KONVENSYEN INTEGRITI NASIONAL (KIN)

2016

17 NOVEMBER 2016

INSTITUT INTEGRITI MALAYSIA (IIM)

KUALA LUMPUR

MENERAP & MELESTARIKAN

NILAI-NILAI MURNI

PERKHIDMATAN AWAM

2

Cover, TIME Magazine,

12 April 1963

• Semangat sebuah

Negara baharu….

• Mengisi agenda pasca

kemerdekaan

• RMKe-2

• Dasar Ekonomi Baharu

untuk membasmi

kemiskinan dan

menyusun semula

masyarakat

MENOLEH KE BELAKANG SEJENAK…

3

Kepercayaan Kepada Tuhan

Kesetiaan Kepada Raja & Negara

Kesopanan & Kesusilaan

Keluruhan Perlembagaan

Kedaulatan Undang-undang

RUKUN NEGARA SEBAGAI PEGANGAN MASYARAKAT…

1. 2.

4. 3.

5.

APA ITU NILAI

8

Nilai ditakrifkan sebagai kepercayaan yang mendorong

individu atau institusi untuk bertindak mengikut pemilihan

berasaskan nilai-nilai utama masyarakat…

Kajian sejarah menunjukkan ilmu, kebijaksanaan,

keadilan dan iktidal (temperance/moderation) adalah

antara nilai utama masyarakat…

“Nilai dan Etika Dalam Perkhidmatan Awam”, INTAN, 1991

APA ITU ETIKA

8

...prinsip moral atau nilai akhlak atau tingkah laku yang

menjadi pegangan individu atau kumpulan...dan

kesedaran akhlak ini tidak boleh dicapai tanpa jalinan

perhubungan sosial dengan orang lain...

Shukri Ahmad dan Razali Mat Zin , 2001,

Adab & Etika Kerja Dalam Organisasi

...Tanggungjawab dan akibat tingkah laku seseornag atau

profesion terhadap masyarakat. Anggota perkhidmatan

awam berkewajipan memahami peranan dan perilaku

seseorang pekerja dalam Kerajaan.

“Nilai dan Etika Dalam Perkhidmatan Awam”, INTAN, 1991

PELBAGAI INISIATIF DALAM TEMPOH LEBIH DARIPADA EMPAT DEKAD…

6

Nilai &

Etika

Aku Janji

Audit nilai

Tonggak 12

Kepimpinan

melalui teladan

Kempen Budi

Bahasa & Nilai

Murni

Bersih, Cekap,

Amanah

Kod etika

PELAN INTEGRITI

NASIONAL

ETOS 2012

7

11. Peningkatan Bakat 12. Nikmat Mencipta

3. Keseronokan Bekerja 4. Kemuliaan Kesederhanaan

5. Ketinggian Peribadi 6. Kekuatan Sifat Baik Hati

7. Pengaruh Teladan 8. Kewajiban Menjalankan

Tugas

9. Kebijaksanaan Berhemat 10. Keutamaan Kesabaran

1. Masa Itu Emas 2. Ketekunan Membawa

Kejayaan

TONGGAK DUA BELAS

8

• Utuh

• Profesional

• Efisien

• Bertindak Sebagai

Satu Pasukan

• Kecemerlangan &

Keunggulan

• Profesionalisme

• Berhemah &

Berwibawa

• Berilmu Melalui

Pembelajaran

Berterusan

• Integriti & Tegas

• Dedikasi & Produktif

• Berperibadi Mulia &

Berdisiplin

• Saling Menghormati &

semangat Espirit de

Corps

• Mesra & Cekap

• Bersyukur & Berbangga

• Setia

• Berdisiplin

• Prihatin dan

Mesra

• Cemerlang

KOD ETIKA JABATAN

9

PENDEKATAN PROGRAM • Pelaksanaan program-program nilai dilaksanakan dengan berkesan dan

mencapai matlamat • Kajian impak yang lebih berkesan dapat dilaksanakan bagi pemantauan

berterusan dan penambahbaikan kelemahan yang dikenal pasti dapat diperbaiki

• Pelan bertindak yang seragam ke arah memastikan keberkesanan

pelaksanaan penerapan, penghayatan dan seterusnya pengamalan nilai

• Menimbulkan kesedaran • Memperkukuhkan penghayatan • Menjana dan mengekalkan pengamalan • Mengadakan penilaian

• Proses audit nilai dilaksanakan untuk tempoh satu tahun dari Januari – Disember atau mengikut satu pusingan lengkap 12 bulan

• Sebaik-baiknya dilaksanakn mulai Mei selepas satu tahun

program nilai dilaksanakan • Dilakukan secara berterusan

• Analisis Rekod Amalan Nilai • Tinjauan menggunakan Soal Selidik secara atas talian kepada

warga Nilai Ideal, Nilai Peribadi & Nilai Organisasi • Analisis Maklum Balas Pelanggan

OBJEKTIF

TEMPOH PROSEDUR AUDIT

Audit Nilai

AUDIT NILAI

Sistem Audit Nilai

9

Audit nilai berdasarkan 5 instrumen:

• Rekod Amalan Nilai (Urus setia)

• Indeks Nilai Ideal

• Indeks Nilai Peribadi

• Indeks Nilai Organisasi

• Maklum Balas Pelanggan

11

RASIONAL BERKHIDMAT DENGAN PERKHIDMATAN AWAM…

FAKTOR PENENTU…

12

KOMITMEN KEPADA

PERKHIDMATAN AWAM

9

The public sector values have been developed to make it easier for us to work together by forming a culture and a vision that we all share.

This framework provides brief examples

of the types of organisational practices

and personal behaviours that will support

the public sector values in your workplace.

It also provides some examples of taboos

(what you don’t want to see at work).

Organisational leaders need to structure

and arrange processes in such a way that

the behaviours are supported. Only when

organisational practices and personal

behaviours are aligned can the values be

brought to life.

The examples provided here may provide

you with a starting point for a discussion

on what types of behaviours you would

like to see in your workplace. This is not an

exhaustive table. You should expand the

conversation among your colleagues to

make sure that the behaviours you identify

are those most suited to your workplace and

your customers, stakeholders, and partners.

SOUTH AUSTRALIAN PUBLIC SECTOR VALUES AND BEHAVIOURS FRAMEWORK

1

AMALAN DI LUAR SANA…SATU CONTOH

9

AMALAN DI LUAR SANA…SATU CONTOH

South Australian Public Sector Values and Behaviours Framework

9

AMALAN DI LUAR SANA…SATU CONTOH

South Australian Public Sector Values and Behaviours Framework

Organisational Practices Successful personal behaviours Taboos

Prioritise the needs of the

communit y in the design and

delivery of services.

Serve people courteously, fairly and

effectively.

Don’t disrespect , ignore, or devalue

others, particularly those you

serve.

Uphold the rights of each individual

to access services as easily as

possible.

Know who your customers are,

understand their needs, and take their

views into account.

Don’t use a process or procedure as

an excuse for stalling or handballing

an issue.

Establish service standards that

apply to all customers.

Recognise and value internal and

external customers equally.

Don’t provide lower standards

of service to customers who are

employed in the public sector.

Collaborate with business and

communit y partners to improve

service delivery and respond to

complaints.

Go the extra mile in order to deliver the

best outcomes.

Don’t refuse to listen to, or act

upon, complaints about poor

service.

SERVICE Proudly serve the community and

Government of South Australia.

SOUTH AUSTRALIAN PUBLIC SECTOR VALUES AND

BEHAVIOURS FRAMEWORK

2

Organisational Practices Successful personal behaviours Taboos

Promote best practice in

leadership and management, and

prioritise employee performance

management.

Exhibit the highest standards of

professional behaviour, including

working conscientiously and

competently in a polite and helpful

manner.

Don’t accept underperformance, or

tolerate, and thereby promote, bad

at titudes.

Build impartial relationships with

the Government of the day.

Provide honest and objective advice

and carefully implement direction

without undue delay.

Don’t act in a way that is contrary to

the priorities and decisions of the

Government of the day.

Encourage pride in the profession

of public service.

Pursue individual growth and

professional learning to develop

strengths and improve weaknesses.

Don’t act in a way that brings

the reputation of the sector into

disrepute.

Foster a culture that drives

innovation to improve service and

productivity.

Strive to create new and bet ter ways of

doing things.

Don’t accept ineffective practices

when outcomes could clearly be

improved.

PROFESSIONALISM Strive for excellence.

SOUTH AUSTRALIAN PUBLIC SECTOR VALUES AND

BEHAVIOURS FRAMEWORK

3

Organisational Practices Successful personal behaviours Taboos

Applying empathetic people

management skills to bring out the

best in employees and prioritise

their wellbeing.

Identify and understand the situation,

feelings, and motives of your

associates.

Don’t take a “one size i ts all”

approach to working with people.

Implement programs that reward

and recognise excellent outcomes.

Acknowledge the contributions of your

peers.

Don’t neglect to recognise the work

of others.

Educate employees about

diversit y’s role in strengthening

our workplaces and communities.

Appreciate openly that people have

different backgrounds, circumstances,

needs, and capabilities.

Don’t discriminate.

Promote respect for the impact of

decisions on the lives of employees

and the communit y.

Listen considerately to colleagues,

customers, clients, stakeholders, and

partners.

Don’t give greater weighting to your

own opinions over others’ without

clear justii cation.

RESPECT We value every individual.

SOUTH AUSTRALIAN PUBLIC SECTOR VALUES AND

BEHAVIOURS FRAMEWORK

5

THE AGE OF DISRUPTION

BAB 9 : MENTRANSFORMASIKAN PERKHIDMATAN AWAM UNTUK PRODUKTIVITI

23

Mempertingkatkan

penyampaian

perkhidmatan dengan

mengutamakan rakyat

Merasionalisasikan

institusi sektor awam

untuk meningkatkan

produktiviti dan prestasi

Memperkukuh pengurusan

bakat untuk perkhidmatan

awam masa hadapan

Memanfaatkan pihak

berkuasa tempatan untuk

menyediakan

perkhidmatan berkualiti di

peringkat tempatan

Mempertingkatkan

pengurusan projek untuk

menghasilkan outcome

yang lebih baik dan

cepat

A

B

C E

D

5 bidang fokus

Transformasi

Perkhidmatan Awam

Meningkatkan akauntabiliti dengan memfokuskan

ketelusan dan outcome

A5

Mengkaji semula keberkesanan suruhanjaya awam

Melaksanakan bajet berdasarkan outcome (OBB)

Memupuk nilai murni dalam kalangan penjawat awam

KONVENSYEN INTEGRITI NASIONAL (KIN)

2016

17 NOVEMBER 2016

INSTITUT INTEGRITI MALAYSIA (IIM)

KUALA LUMPUR

TERIMA KASIH

26

• Pengistiharan harta

• Pengaduan Awam

• Tatatertib

• Penilaian Prestasi

Amalan Nilai

• Ceramah nilai dan etika

• Seminar

• Kempen

• Penerbitan

Nilai Ideal

• Konsep kepimpinan melalui teladan

• Sistem mentor-menti

• Pengiktirafan dan ganjaran

• Pembimbing rakan sekerja

Nilai Peribadi

• Semangat kerja berpasukan

• Kebanggaan terhadap organisasi

• Kekeluargaan organisasi

• Keseronokan bekerja

Nilai Organisasi

• Program bersama pelanggan

• Layanan cemerlang

• Pernyataan nilai

• Slogan/ungkapan nilai yang boleh dilihat

Penyampaian Kepada Pelanggan

FOKUS KEPADA TINGKAH LAKU