chapter 6 - Malaysia Productivity Corporation ( MPC)

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Figure 9.4: Self–interested Own Interests Pro�t Oriented Openly Disagreeing Out of Touch Sources: Preliminary Report, Malaysia QoWL 2012 CHAPTER 9 0 1O 20 30 40 50 60 70 80 Figure 9.5: Effects of Working Long Hours Psychological Health Physical Health Social Life Relationship with Children Relationship with Spouse/Partner Productivity Morale Source: Preliminary Report, Malaysia QoWL 2012 Negative Effect Positive Effect 1 2 3 4 5 Index 1 = Very bad effect 5 = Good 2.76 2.74 2.76 2.94 3.02 3.57 3.1 90 100 36.00 59.18 70.59 38.00 Percent 209
NATION’S QUALITY OF LIFE ASPIRATION submissive to their leaders which reinforced that Malaysian organisations are highly hierarchical in nature. Leaders were seen to be highly profit driven (59.2%) and showed lower concern for people (46.0%) (Figure 9.3 & 9.4). About 36.0% of respondents suggested that senior managers merely look after their own interests (Figure 9.4). Theme 3: Working Hours and the Effects of Working Hours have on Managers On average, Malaysian managers work 50 hours per week. In addition to this, they work eight hours of overtime per week. A detailed analysis on the effect of overtime work is presented in Figure 9.5. Overall, respondents viewed working long hours, well beyond the contracted hours, helped improve organisation’s productivity (mean scores Figure 9.6: Strategic Performance of Organisations Badly Average Well As well as the best Sources: Preliminary Report, Malaysia QoWL 2012 210 = 3.57). This sense of performance reciprocated into positive morale (3.1). Unfortunately, these organisational gains were at a cost to the individual. Long work hours were seen to have a negative impact towards family relationships with the spouse/partner (3.02), children (2.94) and social life (2.76). However, the strongest negative impact of these extended working hours was felt in the deterioration of physical health (2.74) and psychological illness (2.76). Theme 4: Strategic Performance of Organisations Organisations were perceived to display average to above average strategic performance compared to the highest performers (Figure 9.6). In terms of distribution, 26.1% of the respondents felt they were working in the best performing organisations while only 2.2% of the respondents felt that their 0 1O 20 30 40 50 60 70 80 90 100 2.17 39.13 32.61 26.09 Percent
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MALAYSIA
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STATUTORY REQUIREMENTS In accordanc
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organisation level will further str
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Besides analysis on productivity pe
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CONTENTS MESSAGE FROM MINISTER vi S
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CONTENTS PART 3: SYNERGY THROUGH PU
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CONTENTS Chapter 8: Productivity Pe
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REPORT HIGHLIGHTS PRODUCTIVITY PERF
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The productivity of the services se
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CHAPTER 1 PRODUCTIVITY PERFORMANCE
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Figure 1.2: Productivity Growth by
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for broadband services was also sup
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The other services sub-sector recor
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Manufacturing sector The productivi
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productivity of the sector was impa
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target to become a high-income econ
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Towards A High Income Economy CHAPT
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SOURCES OF MALAYSIA’S ECONOMIC GR
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Box 2.1: Productivity Measurement U
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28 Productivity Report 2011/2012 Bo
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CHAPTER 3 MALAYSIA AND INTERNATIONA
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Chart 3.2: IMD Competitiveness Mode
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Malaysia among the top 20 with coun
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Figure 3.3: Economic Performance Ma
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Figure 3.4: Government Efficiency E
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Figure 3.5: Business Efficiency Ext
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economies were already in the innov
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BOX 3.1: CHARACTERISTICS OF INNOVAT
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Characteristics of Selected Top Inn
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CHAPTER 4 MODERNISING BUSINESS REGU
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The Government took a significant s
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egulations in addressing an identif
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The Best Practice Regulation Handbo
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Box 4.1: Enhancing Malaysia’s Com
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Government Agency : Certi�cation
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START NFP Plan Verification OSC DBK
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The following improvements are reco
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ESCALATING ENTERPRISE INNOVATION AN
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Box 5.1: Knowledge Content Study in
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Efficient delivery time is vital to
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Group A (North) China Hong Kong Jap
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. ICQCC 2011, YOKOHAMA, JAPAN 11 th
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Over production is caused by: • I
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Box 5.4: Green Productivity (GP) fo
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Box 5.5: Enhancing Productivity thr
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Box 5.6: Achieving Excellence throu
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PART 3 SYNERGY THROUGH PUBLIC-PRIVA
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PRODUCTIVITY PERFORMANCE OF THE SER
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Box 6.1: Benchmarking for Education
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Box 6.2: Measuring Performance of P
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Box 6.3: Building Information Model
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CHAPTER 7 PRODUCTIVITY PERFORMANCE
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quarter of the year, the global sup
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CHAPTER 7 Figure 7.3: Productivity
Page 180 and 181: Figure 7.6 shows that labour remune
Page 182 and 183: increased to RM35,300 million in 20
Page 184 and 185: enable the sub-sector to face signi
Page 186 and 187: cost per employee had significantly
Page 188 and 189: The industry experienced a nominal
Page 190 and 191: CHAPTER 7 Figure 7.10: TFP Growth o
Page 192 and 193: in particular E&E. This sub-sector
Page 194: Furthermore, it can be observed tha
Page 197 and 198: PRODUCTIVITY PERFORMANCE OF THE AGR
Page 215 and 216: Box 8.1: Innovative Farming Practic
Page 217 and 218: PART 4 SUSTAINING THE QUALITY OF LI
Page 219 and 220: NATION’S QUALITY OF LIFE ASPIRATI
Page 227 and 228: Sources: Preliminary Report, Malays
Page 229: NATION’S QUALITY OF LIFE ASPIRATI
Page 239 and 240: Box 9.1: Best Practices in Work Lif
Page 241 and 242: Box 9.2: National Customer Satisfac
Page 243 and 244: Application of National Customer Sa
Page 246 and 247: APPENDICES
Page 248 and 249: APPENDIX A - PRODUCTIVITY ii. Subtr
Page 250 and 251: APPENDIX A - PRODUCTIVITY 8.2 Labou
Page 252 and 253: APPENDIX A - PRODUCTIVITY 8.5 Proce
Page 254 and 255: APPENDIX C - COMPETITIVENESS TERMIN
Page 256 and 257: APPENDIX D - REGULATORY REVIEW TERM
Page 258 and 259: APPENDIX D - REGULATORY REVIEW Nati
Page 260 and 261: APPENDIX E - TECHNICAL NOTES TERMIN
Page 262 and 263: APPENDIX E - TECHNICAL NOTES Output
Page 264 and 265: APPENDIX E - TECHNICAL NOTES 243
Page 266 and 267: APPENDIX F - CONTRIBUTION BY SUB-SE
Page 268 and 269: MPC CONSULTATIVE PANELS CONSULTATIV
Page 270 and 271: MPC CONSULTATIVE PANELS CONSULTATIV
Page 272 and 273: PARTNERSHIP Economic Planning Unit
Page 274 and 275: MPC CONSULTATIVE OFFICE ADDRESSES P
Page 276 and 277: MPC REFERENCES CONSULTATIVE PANELS
Page 278 and 279: MPC ACRONYMS CONSULTATIVE AND ABBRE
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MPC ACRONYMS CONSULTATIVE AND ABBRE
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INDEX Culture 28, 46, 47, 67, 71, 7
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INDEX Malcolm Baldrige National Qua
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TRANSFORMATION INNOVATION PARTNERSH
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