) responding to the questions oncounter services quality .
Based on the evaluation, 57.5 percent of therespondents were satisfied with the services provided.The score for the quality of the counter services was 65percent which was close to “Very Satisfied”.
petugas menangani pertanyaan pelanggan melalui e-Pelanggan yang diadakan setiap bulanOfficers attending to clients’ inquiries through the e-Client Programme that is held every month
144Jabatan Perkhidmatan Awam
Public Service Department
PUBLISITI DAN KOMUNIKASI KORPORAT
JPA secara terancang dan berterusan mengeluarkanmaklumat-maklumat korporat, dasar dan pelaksanaanpengurusan sumber manusia/aktiviti melaluisiaran/kenyataan akhbar/surat kepada penyunting,risalah am dan brosur khusus, serta mengemas kinikandungan portal. JPA turut menjana bahan-bahanberkaitan usaha-usaha penambahbaikan sistempenyampaian perkhidmatan Kerajaan untuk liputanmedia massa. Laporannya dikemukakan secara bulanankepada Unit Pemodenan Pentadbiran dan PerancanganPengurusan Malaysia (MAMPU), Jabatan PerdanaMenteri.
• JPA Bersama Media
Dalam usaha memaklum dan mendidik masyarakatmengenai polisi-polisi baru dan aktiviti-aktiviti JPA,kerjasama erat dengan pihak media sentiasadiamalkan. Sebaran maklumat JPA di media cetak danmedia elektronik melalui sidang akhbar, wawancaradan sesi temubual khas menampilkan pengurusantertinggi JPA sentiasa diaturkan dari semasa kesemasa. Penyaluran informasi berkaitan JPA yangsemasa. Penyaluran informasi berkaitan JPA yangtepat, konsisten dan menyeluruh amatdititikberatkan bagi mengelak salah faham dikalangan masyarakat.
Sidang akhbar diaturkan dari semasa ke semasa bagi menjelaskan polisiPress conferences are arranged from time to time to explain the PSD’s policies
145Jabatan Perkhidmatan Awam
Public Service Department
PUBLICITY AND CORPORATE COMMUNICATIONS
The PSD, through a planned and continuous effort,regularly disseminates information relating to humanresource management policies and implementation andits activities/ programmes through pressreleases/statements/notes to the editor, flyers andbrochures, as well as updates on the PSD portal. The PSDalso generates information related to efforts at improvingthe public service delivery system for mass mediacoverage. Reports on this are forwarded to the MalaysianAdministrative Modernisation and Management PlanningUnit (MAMPU) on a monthly basis.
• PSD with Media
In its efforts to inform and educate the communityregarding its new policies and activities, the PSDconstantly forges close cooperation with the media.Dissemination of information in the print andelectronic media, through press conferences,interviews and special interaction sessions with thePSD top management are organised periodically. ThePSD takes the task of disseminating correct andPSD takes the task of disseminating correct andcomprehensive information about itself seriously toprevent any miscommunication among members ofthe public.
Sidang akhbar diaturkan dari semasa ke semasa bagi menjelaskan polisi-polisi JPAPress conferences are arranged from time to time to explain the PSD’s policies
145Jabatan Perkhidmatan Awam
Public Service Department
25-01-2010Selamat Pagi Malaysia , RTM1
JPA BersamaTHE PSD WITH THE MEDIA
MEDIA 2010
09-03-2010Majlis Perdana Perkhidmatan Awam Ke-XIThe 11th Civil Service Premier Gathering
146Jabatan Perkhidmatan Awam
Public Service Department
Selamat Pagi Malaysia, RTM101-02-2010
23-03-2010Berita Harian
146Jabatan Perkhidmatan Awam
Public Service Department
07-04-2010Selamat Pagi Malaysia, RTM1
JPA BersamaTHE PSD WITH THE MEDIA
MEDIA 2010
03-05-2010Berita Harian
147Jabatan Perkhidmatan Awam
Public Service Department
24-03-2010Hello On Two, RTM2
09-04-2010Bual Bicara ̀ Isu’, RTM1
147Jabatan Perkhidmatan Awam
Public Service Department
07-05-2010The Star
THE PSD WITH THE MEDIA
MEDIA 2010JPA Bersama
29-06-2010Ramah Mesra Bersama MediaSpecial Gathering with Media
148Jabatan Perkhidmatan Awam
Public Service Department
Hari Pekerja Sektor AwamPublic Sector Labour Day
14-05-2010
02-09-2010Ramah Mesra dan Berbuka Puasa Bersama Media
Friendly and Breaking of Fast With the Media
148Jabatan Perkhidmatan Awam
Public Service Department
05-10-2010Seminar Psikologi Ke-16The 16th Psychology Seminar
THE PSD WITH THE MEDIA
MEDIA 2010JPA Bersama
29-10-2010Temujanji Khas dengan Majalah Fokus, Karangkraf Special Interview with Focus Magazine, Karangkraf
149Jabatan Perkhidmatan Awam
Public Service Department
03-09-2010Rakaman Khas Ucapan Hari Raya Aidilfitri
Special Recording of the Eid Fitri Speech
08-10-2010Perasmian Razak School of Government
Official Launch of the Razak School of Government
149Jabatan Perkhidmatan Awam
Public Service Department
22-11-2010Pentauliahan Rakan PembimbingAccreditation of Peers
THE PSD WITH THE MEDIA
MEDIA 2010JPA Bersama
150Jabatan Perkhidmatan Awam
Public Service Department
23-11-2010
Pelancaran Pasukan Sukarela Askar Wataniah JPALaunching of PSD Volunteer Reserve Army
150Jabatan Perkhidmatan Awam
Public Service Department
• Analisis Liputan Akhbar
Sejumlah 688 tajuk liputan oleh akhbar nasionalmenyentuh nama JPA secara langsung sepanjang tahun2010. 390 berita (56.7 peratus) mengenai JPAdilaporkan secara neutral, 225 (32.7 peratus) adalahpositif manakala 73 (10.6 peratus) adalah negatif.
Lima liputan terbanyak adalah berkenaan Penajaan iaitu279 (40.5 peratus), Hal Ehwal Perkhidmatan 142 (20.6peratus), Gaji/Elaun/Kemudahan 66 (9.6 peratus),Pencen/Faedah Persaraan 59 (8.6 peratus) danPembangunan Organisasi 59 (8.6 peratus).
Sebanyak 41 maklum balas rasmi JPA telah dikeluarkanbagi menjawab pertanyaan/aduan pembaca akhbar.
Secara keseluruhannya, liputan adalah memihak danmemberi imej yang baik kepada JPA.
PenajaanSponsorships
(40.5%)
Hal Ehwal PerkhidmatanService Matters
(20.6%)
Gaji/Elaun/KemudahanSalaries/Allowances/Perks
(9.6%)
Pencen/Faedah PersaraanPensions/Retirement Benefits
(8.6%)
Isu Utama di Media Massa Tahun 2010Main Issues in the Mass Media in 2010
59
59
66
0 50 100
Pembangunan OrganisasiOrganisational Developments
(8.6%)
151Jabatan Perkhidmatan Awam
Public Service Department
• Newspaper Coverage Analysis
A total of 688 news coverage on national newspapersrelated to the PSD throughout 2010. 56.7 percent or390 news on the PSD were neutral, 32.7 percent or 225(positive) and 10.6 percent or 73 (negative).
The five highest coverage were: Sponsorship 279 (40.5percent), Service Matters 142 (20.6 percent).Salaries/Allowances/Perks 66 (9.6 percent),Pensions/Retirement Benefits 59 (8.6 percent) andOrganisational Development 59 (8.6 percent).
A total of 41 official feedback was released by the PSDin response to readers’ inquires and complaints.
In general, the newspaper coverage was supportive andalso helped to portray a good image for the PSD.
Isu Utama di Media Massa Tahun 2010Issues in the Mass Media in 2010
279
142
100 150 200 250 300
151Jabatan Perkhidmatan Awam
Public Service Department
BIL. NO.
PEKELILING PERKHIDMATAN SERVICES CIRCULARS
1 Pelaksanaan Dan Penetapan Gred Jawatan PembantuImplementation And Setting of Grades of Assistant Office
2 Pindaan Dasar Penangguhan Balik Pelajar-Pelajar TajaanAmendments on the Policy Regarding the Delayed Return
3 Kemudahan Cuti Tanpa Rekod Kepada Pegawai PerkhidmatanUnrecorded Leave Benefits for Public Service Officers
4 Pemansuhan Bayaran Wad Kepada Pegawai Dan PesaraAbolishment of Ward Payment for Public Service Employees
5 Kemudahan Tambang Percuma Ke Luar Negeri Bagi PegawaiGred Khas A Serta Yang SetarafFree Overseas Flight Fare for Senior Officers Grade A and
6 Penetapan Ketua Perkhidmatan Bagi 243 Skim PerkhidmatanPerkhidmatan Awam PersekutuanEstablishment of Head of Service For 243 Schemes of
7 Panduan Pengurusan Pemangkuan Dan Kenaikan PangkatGuidelines for the Management of Acting and Promotions
PekelilingSERVICE CIRCULARS 2010
PERKHIDMATAN 2010
8 Bayaran Insentif Akademik Pensyarah Perubatan Di InstitusiAcademic Incentive Allowance For Medical Lecturers of
9 Permohonan Mengambil Bahagian Dalam Aktiviti PolitikGred DG41 Hingga DG48 Yang Bertugas Di Institusi Pendidikan,Application to Participate in Politics for Graduate EducationWorking in Educational Institutions, Ministry of Education
10 Bantuan Khas Kewangan Tahun 2010Special Financial Assistance 2010
11 Bantuan Khas Kewangan Kedua Tahun 2010Special Financial Assistance 2010 (Second Series)
12 Perubahan Nama Skim Perkhidmatan Pembantu TeknikPembantu Teknik Ukur Bangunan Dan Pembantu UndangChanges to the Name of Scheme of Service for AssistantAssistant Building Survey Technician and Legal Assistant
13 Pemansuhan Penilaian Tahap KecekapanThe Abolishment of the Competency Level Assessment
14 Kemudahan Cuti Bersalin Pegawai Perkhidmatan AwamMaternity Leave Benefits for Public Service Officers
15 Perubahan Perbekalan Kenaikan Pangkat Skim PerkhidmatanPensyarah Perubatan, Pensyarah Pergigian Dan PensyarahChanges of Promotion Provision for the Scheme of ServiceDentistry Lecturer and UiTM Lecturer
16 Pencapaian Dasar Satu Peratus Peluang Pekerjaan DalamAccomplishment of the One Percent Employment Opportunities
152Jabatan Perkhidmatan Awam
Public Service Department
Pembantu Setiausaha Pejabat/Setiausaha PejabatOffice Secretary / Office Secretary
Tajaan Kerajaan Di Luar NegaraReturn of Government Sponsored Students Abroad
Perkhidmatan Awam Yang Menderma OrganWho Donate Organs
Pesara Perkhidmatan AwamEmployees and Retirees
Pegawai Gred Utama Dan Ke Atas,
and Above, Special Grade A and Equivalent
Perkhidmatan Yang Sedang Berkuat Kuasa Dalam
Service In Force In The Federal Civil Service
Pangkat Dalam Perkhidmatan AwamPromotions in the Public Service
Institusi Pengajian Tinggi Awamof Public Institutes of Higher Learning
Politik Pegawai Perkhidmatan Pendidikan Siswazah (PPPS)Pendidikan, Kementerian Pelajaran Malaysia (KPM)
Education Officers Grade DG41 until DG48Education (MOE)
Teknik Kapal Terbang, Pembantu Teknik Ukur,Undang-Undang
Assistant Aircraft Technician, Assistant Survey Technician,Assistant
Assessment
Awam
Perkhidmatan Pensyarah Universiti,Pensyarah UiTM
Service of University Lecturer, Medical Lecturer,
Dalam Perkhidmatan Awam Kepada Orang Kurang UpayaOpportunities in the Public Service to Persons with Disabilities
152Jabatan Perkhidmatan Awam
Public Service Department
BIL.NO.
SURAT PEKELILING PERKHIDMATAN SERVICE CIRCULARS
1 Pelantikan Secara Kontrak Bagi Pesara Sebagai KetuaSyariah Dan Ketua Hakim Syarie Negeri-NegeriContract Appointment of Retirees As Director GeneralSyariah Judge of the States
2 Pelaksanaan Modul Pengurusan Saraan, Faedah Dan GanjaranThe Implementation of Remuneration Management,Submodule
3 Penyeragaman Waktu Bekerja Berperingkat Bagi SemuaRehat Mingguannya Ialah Hari JumaatStandardisation of the Flexi Working Hours For All FederalRest Day On Friday
4 Pelaksanaan Modul Penamatan Perkhidmatan - UrusanPersaraan Pilihan Dan Fungsi Kematian Dalam PerkhidmatanThe Implementation of Service Termination Module55/56/58, Retirement Options and Death Whilst in Service
Surat PekelilingSERVICE CIRCULARS LETTERS 2010
PERKHIDMATAN 2010
5 Pelaksanaan Penambahbaikan Jadual Gaji Matriks BagiPergigianImplementation of the Improvement to the Matrix SalaryService
6 Pemberian Bayaran Insentif Penempatan Sabah, SarawakSarawak Atau Labuan Dan Pemanjangan KemudahanSecara Kontrak (Contract Of Service)The Grant of Placement Incentive Payment and HousingMedical Benefits for Non-Citizen Contract Officers
7 Pindaan Kepada Lampiran A – Senarai Skim – Skim PerkhidmatanIjazah Sarjana Dan/Atau Ijazah Doktor Falsafah (Ph.D)Amendment to Appendix A - List of Schemes – ServiceLevel of Masters and/or Doctor of Philosophy (PhD)
8 Panduan Pelaksanaan Pementoran Dalam PengurusanGuidance on the Implementation of Mentoring in the Public
9 Pelaksanaan Submodul Pengurusan Perhubungan MajikanImplementation of Employer and Employee Relationship(MBJ) through HRMIS
153Jabatan Perkhidmatan Awam
Public Service Department
Ketua Pengarah / Ketua Hakim Syarie, Hakim Mahkamah Rayuan
/ Chief Judge, Judge of the Syariah Appeal Court and the Chief
Ganjaran - Submodul Pengurusan CutiManagement, Benefits and Rewards Module - Leave Management
Semua Agensi Kerajaan Persekutuan Di Negeri-Negeri Yang Hari
Federal Government Agencies In States Observing Their Weekly
Urusan Persaraan Kerana Mencapai Umur 55/56/58 Tahun, UrusanPerkhidmatanModule - Matters on Retirement Due to the Attainment of Age
Service
PekelilingSERVICE CIRCULARS LETTERS 2010
PERKHIDMATAN 2010
Bagi Skim Perkhidmatan Pensyarah Perubatan dan Pensyarah
Salary Schedule for the Medical and Dental Lecturers Scheme of
Sarawak Atau Labuan, Bayaran Insentif Perumahan Sabah,Perubatan Kepada Pegawai Bukan Warganegara Yang Dilantik
Housing Incentive Payment for Sabah, Sarawak or Labuan; and
Perkhidmatan Yang Memperuntuk Syarat Lantikan Di Peringkat
Service Scheme that Allocates Conditions for Appointment at the
Pengurusan Sumber Manusia Sektor AwamPublic Sector Human Resource Management
Majikan Pekerja – Majlis Bersama Jabatan (MBJ) Aplikasi HRMISRelationship Management Submodule - Joint Departmental Councils
153Jabatan Perkhidmatan Awam
Public Service Department
15.01.2010Amanat Tahun Baru 2009 KPPA
DGPS New Year Address 2009
PeristiwaIMPORTANT EVENTS
PENTING
11&12.02.2010Seminar Perancangan Strategik JPA
PSD Strategic Planning Seminar
154Jabatan Perkhidmatan Awam
Public Service Department
28.01.2010Pelancaran Pelan Hala Tuju Program Transformasi Kerajaan
Launching of the Government Transformation Programme
09.03.2010Majlis Perdana Perkhidmatan Awam Ke-XI
The 11th Civil Service Premier Gathering
154Jabatan Perkhidmatan Awam
Public Service Department
17.03.2010Lawatan Pasukan Audit Perbadanan Produktiviti Malaysia
(MPC) Bagi Pensijilan Amalan 5S di JPA Visit by the Audit Team of the Malaysian Productivity Board
for the Certification of 5S at the PSD
IMPORTANT EVENTS
PENTINGPeristiwa
8&9.04.2010Mesyuarat Ke-20 Jawatankuasa Perhubungan antara JPA
dengan Pentadbiran Negeri SarawakMeeting of the 20th Coordination Committee between the PSD
and the Sarawak State Service
155Jabatan Perkhidmatan Awam
Public Service Department
07.04.2010Temuduga Program Penajaan Luar Negara
Interview for the Overseas Sponsorship Programme
12-16.04.2010Makmal Penamatan Perkhidmatan
Exit Policy Lab
155Jabatan Perkhidmatan Awam
Public Service Department
15.04.2010Majlis Penyampaian Surat Tawaran dan Taklimat
Biasiswa Nasional Tahun 2010 The presentation of the Letter of Offer and Briefing
for the National Scholarship in 2010
IMPORTANT EVENTS
PENTINGPeristiwa
12.05.2010Perjumpaan KPPA bersama Duta-Duta Malaysia
ke Luar NegaraMeeting of the DGPS with Malaysian Ambassadors
156Jabatan Perkhidmatan Awam
Public Service Department
05.05.2010Anugerah Perkhidmatan Cemerlang Tahun 2009The 2009 PSD Excellent Service Award Ceremony
14.05.2010Majlis Perhimpunan Penjawat Awam Tahun 2010
2010 Public Servants Gathering
156Jabatan Perkhidmatan Awam
Public Service Department
31.05.2010-02.06.2010Seminar Perancangan Strategik Pertengahan
dan SokonganStrategic Planning Seminar for Middle and Support Group
IMPORTANT EVENTS
PENTINGPeristiwa
30.06.2010Majlis Penyerahan Tugas KPPADGPS Handing Over Ceremony
157Jabatan Perkhidmatan Awam
Public Service Department
24.06.2010Pelancaran Jawatan Kuasa Kluster PTDLaunching of ADS Cluster Committees
16.07.2010Mesyuarat Majlis Bersama Kebangsaan 1/2010
National Joint Council Meetings 1/2010
157Jabatan Perkhidmatan Awam
Public Service Department
13.08.2010Forum Perdana Ramadhan Pertama
1st Forum in Conjunction with the Holy Month of Ramadhan
IMPORTANT EVENTS
PENTINGPeristiwa
25.08.2010Majlis Penghayatan Bulan Kemerdekaan Tahun 2010
An Event to Commemorate the Month of Independence in 2010
158Jabatan Perkhidmatan Awam
Public Service Department
20.08.2010Forum Perdana Ramadhan Kedua
2nd Forum in Conjunction with the Holy Month of Ramadhan
01.09.2010Majlis Berbuka Puasa dan Solat Tarawikh JPA
Breaking of Fast and ‘Tarawikh’ Prayer in the PSD
158Jabatan Perkhidmatan Awam
Public Service Department
23.09.2010Majlis Jamuan Hari Raya Aidilfitri JPA
The PSD Eid Fitri Celebration
IMPORTANT EVENTS
PENTINGPeristiwa
5-8.10.2010Penilaian Star Rating oleh MAMPU
Evaluation for Star Rating by MAMPU
159Jabatan Perkhidmatan Awam
Public Service Department
5-6.10.2010Seminar Psikologi Ke-16
The 16th Psychology Seminar
08.10.2010Majlis Perasmian Razak School of Government (RSOG)Launching of the Razak School of Government (RSOG)
159Jabatan Perkhidmatan Awam
Public Service Department
11-13.10.2010Audit Pengawasan SIRIM MS ISO 9001:2008Monitoring Audit by SIRIM MS ISO 9001:2008
IMPORTANT EVENTS
PENTINGPeristiwa
19.10.2010Persidangan Majlis Bersama Jabatan
Joint Departmental Councils Conference
160Jabatan Perkhidmatan Awam
Public Service Department
13.10.2010Pengurniaan Biasiswa Yang di-Pertuan Agong
Award of The King Scholarship
28-30.10.2010Persidangan ASEAN Mengenai Isu-isu Perkhidmatan Awam
Ke-15 di Luang Prabang, Lao PDRThe 15th ASEAN Conference On Civil Service Matters (ACCSM)
Luang Prabang, Lao PDR
160Jabatan Perkhidmatan Awam
Public Service Department
01.11.2010Bengkel Pengukuhan Pelaksanaan KPI Penjawat
Pengurusan Tertinggi Perkhidmatan AwamWorkshop on Strengthening the Implementation of KPI
for the Top Echelon of the Public Service
IMPORTANT EVENTS
PENTINGPeristiwa
8.11.2010Seminar Perancangan Strategik Pertengahan dan
Sokongan Siri 2Strategic Planning Seminar for Middle and
Support Group Series 2
161Jabatan Perkhidmatan Awam
Public Service Department
02.11.2010Upacara Menandatangani Antara Kerajaan Malaysia
& Pusat Perubatan Akademik Signing Ceremony Between The Government of Malaysia
& Academic Medical Centre
09.11.2010Majlis Graduasi Program Cross Fertilisation PCF-GLC
Siri 1 Tahun 2009/2010Cross Fertilisation PCF-GLC Series 1 Year 2009/2010
Graduation Ceremony
161Jabatan Perkhidmatan Awam
Public Service Department
22.11.2010Majlis Pentauliahan Rakan Pembimbing
Perkhidmatan Awam AKRABAccreditation of Peers In the Public Service
IMPORTANT EVENTS
PENTINGPeristiwa
25.11.2010Majlis Bersama Kebangsaan 2/2010
National Joint Council Meetings 2/2010
162Jabatan Perkhidmatan Awam
Public Service Department
23.11.2010Pelancaran Pasukan Sukarela Askar Wataniah JPA
Launching of the PSD Army Volunteers
30.11.2010-02.12.2010Persidangan Perkhidmatan Awam
Public Service Conference
162Jabatan Perkhidmatan Awam
Public Service Department
14.12.2010Hari Inovasi JPA
PSD Innovation Day
IMPORTANT EVENTS
PENTINGPeristiwa
20.12.2010Majlis Penyampaian Bantuan Kewangan dan
Geran Akademik 1MDBThe presentation of Financial Aid and
1MDB Academic Grant
163Jabatan Perkhidmatan Awam
Public Service Department
16-18.12.2010Mesyuarat Perhubungan JPA-Sabah
PSD-Sabah State Coordination Committee
17.01.2011Majlis Malam Mesra JPA Tahun 2010
PSD Night 2010
163Jabatan Perkhidmatan Awam
Public Service Department
PerhimpunanPSD’S MONTHLY ASSEMBLY
BULANAN JPA
APRIL
JANBPP
APRIL BPO
JULAI | JULY BPP
OKT | OCT BS
164Jabatan Perkhidmatan Awam
Public Service Department
MEI | MAY JUN | JUNE
MAC | MARCH BPPs
FEBBP
MEI | MAY BKP
JUN | JUNEBPP
OGOS | AUG BK
SEPT BPM
NOV INTAN
DIS | DEC BPP
164Jabatan Perkhidmatan Awam
Public Service Department
TajukTitle
Kajian Empirikal Impak Pengajian Ijazah Lanjutan keatas Pegawai Perkhidmatan Awam PersekutuanEmpirical Research on the Impact of Post-DegreeEducation Among Public Service Officers
Kajianmanamemberikandan pembangunanThiseffectivenesscareer
Kajian Profiling Penempatan Pegawai Tadbir danDiplomatikResearch on the Placement Profiling of theAdministrative and Diplomatic Service Officers (ADS)
Kajianyang meliputiThis researchofficerexpertise,
Kajian Penambahbaikan Piagam Pelanggan JPAResearch on the Improvement of the PSD’s ClientsCharter
Kajianyangjelas sertaThis researchclients’
PenyelidikanRESEARCH AND CASE STUDIES 2010
DAN KAJIAN KES 2010
clients’
Kajian Kepimpinan Transformasi Perkhidmatan AwamResearch on the Civil Service TransformationalLeadership
KajianpenjawatpersepsidalamThis researchof theof future
Kajian Pelaksanaan Dasar Kenaikan Pangkat SecaraKhas Untuk Penyandang (KUP) bagi PegawaiKumpulan Sokongan yang telah Berkhidmat Melebihi15 tahunResearch on the Implementation of the PromotionPolicy through Personal to Holder for Supporting StaffWho Have Been in Service for more than 15 Years
KajianpelaksanaanPenyandangBerkhidmatThis researchPromotionhave been
Kajian Ciri-Ciri Kepimpinan Yang Dikehendaki di JPAStudy on the Leadership Characteristic Required atthe PSD
KajianpegawaimendapatkanmerekaThis studyPSD officersrequired
165Jabatan Perkhidmatan Awam
Public Service Department
PeneranganDescription
Kajian ini bertujuan mendapatkan pandangan tentang sejauhmana Pengajian Ijazah Lanjutan (Sarjana dan Kedoktoran) telahmemberikan impak yang berkesan dari segi perkembangan kerjaya
pembangunan diri pegawairesearch was aimed at obtaining views regarding the
effectiveness of post-degree education in terms of the officers’career and self development
Kajian ini bertujuan untuk membina profiling penempatan PTDmeliputi kesesuaian tempat, bidang dan persekitaran kerja
research was aimed at building the placement profiling of ADSofficer. The areas of study include the suitability of placement andexpertise, as well as working environment
Kajian ini dijalankan bagi mengkaji cadangan penambahbaikanboleh dibuat terhadap Piagam Pelanggan JPA supaya lebih
serta boleh dinilai dan diukurresearch was aimed at studying possible changes to the PSD’s
clients’ charter to make them clearer and easier to quantify
RESEARCH AND CASE STUDIES 2010
clients’ charter to make them clearer and easier to quantify
Kajian ini dijalankan bagi mendapatkan maklum balas Penjawat-penjawat Pengurusan Tertinggi Perkhidmatan Awam mengenaipersepsi mereka terhadap jenis kompetensi yang diperlukandalam kepimpinan perkhidmatan awam pada masa hadapan
research was aimed at getting feedbacks from the top echelonthe public service on leadership competency elements requiredfuture leaders of the public service
Kajian ini dijalankan bertujuan untuk menilai semula keberkesananpelaksanaan Dasar Kenaikan Pangkat Secara Khas UntukPenyandang (KUP) Bagi Pegawai Kumpulan Sokongan Yang TelahBerkhidmat Melebihi 15 Tahun
research was aimed at reviewing the implementation of thePromotion Policy through Personal to Holder for support staff who
been in service for more than 15 years
Kajian ini dijalankan bagi mengenal pasti tahap kepimpinanpegawai-pegawai di JPA secara keseluruhannya sertamendapatkan maklum balas mengenai ciri-ciri kepimpinan yangmereka perlukan
study was aimed at identifying the overall leadership level ofofficers and to get feedback on the elements of leadership
required within the PSD
165Jabatan Perkhidmatan Awam
Public Service Department
TajukTitle
Kajian Rasionalisasi Pejabat Penasihat Pendidikandan Latihan JPA Di Luar Negara (PPL)Research on the Rationalisation of the PSDEducation Advisory and Training Offices Overseas
Kajian dijalankanPPL di luarThis researchofficers abroad
Kajian Keberkesanan Penempatan KetuaKomunikasi KorporatResearch on the Effectiveness of the Placement ofHead of Corporate Communications
Kajian iniKomunikasilantikan melaluiThis researchplacemententry appointment
Kajian Penglibatan Pegawai Awam Dalam PasukanSukarelawan BeruniformResearch on the Involvement of Public ServiceOfficers in Uniformed Volunteer Bodies
Kajian diadakanAwam dansukarelawanThis researchservants
Kajian Bayaran Lebih Masa Kajian ini
PenyelidikanRESEARCH AND CASE STUDIES 2010
DAN KAJIAN KES 2010
Kajian Bayaran Lebih MasaResearch on Overtime Allowance
Kajian inimengenaiThis researchovertime
Kajian Penggunaan Internet/ICT DalamPembangunan Kendiri di PejabatResearch on the Use of Internet/ICT in SelfDevelopment
Kajian inipenggunaanThis researchrelated to
Kajian Impak Audit Nilai dalam PelaksanaanProgram-Program Penambahbaikan di JabatanKerajaanImpact Study on the Implementation of AuditValue Improvement Programmes in GovernmentDepartments
Kajian inipentadbiranThis researchadministrative
Kajian Amalan Pengiktirafan Dalam PerkhidmatanAwamResearch on the Practice of Recognition in thePublic Service
Kajian iniorganisasiThis researchrecognition
Kajian Pemahaman Gagasan 1Malaysia diKalangan Warga JPAResearch on the Understanding of 1MalaysiaAmong JPA Citizens
Kajian iniwarga JPAThis researchknowledge
166Jabatan Perkhidmatan Awam
Public Service Department
PeneranganDescription
dijalankan bagi melihat keberkesanan kerja pegawai-pegawailuar negara
research was aimed at examining the effectiveness of the PPLabroad
ini dijalankan bagi melihat keberkesanan penempatan KetuaKomunikasi Korporat di kementerian-kementerian melalui kaedah
melalui pelbagai peringkatresearch was aimed at examining the effectiveness of the
placement of Head of Corporate Communications through multipleappointment in Ministries
diadakan bagi mendapatkan gambaran kesediaan Penjawatdan Pegawai-pegawai PTD muda dalam menyertai pasukan
sukarelawan beruniformresearch was aimed at gaining insight and willingness of civil
and young ADS officers to volunteering in uniformed bodies
ini bertujuan mendapatkan pandangan Penjawat Awam
RESEARCH AND CASE STUDIES 2010
ini bertujuan mendapatkan pandangan Penjawat Awammengenai bayaran elaun bagi pegawai yang bekerja lebih masa
research was aimed at getting the civil servants’ views regardingovertime allowance
ini bertujuan untuk menilai masalah psikologi berhubungpenggunaan internet di kalangan penjawat awam
research was aimed at evaluating the psychological problemsto the use of internet among public servants
ini bertujuan mengkaji dan menambahbaik sistem pengurusanpentadbiran perkhidmatan awam
research was aimed a examining and improving the public serviceadministrative management system
ini bertujuan untuk menilai budaya pengiktirafan dalamorganisasi perkhidmatan awam
research was aimed at evaluating the culture of appreciation andrecognition in the public service
ini bertujuan untuk melihat pemahaman serta pengetahuanJPA berhubung gagasan 1Malaysia
research was aimed at examining the understanding andknowledge of JPA citizens regarding the ideas of 1Malaysia
166Jabatan Perkhidmatan Awam
Public Service Department
TajukTitle
Kajian Faktor-Faktor Yang MempengaruhiKreativiti Dalam OrganisasiResearch on the Factors Affecting Creativity inOrganisation
Kajian iniawamThis researchpublic servants
Kajian Terhadap Faktor-Faktor Yang MenghalangDalam Membuat Keputusan Yang CepatResearch on the Factors Obstructing QuickDecision Making
Kajian inidalam membuatdan faktorcepatThis researchdecision makingencouraged
Kajian Impak Program Komuniti BersamaMasyarakat: Penglibatan Ibu Bapa TerhadapPelajaran Anak-Anak di Sekolah KebangsaanTanjung Agas, Port Dickson, Negeri SembilanImpact Study on Community Programme:Parents’ Involvement in Children’s Education atTanjung Agas Primary School, Port Dickson,Negeri Sembilan
Kajian inipelajaran anakcita-cita yangdalam melibatkanThis researchchildren’sambitions,school
PenyelidikanRESEARCH AND CASE STUDIES 2010
DAN KAJIAN KES 2010
Negeri Sembilan school
Kajian Transformasi Diri Pegawai Awam diOrganisasiResearch on Self Transformation Among PublicServants in an Organisation
Kajian initransformasiThis researchtransformation
Kajian Masalah Kesesakan Jalan Raya danKekurangan Kemudahan Parkir ke atas PsikologiKualiti Penyampaian Perkhidmatan PegawaiAwamResearch on Traffic Congestion Problems andLack of Parking Space on the Psychological andPerformance Quality of Public Servants
Kajian ini bertujuanpunca masalahpersepsi terhadapkesan terhadapThis researchservants onpractice ofof performance
Kajian Impak Pementoran Dalam PerkhidmatanAwamImpact Study on Mentoring in the Public Service
Kajian inipementoranThis researchprogrammes
167Jabatan Perkhidmatan Awam
Public Service Department
PeneranganDescription
bertujuan untuk mengenalpasti tahap kreativiti pegawai
research was aimed at identifying the level of creativity amongservants
bertujuan untuk mengenalpasti faktor yang menghalangmembuat keputusan cepat; mengkaji gaya pembuat keputusan;
faktor yang mendorong responden membuat keputusan yang
research was aimed at identifying the factors that prevented quickmaking; the styles of decision makers, and factors that
encouraged respondents in making quick decisions
bertujuan untuk mengkaji penglibatan ibu bapa dalamanak-anak; mengkaji kesedaran ibu bapa terhadap minat dan
yang dimiliki oleh anak; dan mengkaji kerjasama ibu bapamelibatkan diri dengan aktiviti yang diajurkan oleh pihak sekolah
research was aimed at examining parents’ involvement ineducation, parents’ awareness of children’s interests and
ambitions, and parents’ cooperation in activities organised by the
RESEARCH AND CASE STUDIES 2010
bertujuan untuk mengenalpasti faktor yang menghalangtransformasi pegawai awam
research was aimed at identifying factors that preventstransformation among public servants
bertujuan untuk mengkaji persepsi pegawai awam terhadapmasalah kesesakan jalan raya dan kekurangan parkir; mengkaji
terhadap amalan perkongsian kereta; serta mengenalpastiterhadap psikologi dan kualiti penyampaian perkhidmatan
research was aimed at examining the perceptions of publicon road congestion problems and lack of parking space; the
of car pooling, and its effects on the psychological and qualityperformance
bertujuan untuk mengenal pasti keberkesanan programpementoran
research was aimed at identifying the effectiveness of mentoringprogrammes
167Jabatan Perkhidmatan Awam
Public Service Department
TajukTitle
Kajian Kejayaan Skim Amanah Ikhtiar Malaysia(AIM) Dalam Mencipta Usahawan Berjaya : 5 KesTerpilih di SelangorStudy on the Success of the Malaysia IkhtiarTrust Scheme in Creating SuccessfulEntrepreneurs: 5 Selected Cases in Selangor
Kajian ini dijalankanmengenaiThis researchsuccess of
Kajian Impak Program Pembangunan SahsiahDalam Perkhidmatan Awam di Wilayah Utara.Impact Study on the Public Sector CharacterDevelopment Programme in the Northern Region
Kajian inipelaksanaan,dan mengenalpastisahsiah diThis researchdevelopment
Kajian Pengkhususan Institusi Latihan Awam(ILA)Study on Specialisation of Public TrainingInstitute (ILA)
Kajian inisumber sektorberada di tahapThis studyresources and
PenyelidikanRESEARCH AND CASE STUDIES 2010
DAN KAJIAN KES 2010
resources and
Kajian Penetapan Gred Jawatan PembantuSetiausaha Pejabat/Setiausaha PejabatStudy on Setting of Grades of Assistant OfficeSecretary/Office Secretary
Kajian iniperkhidmatanbagi skimPejabatThis studyAdministrativefor Assistant
Kajian Penetapan Ketua Perkhidmatan Bagi 243Skim Perkhidmatan Yang Sedang Berkuat KuasaDalam Perkhidmatan Awam PersekutuanStudy on Setting of Head of Service For 243Schemes of Service In The Federal Civil Service
Kajian ini adalahmobiliti pegawaiThis studymobility of
Kajian Keberkesanan AKRAB di Jabatan danKementerianImpact Study on Peer Guidance (AKRAB) atAgencies and Ministries
Kajian iniAKRAB di agensi,sejauh manaorganisasiThis researchformationorganisation,AKRAB’s activities
168Jabatan Perkhidmatan Awam
Public Service Department
PeneranganDescription
dijalankan untuk menvaliditas teori dan kefahaman sedia adafaktor-faktor yang menyumbang kepada kejayaan usahawan
research was aimed at identifying factors that contributed to theentrepreneurs
ini dijalankan untuk mengenalpasti bentuk dan tahappelaksanaan, menganalisis skop kandungan program yang dilaksanakan
mengenalpasti masalah pelaksanaan program pembangunandalam perkhidmatan awam
research was aimed at identifying the problems of personalitydevelopment programme in the public service
dijalankan bertujuan untuk mengoptimumkan penggunaansektor awam serta memastikan kualiti kursus yang ditawarkan
tahap terbaikwas aimed at optimising the utilisation of the public sector’s
and to ensure the quality of courses offered
RESEARCH AND CASE STUDIES 2010
and to ensure the quality of courses offered
bertujuan untuk meningkatkan keberkesanan penyampaianperkhidmatan Pembantu Khas melalui penetapan gred dan kadar elaun
skim perkhidmatan Pembantu Setiausaha Pejabat/Setiausaha
study was aimed at increasing the efficiency in service delivery ofAdministrative Assistants through setting of grades and allowance rate
Assistant Office Secretary/Office Secretary
adalah untuk menambah baik peluang kemajuan kerjaya danpegawai Perkhidmatan Awam Persekutuan
study was aimed at enhancing the career development andof officers in the Federal Civil Service
dijalankan untuk menilai pencapaian matlamat penubuhanagensi, mengkaji keberkesanan AKRAB dalam organisasi, dan
mana keterlibatan penyelia AKRAB dalam menjayakan AKRAB di
research was aimed at evaluating the mission of AKRAB’sin agencies, to examine the effectiveness of AKRAB in an
organisation, and the extent of AKRAB supervisors’ involvement inactivities in organisations
168Jabatan Perkhidmatan Awam
Public Service Department
TajukTitle
Kajian Keberkesanan Sistem Pengurusan SyarikatBas EkspresStudy on the Effectiveness of the ManagementSystem of Express Bus Company
Kajian inisyarikatmemberikanperkhidmatanThis researchmanagement
Kajian impak dimensi kebolehan dan personalitipelatih ke atas motivasi untuk memindahkanlatihanImpact Study on the Ability Variables and TrainerPersonalities on Motivation to Transfer Training
Kajian inimotivasi pelatihkerjaThis researchmotivationplace
Kajian Kepuasan Pelanggan TerhadapPelaksanaan Kursus dan Kemudahan Latihan diINTANCustomer Satisfaction Survey on theImplementation of Courses and Training Facilitiesat INTAN
Kajian inikeberkesanankepuasandi INTANpelaksanaanThis researcheffectiveness
PenyelidikanRESEARCH AND CASE STUDIES 2010
DAN KAJIAN KES 2010
effectivenessparticipants'and to suggestfacilities in
Kajian Eksplorasi Data Daripada PelaksanaanPenilaian Berdasarkan Petunjuk Prestasi Utama(KPI) di Kalangan Penjawat Pengurusan TertinggiPerkhidmatan Awam Tahun 2009Exploration of Data collected from theImplementation of the Key PerformanceIndicators (KPIs) among the Top Echelons of theCivil Service in 2009
Kajian inisoal selidikPelaksanaanPengurusanThe focusLeadershipKPI among
169Jabatan Perkhidmatan Awam
Public Service Department
PeneranganDescription
ini dijalankan untuk mengkaji keberkesanan pengurusanbas ekspres di Semenanjung Malaysia dan seterusnya
memberikan cadangan penambahbaikan terhadap kualitiperkhidmatan yang ditawarkan
research was aimed at examining the effectiveness of express busmanagement in Peninsular Malaysia
bertujuan menganalisis faktor utama yang mempengaruhipelatih untuk memindahkan latihan secara intensif ke tempat
research was aimed at analysing the major factors affectingmotivation among trainers in providing intensive training at the work
bertujuan mengkaji persepsi peserta-peserta kursus tentangkeberkesanan kursus-kursus yang dilaksanakan oleh INTAN, menilai
peserta kursus terhadap kemudahan latihan yang disediakandan mengemukakan cadangan penambahbaikan ke atas
pelaksanaan kursus dan kemudahan latihan di INTANresearch was aimed at examining participants' perceptions on the
effectiveness of the courses organised by INTAN, to evaluate
RESEARCH AND CASE STUDIES 2010
effectiveness of the courses organised by INTAN, to evaluateparticipants' satisfaction on the training facilities provided by INTAN
suggest improvements on the course execution and trainingin INTAN
memberi fokus kepada analisis validity dan reliability borangselidik Kompetensi Kepimpinan yang diguna pakai di dalam
Pelaksanaan Penilaian Berdasarkan KPI di kalangan PenjawatPengurusan Tertinggi Perkhidmatan Awam
focus of this study was on the validity and the reliability of theLeadership Competency questionnaire used in the implementation of
among the Top Echelon of the Public Service
169Jabatan Perkhidmatan Awam
Public Service Department
StatistikSTATISTICS AND TRENDS
DAN TREND
Bil.No.
Klasifikasi PerkhidmatanService Classification
KodCode
Kumpulan PerkhidmatanService Group
PengurusanProfesional
Management & Professional
1. Pengangkutan Transport
A 4
2. Bakat dan Seni Talent and Arts
B -
3. SainsScience
C 9
4. PendidikanEducation
DH/DS/DU/DUG/DM/DG/DGA
6
5. Ekonomi Economics
E 3Economics
6. Sistem Maklumat Information System F
FT1
7. PertanianAgriculture
G 7
8. KejuruteraanEngineering
J 9
9. Keselamatan dan Pertahanan Awam Security and Civil Defence
KB/KP/KR/KX
4
10. Perundangan dan KehakimanLegal and Judiciary
LLS
2
11. Tadbir dan DiplomatikAdministrative and Diplomatic M 1
12. Pentadbiran dan SokonganAdministration and Support N
NT6
170Jabatan Perkhidmatan Awam
Public Service Department
Kumpulan PerkhidmatanService Group
Skim Perkhidmatan
BersepaduIntegratedScheme of
Service
Jumlah SkimPerkhidmatan
Total No. ofSchemes
ofService
Pengurusan &Profesional
Management & Professional
SokonganSupport
7 - 11
- 7 7
13 - 22
2 1 9
7 - 10
2 - 3
17 - 24
16 1 26
12 2 18
5 - 7
- - 1
35 - 41
170Jabatan Perkhidmatan Awam
Public Service Department
Bil.No.
Klasifikasi PerkhidmatanService Classification
KodCode
Kumpulan PerkhidmatanService Group
PengurusanProfesional
Management & Professional
13. PencegahanPrevention
P -
14. Penyelidikan dan PembangunanResearch and Development
Q 2
15. Mahir/Separuh Mahir/Tidak MahirSkilled/Semi-Skilled/ Unskilled
R -
16. Perkhidmatan SosialSocial Service S 13
StatistikSTATISTICS AND TRENDS
DAN TREND
Social Service S 13
17. Perubatan dan KesihatanMedical and Health U/UD 7
18. KewanganFinance
W 7
19. Penguatkuasa MaritimMaritimeEnforcement
X -
20. Polis Police
YYYTYP
1
21 Angkatan Tentera MalaysiaMalaysian Army Z -
JumlahTotal
82
Skim Perkhidmatan Mengikut Klasifikasi Schemes of Service by Classification and Service Group
171Jabatan Perkhidmatan Awam
Public Service Department
Kumpulan PerkhidmatanService Group
Skim Perkhidmatan
BersepaduIntegratedScheme of
Service
Jumlah SkimPerkhidmatan
Total No. ofSchemes
ofService
Pengurusan &Profesional
Management & Professional
SokonganSupport
- 1 1
2 - 4
10 - 10
25 - 3825 - 38
10 4 21
11 - 18
1 1 2
3 - 4
1 1 2
179 18 279
Skim Perkhidmatan Mengikut Klasifikasi dan Kumpulan Perkhidmatanof Service by Classification and Service Group
171Jabatan Perkhidmatan Awam
Public Service Department
Jenis SebabType of Reason
Pengurusan &
Management & Professional
Berniaga BusinessSebab kesihatanHealth reasons Sebab penswastaan PrivatisationSebab PeribadiPersonal reasons Hilang minat terhadap pekerjaan Loss of interest towards employment Jaga ahli keluarga yang sakitCaring for sick family members Susah menyesuaikan diri dengan persekitaran kerjaDifficulty in adapting oneself to the work environment Jaga anak
StatistikSTATISTICS AND TRENDS
DAN TREND
Jaga anakTaking care of childrenBiaya pendidikan anak Financing children’s education Tawaran kerja sektor awamWork offer from the private sector Meneruskan perusahaan keluargaGetting involved in the family business Melanjutkan pelajaran Further education Mengikuti kursus usahawan oleh Kerajaan Following entrepreneur courses organised by the GovernmentMengikut suami/isteri berpindah keluar negeriFollowing spouse migrating overseas Pilihanraya Election Sebab-sebab Lain Other reasons
JumlahTotal
Statistik Pesara Yang Bersara Pilihan Sendiri Mengikut Kumpulan Perkhidmatan, Jantina dan Jenis Sebab Bersara bagi Tahun 2010
Statistics on Pensioners Opting for Retirement based on Service Group, Gender and
*Maklumat dari pangkalan data POWER sehingga 21 Feb 2011*Information from POWER Database as of 21st Feb 2011
172Jabatan Perkhidmatan Awam
Public Service Department
LelakiMale
PerempuanFemale
Pengurusan & Profesional
Management & Professional
SokonganSupport
Pengurusan & Profesional
Management & Professional
SokonganSupport
37 570 13 106
71 676 86 520
0 0 0 1
135 767 139 779
14 85 15 76
10 60 33 118
1 1 0 2
0 3 6 19
13 26 7 28
2 2 0 0
0 13 1 2
0 3 0 0
0 2 4 3
0 0 0 0
0 0 8 12
0 1 0 0
283 2,209 312 1,666
Statistik Pesara Yang Bersara Pilihan Sendiri Mengikut Kumpulan Perkhidmatan, Jantina dan Jenis Sebab Bersara bagi Tahun 2010
Statistics on Pensioners Opting for Retirement based on Service Group, Gender and Reasons for Retirement in 2010
172Jabatan Perkhidmatan Awam
Public Service Department
Bil.No.
AgensiAgencies
1Perkhidmatan Awam PersekutuanFederal Public Service
2Perkhidmatan Awam NegeriState Public Service
3Badan Berkanun PersekutuanFederal Statutory Bodies
4Badan Berkanun NegeriState Statutory Bodies
5Pihak Berkuasa TempatanLocal Authorities
JumlahTotal
Maklumat Perjawatan Dan Pengisian MengikutInformation on Establishment and Placement by
StatistikSTATISTICS AND TRENDS
DAN TREND
Bil.No.
KumpulanGroup
1Pengurusan TertinggiPremier Post
2Pengurusan & ProfesionalManagement & Professional
3Sokongan ISupport I
4Sokongan IISupport II
5Lain-lainOthers
JumlahTotal
Maklumat Perjawatan Mengikut Kumpulan Information on Establishment by Service
173Jabatan Perkhidmatan Awam
Public Service Department
PerjawatanEstablishment
PengisianPlacement
1,293,500 1,152,713
124,515 84,812
153,363 117,250
21,181 14,786
58,023 50,826
1,650,582 1,420,387
Mengikut Jenis Perkhidmatan Tahun 2010on Establishment and Placement by Service for 2010
JumlahTotal
3,870
436,679
911,162
277,801
21,070
1,650,582
Kumpulan Perkhidmatan Tahun 2010on Establishment by Service Group for 2010
173Jabatan Perkhidmatan Awam
Public Service Department
383,989
144,071
Bilangan Pesara dan Penerima Pencen Tahun 2010Number of Pensioners and Pension Recipients in 2010
Penerima PencenPension Recipients
PesaraPensioners
1,000,000,000
2,000,000,000
3,000,000,000
4,000,000,000
5,000,000,000
6,000,000,000
7,000,000,000
8,000,000,000
9,000,000,000
10,000,000,000
StatistikSTATISTICS AND TRENDS
DAN TREND
19
9
4
20
6
2
3
0 50 100
Ijazah KedoktoranPh. D
SarjanaMaster
Perkhidmatan Tadbir dan Diplomatik
Administrative and Diplomatic Service
Perkhidmatan Teknologi Maklumat
Information Technology Service
Perkhidmatan Latihan
VokasionalVocational
Training Service
Perkhidmatan Pegawai Psikologi
Psychology Officer Service
Bilangan Tempat Ditawarkan Untuk Hadiah Latihan Persekutan
Number of Places Offered for Federal Training Scholarships
Skim Perkhidmatan GunasamaCommon-User Scheme of Service
1081,480,000
1,500,000
1,520,000
1,540,000
1,560,000
1,580,000
1,600,000
1,620,000
1,640,000
1,660,000
174Jabatan Perkhidmatan Awam
Public Service Department
5,087,698 294,028,316 560,961
117,901,960
8,829,559,222
-
1,000,000,000
2,000,000,000
3,000,000,000
4,000,000,000
5,000,000,000
6,000,000,000
7,000,000,000
8,000,000,000
9,000,000,000
10,000,000,000
Ex-Gratia Bayaran Insentif Penerima Pencen
Tuntutan Perjalanan
Tuntutan Rawatan
Bayaran Pencen
Jumlah Bayaran Oleh Kerajaan Kepada Pesara dan PenerimaPencen Tahun 2010
Total Payment by the Government to Pensioners and Pension
Pension Payment
Medical ClaimMileage ClaimIncentive Payment for Pension Recipients
Ex-Gratia
Total Payment by the Government to Pensioners and Pension Recipients in 2010
Trend perjawatan di Sektor Awam dari Tahun 2007Hingga 31 Disember 2010
Establishment Trend in the Public Sector from 2007 Until 31st December 2010
1,543,203
1,614,539
1,633,160 1,650,582
1,480,000
1,500,000
1,520,000
1,540,000
1,560,000
1,580,000
1,600,000
1,620,000
1,640,000
1,660,000
2007 2008 2009 2010
174Jabatan Perkhidmatan Awam
Public Service Department
Bilangan Peserta Terlibat dalam Program Peningkatan Kemahiran Kaunseling Tahun 2009 dan 2010
0
200
400
600
800
1000
1200
2009 2010
1030
914
344
900
Tahap 1
Tahap 2
Gaji/Elaun/KemudahanSalary/Allowances/Perks66
Level 1
Level 2
StatistikSTATISTICS AND TRENDS
DAN TREND
0
200
400
600
800
1000
1200
1400
2006 2007 2008
233
102
548481
1277
291
167117
789
Program dan Bilangan Peserta Terlibat Dalam Program Pembangunan Berprestasi Tinggi bagi Programme and Number of Participants Involved in the High-Performance Development Programme in
Kemahiran Kaunseling Tahun 2009 dan 2010Participants Involved in Counselling Skill Enhancement
Programmes for the Year 2009 to 2010
175Jabatan Perkhidmatan Awam
Public Service Department
PenajaanSponsorship
279
Hal Ehwal PerkhidmatanService Matter142
Pencen/Faedah PersaraanPensions/Retirement Benefits59
Pembangunan OrganisasiOrganisational Development59
Gaji/Elaun/KemudahanSalary/Allowances/Perks66
Isu Liputan Akhbar Tertinggi Bagi Tahun 2010Highest Media Coverage in 2010
Pembangunan InsanPersonnel Development
Pembangunan OrganisasiOrganisational Development
Pengurusan PsikologiPsychology Management
2009 2010
102
620
1277
490
117
423
Dalam Program Pembangunan Berprestasi Tinggi bagi Tahun 2006 Hingga 2010Performance Development Programme in the Year 2006 To 2010
Highest Media Coverage in 2010
175Jabatan Perkhidmatan Awam
Public Service Department
Perbelanjaan dan Peruntukan Ganjaran, Pencen dan Wang Tunai Gantian Cuti Rehat untuk Tempoh 2001 hingga 2010 (RM Juta)Allocation and Expenditure for Gratuity, Pensions and Cash in Lieu of Leave from 2001 to 2010 (RM Million
3,969 4,0834,786
5,0905,804
877.7 758.91,164.20 1,074.30
1,514.70
2,846.703,266.20 3,551.40 3,820 4,098.90
32.6 32.7 49.8 62.8 91.60
2,000
4,000
6,000
8,000
10,000
12,000
2001 2002 2003 2004 2005 2006
StatistikSTATISTICS AND TRENDS
DAN TREND
Bil. Login HRMISNo of HRMIS logins
Bil. Pengguna HRMISNo of HRMIS users
Trend Bilangan Pengguna, Transaksi & Login HRMIS Bagi Kementerian & Pentadbiran Kerajaan Negeri Sehingga 31 Disember 2010
Trend in Number of HRMIS Users, Transactions and Logins by Ministries and State Governments Until31st December 2010
36 2,036 5,93616,372 21,6450 11 2637,919
138,74969 3,305 13,695 67,805
117,975
0
5000000
10000000
15000000
20000000
25000000
2001 2002 2003 2004 2005
176Jabatan Perkhidmatan Awam
Public Service Department
Perbelanjaan dan Peruntukan Ganjaran, Pencen dan Wang Tunai Gantian Cuti Rehat untuk Tempoh 2001 hingga 2010 (RM Juta)Allocation and Expenditure for Gratuity, Pensions and Cash in Lieu of Leave from 2001 to 2010 (RM Million)
Allocation
Benefit
Pensions
GCR (Cash in lieu of leave)
5,866.40
7,0406,731
8,830
9,883
1,411.80 1,687.70 1,923
1,0731,706.74
4,339.40
5,216.20
6,254
7,6438,004.04
111.1 135.9 161 111 170.27
2006 2007 2008 2009 2010
Peruntukan
Ganjaran
Pencen
GCR
HRMISNo of HRMIS logins
Bil. Transaksi HRMISNo. of HRMIS Transactions
Bilangan Pengguna, Transaksi & Login HRMIS Bagi Kementerian & Pentadbiran Kerajaan Negeri Sehingga 31 Disember 2010
Trend in Number of HRMIS Users, Transactions and Logins by Ministries and State Governments UntilDecember 2010
21,645 16,010 50,742137,789 326,683 467,695
138,749 180,206 1,140,435 3,370,900
13,729,250
23,200,612
117,975 179,061595,222
1,616,060
5,097,929
12,069,838
2005 2006 2007 2008 2009 2010
176Jabatan Perkhidmatan Awam
Public Service Department
14711371
10851083
1029812809
458395394
319302
260252233
14883
126211
0 500 1000 1500 2000
AUSTRALIAINDONESIA
AMERIKA SYARIKATMESIRJEPUNINDIA
UNITED KINGDOMKANADA
KOREANEW ZEALAND
JORDANREPUBLIK RUSIA
PERANCISREPUBLIK GERMAN
IRELANDREPUBLIK CZECH
POLANDEGYPT
TAIWANSINGAPURA
NEGARA KOMANWELUKRAINE
StatistikSTATISTICS AND TRENDS
DAN TREND
Bilangan Pelajar Mengikuti Kursus Luar Negara bagi Tahun 2010
No. of Students Undertaking Courses Overseas For 2010
Kumpulan PerkhidmatanService Group
LelakiMale
%
Pengurusan TertinggiTop Management
1,848 73%
Pengurusan & ProfesionalManagement & Professional
109,377 39%
SokonganSupport
385,387 49%
JumlahTotal
496,612 46%
Pengisian Mengikut Jantina dan Kumpulan Perkhidmatan Sehingga 31 Disember 2010Placement by Gender and Service Group Up to
177Jabatan Perkhidmatan Awam
Public Service Department
NeutralNeutral
390 (56.7%)
PositifPositive
225 (32.7%)
NegatifNegative
73 (10.6%)
Media Massa: Kategori Liputan Tahun 2010Categories of News Coverage in the Mass Media
%Perempuan
Female%
JumlahTotal
73% 670 27% 2,518
39% 171,012 61% 280,389
49% 397,959 51 783,346
46% 569,641 54% 1,066,253
Pengisian Mengikut Jantina dan Kumpulan Perkhidmatan Sehingga 31 Disember 2010Placement by Gender and Service Group Up to 31st December 2010
177Jabatan Perkhidmatan Awam
Public Service Department
Kor
pora
tC
OR
POR
ATE
PRO
FILE
180 Pengurusan Atasan JPA 2010PSD’s Top Management 2010
183 Carta Organisasi Organisation Chart
184 Hala Tuju StrategikStrategic Direction
PROFIL
Kor
pora
t
178Jabatan Perkhidmatan Awam
Public Service Department
186 Piagam Pelanggan Clients’ Charter
188 Perkongsian NilaiShared Values
189 Punca Kuasa Pengurusan Sumber Manusia Authority Over Human Resource Management
Pengurusan Atasan JPA 2010
178Jabatan Perkhidmatan Awam
Public Service Department
Jabatan Perkhidmatan Awam (JPA) adalahkomited kepada pengurusan danpembangunan sumber manusia yang dinamik,berkesan, cekap dan adil bagi mewujudkansektor awam yang cemerlang. JPAmenguruskan lebih 1.2 juta penjawat awam,hampir 530 ribu penerima pencen serta lebih50 ribu pelajar tajaan berdasarkan punca kuasayang diperuntukkan oleh PerlembagaanPersekutuan, Akta dan Peraturan-peraturanyang sedang berkuat kuasa.
PROFIL KORPORAT
The Public Service Department (PSD) iscommitted to a dynamic, effective, efficientand just management and development ofhuman resources for the creation of anexcellent public-sector work force. The PSDmanages more than 1.2 million publicservants, about 530,000 pension recipients andmore than 50,000 sponsored students basedon its power as stipulated in the FederalConstitution, Acts and regulations.
CORPORATE PROFILE
179Jabatan Perkhidmatan Awam
Public Service Department
179Jabatan Perkhidmatan Awam
Public Service Department
PengurusanPSD’s TOP MANAGEMENT 2010
ATASAN JPA 2010
Program PerancanganSumber Manusia
Human Resource Planning Programme
Dato’ Sri Abu Bakar Haji AbdullahKetua Pengarah Perkhidmatan Awam Malaysia
Director-General of Public Service Malaysia
Dr. Rose Lena LazemiPengarah Bahagian Perancangan, Penyelidikan dan Korporat Director of Planning, Research and Corporate Division
180Jabatan Perkhidmatan Awam
Public Service Department
PejabatKetua Pengarah Perkhidmatan Awam
Office of the Director-General of Public Service
Nik Azhan Hakim Nik MahmoodPegawai Undang-Undang
Legal Advisor
Holesoh SaibonKetua Audit Dalam
Head of Internal Audit
AbdullahKetua Pengarah Perkhidmatan Awam Malaysia
General of Public Service Malaysia
180Jabatan Perkhidmatan Awam
Public Service Department
PengurusanPSD’s TOP MANAGEMENT 2010
ATASAN JPA 2010
Program Pembangunan Sumber Manusia
Human Resource Development Programme
Datuk Farida Mohd. AliTimbalan Ketua Pengarah Perkhidmatan Awam (Pembangunan)
Deputy Director-General of Public Service (Development)
Dato’ Dr. Mohd. Azhar Hj. Yahaya Pengarah Bahagian PerkhidmatanDirector of Service Division
Pengarah Bahagian Pembangunan Modal InsanDirector of Human Capital Development Division
YM Raja Noor Zaedah Raja Ahmad Pengarah Bahagian SaraanDirector of Remuneration Division
181Jabatan Perkhidmatan Awam
Public Service Department
Datuk Farida Mohd. AliTimbalan Ketua Pengarah Perkhidmatan Awam (Pembangunan)
General of Public Service (Development)
Dato’ Mohd Tajudin DonPengarah Bahagian Pembangunan Modal Insan
Director of Human Capital Development Division
Dato’ Basarudin Sadali Pengarah Bahagian Pembangunan Organisasi
Director of Organisational Development Division
181Jabatan Perkhidmatan Awam
Public Service Department
PengurusanPSD’s TOP MANAGEMENT 2010
ATASAN JPA 2010
Program OperasiSumber Manusia
Human Resource Operations Programme
Dato’ Dr. Ismail Alias Timbalan Ketua Pengarah Perkhidmatan Awam (Operasi)
Deputy Director-General of Public Service (Operations)
Dr. Aminuddin HassimPengarah INTANDirector of INTAN
Dato’ Yeow Chin Kiong Pengarah Bahagian Pasca Perkhidmatan Director of Post-Service Division Bahagian Pengurusan
Psychology
182Jabatan Perkhidmatan Awam
Public Service Department
Dato’ Dr. Ismail Alias Timbalan Ketua Pengarah Perkhidmatan Awam (Operasi)
General of Public Service (Operations)
Kamaruddin Tahir Pengarah Bahagian Pengurusan Maklumat
Director of Information Management Division
Dr. Aris Kasan Pengarah
Bahagian Pengurusan Psikologi Director of
Psychology Management Division
Amir Abd Hamid Pengarah Bahagian Khidmat Pengurusan
Director of Management Services Division
182Jabatan Perkhidmatan Awam
Public Service Department
Ketua Pengarah Perkhidmatan Awam MalaysiaDirector-General of
Program Perancangan Sumber Manusia Perkhidmatan AwamPublic Service Human Resource Planning Programme
Program Pembangunan Sumber Manusia Perkhidmatan AwamPublic Service Human Resource Development Programme
CARTAORGANISATION CHART
ORGANISASI
Director-General of Public Service Malaysia
Program Operasi Sumber Manusia Perkhidmatan AwamPublic Service Human Resource Operations Programme
Penasihat Undang-undangLegal Advisor
Ketua Audit DalamHead of Internal Audit
183Jabatan Perkhidmatan Awam
Public Service Department
Program Perancangan Sumber Manusia
Public Service Human Resource Planning
Program Pembangunan Sumber Manusia
Public Service Human Resource
Bahagian PerkhidmatanService Division
Bahagian Pembangunan OrganisasiOrganisational Development Division
Bahagian Perancangan, Penyelidikan dan KorporatPlanning, Research and Corporate Division
Bahagian Pembangunan Modal InsanHuman Capital Development Division
Bahagian SaraanRemuneration Division
Program Operasi Sumber Manusia
Public Service Human Resource Operations
Institut Tadbiran Awam Negara (INTAN)National Institute of Public Administration
Bahagian Pasca PerkhidmatanPost-Service Division
Bahagian Pengurusan PsikologiPsychology Management Division
Bahagian Khidmat PengurusanManagement Services Division
Bahagian Pengurusan MaklumatInformation Management Division
183Jabatan Perkhidmatan Awam
Public Service Department
Hala TujuSTRATEGIC DIRECTION
STRATEGIK
Menjadi sebuah organisasi bertaraf dunia dalam perancangan, pembangunan dan pengurusan sumber manusia yang cemerlang berteraskan profesionalisme, integriti
dan teknologi terkini selaras dengan matlamat Wawasan 2020 untuk menjadikan
MISI
Meningkatkan keberkesanan modal insan demi kecemerlanganmelalui fungsi-fungsi berikut:
• Menjadi penasihat utama kepada Kerajaan dalamperkhidmatan awam
184Jabatan Perkhidmatan Awam
Public Service Department
perkhidmatan awam
• Menggubal dasar personel perkhidmatan awam termasukpenempatan, kenaikan pangkat, latihan, gaji, elaun,persaraan dan ganti rugi kemalangan, suasana kerja,penghargaan
• Merancang keperluan tenaga manusia perkhidmatan awam
• Menentukan struktur dan saiz yang optimum
• Menguruskan hubungan majikan dan pekerja ke arahyang harmonis
OBJEKTI
Menjadi agensi personel sektor awam yang berprestasi tinggi dalam membekalkan sumber manusia yang berupaya memberi perkhidmatan yang cemerlang melalui
penggubalan dasar dan pengurusan sumber
VISI
Menjadi sebuah organisasi bertaraf dunia dalam perancangan, pembangunan dan pengurusan sumber manusia yang cemerlang berteraskan profesionalisme, integriti
dan teknologi terkini selaras dengan matlamat Wawasan 2020 untuk menjadikan Malaysia negara maju.
kecemerlangan perkhidmatan awam
pengurusan personel
Menjadi sebuah organisasi
bertaraf dunia dalam
perancangan, pembangunan
dan pengurusan sumber manusia
yang cemerlang…
184Jabatan Perkhidmatan Awam
Public Service Department
termasuk pengambilan,elaun, kemudahan, faedah
motivasi, insentif dan
awam yang berkualiti
arah mewujudkan suasana
OBJEKTIF
Menjadi agensi personel sektor awam yang berprestasi tinggi dalam membekalkan sumber manusia yang berupaya memberi perkhidmatan yang cemerlang melalui
penggubalan dasar dan pengurusan sumber manusia.
To be a world-class organisation, excelling in planning, development and management of human resources based on professionalism, integrity and state
To be a world-class organisation,
excelling in planning,
development and management of
human resources…
185Jabatan Perkhidmatan Awam
Public Service Department
To be a high-performance public service personnel agency, raising a workforce capable of providing excellent services through policy formulation and human resource management.
MISSION
To enhance the effectiveness of public service human capitalfollowing functions:
• As the main advisor to the government in the management
• Formulating public service personnel policies includingallowances, retirement benefits, compensation, working environment,
• Planning for quality public service manpower requirements
• Determining the optimum organisational structure and size
• Managing a harmonious employer-employee relations
VISION
class organisation, excelling in planning, development and management of human resources based on professionalism, integrity and state-of-the art technology and aligned with Vision 2020 to make
Malaysia a developed nation.
185Jabatan Perkhidmatan Awam
Public Service Department
OBJECTIVE
performance public service personnel agency, raising a workforce capable of providing excellent services through policy formulation and human resource management.
capital towards achieving public service excellence through the
management of public service personnel
including recruitment, emplacement, promotion, training, salaries,environment, motivation, incentives and recognition
requirements
size
Kami berjanji:
» Memberi perkhidmatan yang cemerlang melaluiperancangan, penggubalan dan pelaksanaan dasarpengurusan sumber manusia dengan menepati ciri-cirikualiti seperti berikut:
* cepat dalam semua tindakan;* tepat dalam membuat keputusan; * layanan mesra kepada pelanggan;* menepati masa yang dijanjikan;* adil dan saksama dalam pertimbangan;* menentukan perkhidmatan dan
maklumat mudah diperolehi serta boleh dipercayai; dan
* menepati undang-undang, dasar dan peraturan
» Membangunkan organisasi perkhidmatan awam yang mantap
PiagamCLIENTS’ CHARTER
PELANGGAN
» Membangunkan organisasi perkhidmatan awam yang mantapperkhidmatan dan perjawatan secara berterusan selarasberfungsi dengan optimum
» Memastikan pengurusan modal insan yang terbaik bertujuanperkhidmatan awam melalui pembangunan sistem-sistem dan
» Meningkatkan produktiviti dan kecekapan modal insan perkhidmatandalam perkhidmatan mengikut dasar latihan perkhidmatan
» Menarik, membangun dan mengekalkan tenaga kerja berpotensigaji, elaun dan pelbagai kemudahan yang disediakan
» Memastikan hubungan yang harmonis antara majikan-pekerjameningkatkan kesefahaman antara mereka dalam isu-isu berkepentingan
» Mentadbir undang-undang pencen perkhidmatan awam danyang layak
» Membangunkan sumber manusia melalui pendekatanperkhidmatan awam secara efektif dan efisien berteraskan
» Memastikan maklum balas kepada pertanyaan dan aduantempoh-tempoh berikut:
- akuan penerimaan dalam masa satu hari; dan- menyelesaikan aduan dalam masa 14 hari
186Jabatan Perkhidmatan Awam
Public Service Department
mantap melalui penyusunan semula struktur organisasi, skimmantap melalui penyusunan semula struktur organisasi, skimselaras dengan skop tanggungjawab semasanya supaya dapat
bertujuan meningkatkan keberkesanan dan kecekapan anggotadan amalan-amalan terkini
perkhidmatan awam melalui latihan pra-perkhidmatan danawam
berpotensi ke arah prestasi yang cemerlang melalui pengurusan
pekerja melalui penyebaran maklumat secara lebih meluas bagiberkepentingan bersama
dan memastikan faedah persaraan dibayar kepada penerima
psikologi dan kaunseling serta latihan kepada anggotaprinsip, etika dan piawaian amalan yang ditetapkan
aduan pelanggan adalah cepat, tepat dan mesra serta menepati
186Jabatan Perkhidmatan Awam
Public Service Department
PiagamCLIENTS’ CHARTER
PELANGGAN
» To ensure that public organisations are equipped with suitableaccordance with their current responsibilities so as to function
» To ensure the best human capital management for enhancingthrough the development of systems and best practices
» To increase the productivity and efficiency of the public serviceaccordance with public service training policies
» To attract, develop and retain workforce with potential towardsallowances and various perks
» To ensure harmonious employer-employee relationships through wider dissemination of information to increase understanding between them on issues of mutual interest
» To administer public service pensions regulations and to ensure retirement benefits are given to eligible recipients
» To develop human resource in public service through psychology, counselling and effective and efficient training of public servants in accordance with the set principles, ethics, standards and regulations
» To ensure that response to customers' inquiries and complaints are prompt, accurate, friendly and meet the following response timeline:
- acknowledgement of receipt within 1 day; and
- resolution of complaints within 14 days
187Jabatan Perkhidmatan Awam
Public Service Department
We Promise:
» To provide excellent service in planning, formulationand implementation of human resource managementpolicies with attention to the following qualities:
* Prompt in all actions;* Accurate in decision-making;* Friendly in serving customers;* Timeliness in providing services;* Fair and just in all considerations;* Readily available and reliable services and
information; and* Compliance with rules, regulations and
policies
suitable structures, establishment and schemes of service infunction at an optimum level
enhancing the efficiency and effectiveness of the public service
service human capital through pre- and in-service training in
towards excellent performance through salaries management,
employee relationships through wider dissemination of information to increase
public service pensions regulations and to ensure retirement benefits are given to eligible recipients
To develop human resource in public service through psychology, counselling and effective and efficient training of public servants in accordance with the set principles, ethics, standards and regulations
To ensure that response to customers' inquiries and complaints are prompt, accurate, friendly and meet the following
187Jabatan Perkhidmatan Awam
Public Service Department
Etika ialah satu perkataan yang berasal dari bahasa Greekiaitu ‘ethos’ yang memberi maksud “character” atauperwatakan dan keperibadian. Etika juga boleh didefinisikansebagai “code of human conduct” atau peraturan yangmembatasi gelagat manusia. Etika memainkan peranan yangpenting dalam menentukan produktiviti sesebuah organisasi.Semakin tinggi tahap pemahaman dan penghayatan yangdikongsi bersama oleh warga, maka semakin tinggilahproduktiviti organisasi tersebut.
Sebagai sebuah agensi pengurusan sumber manusia unggul,JPA telah melancarkan Kod Etika pada tahun 1998. Ianyadijadikan asas oleh setiap warganya dalam melaksanakantugas dan tanggungjawab masing-masing dengan nilai-nilaidipegang bersama. Pelaksanaan Kod Etika JPA adalah selarasdengan Arahan Y.A.B. Perdana Menteri Malaysia No. 1 Tahun1998 Mengenai Pemantapan Integriti Perkhidmatan Awam.Nilai-nilai yang terkandung dalam Kod Etika JPA adalah:
ProfesionalismeMenghayati dan mengamalkan ciri-ciri profesionalismemeliputi komitmen yang tekun, gigih, bermutu tinggi,
PerkongsianSHARED VALUES
NILAI
meliputi komitmen yang tekun, gigih, bermutu tinggi,bertanggungjawab, berkemahiran, bijaksana, tabah,berkempuan, integriti, kreatif, inovatif, bermutu dan berdayasaing dalam menjalankan tugas.
Bertindak Sebagai Satu PasukanMelahirkan kerja berpasukan yang berkesan ke arahpencapaian visi, misi, dan objektif yang mengutamakankepentingan dan keberkesanan perkhidmatan serta imejJabatan.
Kecemerlangan dan KeunggulanMengutamakan kecemerlangan dan keunggulan melaluiprestasi kerja terbaik, mengutamakan pelanggan,mendapatkan pelbagai kemahiran bagi melaksanakantugas, berdedikasi dan berdisiplin tinggi.
Berhemah dan BerwibawaMengamalkan sifat-sifat terpuji, termasuk dapatmenyesuaikan diri dalam semua keadaan, bersediamenerima kritikan dan teguran, memelihara penampilan diriserta berbudi bahasa.
Berilmu Melalui Pembelajaran BerterusanMeneruskan pembelajaran menerusi pelbagai cara untukpeningkatan diri termasuk melalui pengalaman danmenggalakkan anggota lain untuk terus belajar. Nilai-nilaiini disemai di kalangan warga JPA melalui seminar, taklimatdan pemerhatian dalam kit JPA khusus untuk warga baru.
188Jabatan Perkhidmatan Awam
Public Service Department
ProfessionalismAppreciate and practise professionalism, which includesbeing diligent, committed, responsible, persistent, skilled,
The word ‘Ethics’ originates from the Greek word ‘Ethos’which means character and conduct. Ethics can be defined asa code of conduct or rules that circumscribes humanbehaviour. Ethics plays an important role in determining theproductivity of an organisation. The higher theunderstanding and assimilation of the shared values by itsmembers, the higher is the productivity of the organisation.
As a premier human resource agency, the PSD launched itsCode of Ethics in 1998. The Code is to be the guiding principlefor all PSD employees in the discharge of their work andresponsibilities. It represents the shared values of theorganisation. The implementation of the PSD Code of Ethics isconsonant with the Hon. Prime Minister’s Directive 1 of 1998on the Strengthening of Integrity in the Public Service. Thevalues contained in the PSD Code of Ethics are as follows:
being diligent, committed, responsible, persistent, skilled,intelligent, of high integrity, creative, innovative, and resolutein carrying out tasks and responsibilities.
Act as a TeamWork as a team towards achieving the organisational vision,mission, and objectives that put priority on serviceeffectiveness and departmental image.
Excellence and DistinctionPutting excellence and distinction as a priority through bestwork performance, putting customers first, acquiring variousskills to enhance performance and being dedicated andhighly disciplined.
Courteous and CrediblePractise praiseworthy conduct including the ability to adaptto all situations, being open to criticism, being presentableand always being courteous.
Knowledgeable through Continuous LearningContinuously learning through various means includingexperience for self-development and motivating others tolearn as well. These values are cultivated among the staffthrough seminars, talks, and publication in the form of thePSD Kit especially for new officers.
188Jabatan Perkhidmatan Awam
Public Service Department
Dalam mengurus sumber manusia perkhidmatan awam,JPA menjalankan kuasanya berasaskan peruntukanundang-undang berikut:
• Perlembagaan Persekutuan Bahagian 10 –Perkhidmatan Awam
• Akta Prosedur Kewangan 1957 (Akta 61)
• Akta Fungsi-Fungsi Menteri 1969 (Akta 2)
• Perintah-Perintah Am (Bab B, C, E, F dan G)
• Peraturan-Peraturan Pegawai Awam (Kelakuan danTatatertib) 1993
• Peraturan-Peraturan Pegawai Awam (Pelantikan,Kenaikan Pangkat dan Penamatan Perkhidmatan)2005 [P.U (A) 176/2005]
• Peraturan Lembaga Tatatertib Perkhidmatan Awam[P.U (A) 396]
Punca KuasaAUTHORITY - HUMAN RESOURCE MANAGEMENT
PENGURUSAN SUMBER MANUSIA
• Akta Perwakilan Kuasa 1956 (Akta 358)
189Jabatan Perkhidmatan Awam
Public Service Department
• Akta Perwakilan Kuasa 1956 (Akta 358)
• Akta Pencen 1980 (Akta 227)
• Peraturan-Peraturan Pencen 1980
• Akta Penyelarasan Pencen 1980 (Akta 238)
• Akta Pencen Pihak-Pihak Berkuasa Berkanun danTempatan 1980 (Akta 239)
• Akta Pencen (Pindaan) 1992 (Akta A823)
• Akta Pencen (Pindaan) 2008 (Akta A1335)
• Akta Pencen Pihak-pihak Berkuasa Berkanun danTempatan 2008 (Pindaan) Akta A1336
• Penetapan dan Pembatalan Penetapan PencenTerendah Sekali di bawah Seksyen 22A, Akta Pencen1980 [P.U.(B)38/2009]
• Penetapan dan Pembatalan Penetapan PencenTerendah Sekali di bawah Seksyen 25, Akta PencenPihak-Pihak Berkuasa Berkanun dan Tempatan 1980[P.U.(B)39/2009]
In managing the public service human resources, the PSDderives its power from the following legal provisions :
• Chapter 10 of the Federal Constitution – PublicService
• Financial Procedure Act 1957 (Act 61)
• Ministerial Functions Act 1969 (Act 2)
• General Orders (Chapters B, C, E, F and G)
• Public Servants Regulations (Conduct and Discipline)1993
• Public Servants Regulations (Appointment, Promotionand Termination of Service) 2005 [P.U (A) 176/ 2005]
• The Public Service Disciplinary Board Regulations [P.U(A) 396]
RESOURCE MANAGEMENT
PENGURUSAN SUMBER MANUSIA
• Delegation of Powers Act 1956 (Act 358)
189Jabatan Perkhidmatan Awam
Public Service Department
• Pensions Act 1980 (Act 227)
• Pensions Regulations 1980
• Pensions Adjustment Act 1980 (Act 238)
• Statutory and Local Authorities Pensions Act 1980 (Act239)
• Pensions Act (Amendment) 1992 (Act A823)
• Pensions Act (Amendment) 2008 (Act A1335)
• Statutory and Local Authorities Pensions Act(Amendment) 2008 (Act A1336)
• Determination and Revocation of Determination ofLowest Pension under Section 22A Pensions Act 1980[P.U (B)38/2009]
• Determination and Revocation of Determination ofLowest Pension under Section 25 Statutory and LocalAuthorities Pensions Act 1980 [P.U (B)39/2009]
• Akta Pencen (Pindaan) 2009 (Akta A1343)
• Akta Pencen Pihak-Pihak Berkuasa Berkanun danTempatan (Pindaan) 2009 (Akta A1344)
• Akta Penyelarasan Pencen (Pindaan) 2009 (AktaA1345)
• Perintah Penyelarasan Pencen (Pencen TerendahSekali) 2009 [P.U.(A)35/2009]
• The Mental Disorders Ordinance 1952
• Akta Kaunselor 1998 (Akta 580)
• Akta Saraan Ahli Parlimen (Pindaan) 1997 (Akta 984)
• Akta Saraan Ahli Parlimen 1980 (Akta 237)
• Akta Saraan Hakim 1971 (Akta 45)
• Akta Saraan Hakim (Pindaan) 2009 (Akta A1346)
Punca KuasaAUTHORITY - HUMAN RESOURCE MANAGEMENT
PENGURUSAN SUMBER MANUSIA
190Jabatan Perkhidmatan Awam
Public Service Department
• Members of Parliament Remuneration Act(Amendment) 1997 (Act 984)
• Members of Parliament Remuneration Act 1980 (Act237)
• The Judges Remuneration Act 1971 (Act 45)
• Pensions Act (Amendment) 2009 (Act A1343)
• Statutory and Local Authorities Pensions Act(Amendment) 2009 (Act A1344)
• Pensions Adjustment Act (Amendment) 2009 (ActA1345)
• Pensions Adjustment Order (Lowest Pension) 2009[P.U (A) 35/2009]
• The Mental Disorders Ordinance 1952
• Counselors Act 1998 (Act 580)
HUMAN RESOURCE MANAGEMENT
PENGURUSAN SUMBER MANUSIA
• The Judges Remuneration Act (Amendment) 2009(Act A1346)
190Jabatan Perkhidmatan Awam
Public Service Department
Sidang Pengarang merakamkan penghargaan kepada semua bahagian JPA di atas sumbangan dalam penyediaan Laporan Tahunan JPA 2010.The Editorial Board records its appreciation to all divisions of the PSD for their contribution in the preparation of the 2010 PSD Annual Report.
Sebarang pertanyaan atau maklumat lanjut bolehdiperolehi dengan menghubungi kami di:For more information or enquiries please contact:
Unit Komunikasi KorporatCorporate Communications UnitJabatan Perkhidmatan Awam MalaysiaAras 12, Blok C1, Kompleks C,Pusat Pentadbiran Kerajaan Persekutuan,62510 Putrajaya
: 03 – 8885 3096: 03 – 8889 2186: [email protected]
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