laporan tahunan 2010 (pdf)

h t t p : / /

w w w . j p a . g o v . m y

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

107 - 116

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.



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.



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



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.



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



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.



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



MenerajuiDRIVING INNOVATION

INOVASI



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



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



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.



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



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.



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



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.



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



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



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





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).



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).



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



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



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



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



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



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




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)



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)




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



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




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



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




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).



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




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



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)



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


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



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




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



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




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



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




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



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




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



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)




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



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



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



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



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



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



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



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



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.



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



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



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




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



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




JPA 2010

Penganugerahan Lima BintangAward for Five Star Achievement

Anugerah Laman Web Terbaik Transaksi Award for the Best Website



Penganugerahan Lima BintangAward for Five Star Achievement

Anugerah Laman Web Terbaik Transaksi e-PerolehanWebsite on Procurement Transactions



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



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



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





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.



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.



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:



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:



• 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



• 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



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.



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.



• 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.



• 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.



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.



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.



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



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



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



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



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



Pemantapan Skim PerkhidmatanService

PerjawatanEnhancement of Establishment Policy

55 Melonjak Penggunaan ICTLeveraging on ICT Usage

60 Pemerkasaan Proses KerjaStrengthening Work Processes



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





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.



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.



• 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;



• 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;



• 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



• 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



• 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.



• 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.



• 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.



• 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.



• 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



• 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



• 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.



• 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).



• 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



• 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



• 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



• 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



• 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.



• 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.



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.



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.



• 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:



• 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:



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).



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).



• 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



• 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



• 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



• 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



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.



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.



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.



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.



• 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.



• 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.



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



Pelantikan

Pangkat

KompetensiCompetency Assessment Management

70 Pengurusan TatatertibManagement of Disciplinary Matters

72 Wahana Ilmu Bagi Pengurusan SumberManusiaChannel of Knowledge Sharing for Human Resource Managers



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





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:



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:



• 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.



• 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.



• 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



• 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



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.



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.



• 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.



• 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.



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.



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.



• 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.



• 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.



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.



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.



• 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.



• 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.



• 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.



• 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.



KOMPETENSI

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RCE 77Latihan

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



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





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).



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).



• 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



• 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



• 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



• 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



• 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.



• 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.



• 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.



• 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.



• 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.



• 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.



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.



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.



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



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



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



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



• 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.



• 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.



• 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



• 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



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.



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.



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



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



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



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



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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





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



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



• 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.



• 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.



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.



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.



• 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.



• 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.



• 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.



• 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.



• 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.



• 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.



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.



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.



• 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



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



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.



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.



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



• 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



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:



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:



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.



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.



• 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



• 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



• 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.



• 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.



BUDAYA KERJA

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E109 Penerapan BudayaInculcating a High-Performance Work Culture

109 PerhubunganEmployer-Employee Relation

111 Pengurusan SistemInformation System Management

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UDAYA KERJA

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Budaya Kerja Berprestasi TinggiPerformance Work Culture

Perhubungan Majikan-PekerjaEmployee Relation

Sistem MaklumatInformation System Management



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





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.



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.



• 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.



• 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.



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



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



• 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.



• 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.



• 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.



• 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.



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



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




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




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




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




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



ILMU

KN

OW

LED

GE

NET

WO

RK

119 Forum Perkongsian IlmuKnowledge-Sharing Forums

123 PenerbitanPublications

125 Jaringan AntarabangsaInternational Networking

Jarin

gan ILMU



127 Lawatan TempatanLocal Visitors

132 Lawatan AntarabangsaInternational Visitors



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





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



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



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



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



• 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



• 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



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)



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



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.



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



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.



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



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



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).



• 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.



• 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.



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,



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



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



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



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)



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



LOCAL VISITORS

TEMPATANLawatan

14-10-2010

Mahasiswa Fakulti Sains Pentadbiran Universiti Teknologi Students of Faculty of Administration Science, MARA University of Technology (



30-07-2010

Pegawai-pegawai dari Yayasan SarawakOfficers from Sarawak Foundation

Teknologi MARA (UiTM), Shah AlamUniversity of Technology (UiTM), Shah Alam



LOCAL VISITORS

TEMPATANLawatan

29-11-2010

Ahli Majlis Perbandaran Kota Baharu, KelantanMunicipal Council of Kota Baharu, Kelantan



15-10-2010

Pegawai-pegawai Kementerian PengangkutanOfficers from the Ministry of Transport



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)



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)



Lembaga Pemilihan Perkhidmatan Awam & Latihan Civil Service Selection & Training Board


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



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



Pegawai Kanan dari KementerianSenior Officers from the Ministry of Finance and Economic Affairs, Republic of Tanzania


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



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




ANTARABANGSALawatan

26-07-2010

Suruhanjaya Perkhidmatan Awam MaldivesPublic Service Commission of Maldives



26-07-2010

T.Y.T Petru Petra, Duta RomaniaH.E. Petru Petra, Ambassador of Romania



Para BeliaKorean Youths under the Malaysian Youth Exchange


ANTARABANGSALawatan

21-10-2010

Dr. Karen Poutasi, Ketua Pegawai Eksekutif, PenguatkuasaDr. Karen Poutasi , Chief Executive Officer (CEO) of New Zealand Qualification Authority



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



Sesi Taklimat untuk Peserta Kursus MTCP oleh Bahagian

Briefing by the Service Management Division and the Planning, Research and Corporate Division to MTCP


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



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)



T.Y.T Dr. Lofollah Forouzandeh, Naib PresidenH.E Dr. Lofollah Forouzandeh


ANTARABANGSALawatan

15-12-2010

T.Y.T Rustam Minnikhanov, Presiden Tartastan, Persekutuan H.E Rustam Minnikhanov, President of Tartastan, Russian Federation and Senior Officers



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



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



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



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





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



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



• 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



• 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



• 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



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



• 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



• 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



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



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



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



Selamat Pagi Malaysia, RTM101-02-2010

23-03-2010Berita Harian



07-04-2010Selamat Pagi Malaysia, RTM1

JPA BersamaTHE PSD WITH THE MEDIA

MEDIA 2010

03-05-2010Berita Harian



24-03-2010Hello On Two, RTM2

09-04-2010Bual Bicara ̀ Isu’, RTM1



07-05-2010The Star

THE PSD WITH THE MEDIA

MEDIA 2010JPA Bersama

29-06-2010Ramah Mesra Bersama MediaSpecial Gathering with Media



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



05-10-2010Seminar Psikologi Ke-16The 16th Psychology Seminar



29-10-2010Temujanji Khas dengan Majalah Fokus, Karangkraf Special Interview with Focus Magazine, Karangkraf



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



22-11-2010Pentauliahan Rakan PembimbingAccreditation of Peers





23-11-2010

Pelancaran Pasukan Sukarela Askar Wataniah JPALaunching of PSD Volunteer Reserve Army



• 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%)



• 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



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



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



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



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



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



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



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



07.04.2010Temuduga Program Penajaan Luar Negara

Interview for the Overseas Sponsorship Programme

12-16.04.2010Makmal Penamatan Perkhidmatan

Exit Policy Lab



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



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



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



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



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



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



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



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)



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



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



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



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



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



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



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



16-18.12.2010Mesyuarat Perhubungan JPA-Sabah

PSD-Sabah State Coordination Committee

17.01.2011Majlis Malam Mesra JPA Tahun 2010

PSD Night 2010



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



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



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


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




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


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



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


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




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


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



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


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




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


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



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


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




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


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



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




Skim Perkhidmatan

BersepaduIntegratedScheme of

Service

Jumlah SkimPerkhidmatan

Total No. ofSchemes

ofService

Pengurusan &Profesional


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



Bil.No.

Klasifikasi PerkhidmatanService Classification

KodCode


PengurusanProfesional


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


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




Skim Perkhidmatan

BersepaduIntegratedScheme of

Service

Jumlah SkimPerkhidmatan

Total No. ofSchemes

ofService

Pengurusan &Profesional


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



Jenis SebabType of Reason

Pengurusan &


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


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



LelakiMale

PerempuanFemale

Pengurusan & Profesional


SokonganSupport

Pengurusan & Profesional


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



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


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



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



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


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



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



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


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



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



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


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



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



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


DAN TREND

Bilangan Pelajar Mengikuti Kursus Luar Negara bagi Tahun 2010

No. of Students Undertaking Courses Overseas For 2010


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



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



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



186 Piagam Pelanggan Clients’ Charter

188 Perkongsian NilaiShared Values

189 Punca Kuasa Pengurusan Sumber Manusia Authority Over Human Resource Management

Pengurusan Atasan JPA 2010



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





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



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




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



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




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



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



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



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



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



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…



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…



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.



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



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



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



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



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.



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.



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)



• 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 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


• Delegation of Powers Act 1956 (Act 358)



• 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)


• 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 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




• Members of Parliament Remuneration Act(Amendment) 1997 (Act 984)

• Members of Parliament Remuneration Act 1980 (Act237)

• The Judges Remuneration Act 1971 (Act 45)


• 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


• The Judges Remuneration Act (Amendment) 2009(Act A1346)



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]

TelFaxEmel

laporan tahunan 2010 (pdf)

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