1. CHAPTER 1 - OVERVIEW OF HUMAN RESOURCE MANAGEMENT IN MALAYSIA

2. CHANGES IN HUMAN RESOURCE MANAGEMENT IN MALAYSIA
In 1963, the Malaysian economy was mainly based on primary commodities
During 1970’s industrialisation began with opening of industrial zones in Shah Alam in Selangor and Bayan Lepas in Penang
Many foreign multi-national companies attracted by the low cost of labour and the availability of an educated workforce

3. CHANGES IN HUMAN RESOURCE MANAGEMENT IN MALAYSIA
During early years, emphasis was for legal compliance and maintaining discipline
Little emphasis on proper management of human resources
Human resources managed by personnel manager, someone low in the hierarchy
Job of personnel manager confined to wages, welfare, hiring when asked to do so, and record keeping
That was the past

4. Changes in HRM in Malaysia
Some of the changes in Malaysia over the last fifty years include the following:
The growth of organisations
A better educated workforce
A more diversified workforce
More women in the workforce

5. Implications for Human Resource Manager
Must be more professional approach to management of human resources
Trend in business world today is increasing respect and responsibility given to human resource managers
Professional HR manager expected to provide direction and guidance necessary to meet the challenges and problems of human resources in future
Expected to monitor environment of business and study trends so organisation can take positive actions to respond

6. Implications for Human Resource Manager
With emphasis on improving productivity, HR manager today has a positive and key role in improving productivity
Modern HR manager is a business partner helping to contribute to bottom-line

7. ROLE AND STRUCTURE OF MINISTRY OF HUMAN RESOURCES MALAYSIA
Tasked with being the leader in developing and managing a world-class workforce in Malaysia
Sets policies, prepares draft legislations and amendments to current legislations, enforces employment legislation, and establishes codes of practices as guidelines for employers and employees
Mission statement = “to develop a competitive workforce in an environment of industrial harmony and social justice.”

8. Departments, Statutory Bodies and Companies under Ministry of Human Resources
1. Labour Department
2. Industrial Relations Department
3. Industrial Court of Malaysia
4. Trade Union Affairs Department
5. Occupational Safety and Health Department
6. Manpower Department
7. Department of Skills Development
8. National Institute of Human Resources
9. Social Security Organisation
10. Skill Development Fund Corporation
11. Human Resource Development Berhad
12. National Institute of Occupational Safety and Health

9. OBJECTIVES OF HUMAN RESOURCE MANAGEMENT
Main objectives of HR management are:
1. To attract potentially qualified people to apply to the organisation
2. To retain productive employees
3. To motivate employees

10. KEY ROLES FOR HUMAN RESOURCE DEPARTMENTS
If human resource department performs its roles effectively, will have a major effect on:
Improving organisational productivity
Enhancing the quality of work life
Complying with all the necessary laws and regulations related to effective human resource use

11. Four Key Roles for H R Departments

12. HUMAN RESOURCE FUNCTION IN DIFFERENT ORGANISATIONS
Function depends on size of organisation
Small organisation probably no HR department and functions of HR placed under administration or finance manager
As organisation grows, a separate unit or department headed by an officer or a manager may be formed with a clerk to assist
As organisation grows further, separate sections like employment, training, compensation, employee relations, and safety may be created
In very large organisations, human resource function may become a division headed by a director with specialist human resource section managers

13. ACTIVITIES CARRIED OUT UNDER A WELL-ORGANISED H R DEPARTMENT
Head of Department
Establishing human resource policies
Productivity improvement programmes
Advising top management

14. ACTIVITIES CARRIED OUT UNDER A WELL-ORGANISED H R DEPARTMENT
Employment
Human resource planning
Recruitment
Selection
Career development
Succession planning
Termination
Exit interviews

15. ACTIVITIES CARRIED OUT UNDER A WELL-ORGANISED H R DEPARTMENT
Training and Development
Orientation training
Supervisory and management training and development
Educational assistance programmes
Skills or operations training
Performance appraisal

16. ACTIVITIES CARRIED OUT UNDER A WELL-ORGANISED H R DEPARTMENT
Compensation and Benefits
Wage and salary structures
Benefits programme
Payroll and deductions
Incentive schemes

17. ACTIVITIES CARRIED OUT UNDER A WELL-ORGANISED H R DEPARTMENT
Employee Services
Canteen
Hostel
Transport
Uniforms
Sports and recreational activities

18. ACTIVITIES CARRIED OUT UNDER A WELL-ORGANISED H R DEPARTMENT
Industrial Relations
Maintaining relationships with the employees’ union
Grievance handling
Counselling and disciplining
Collective bargaining
Handling industrial actions
Dismissals, conciliation, and arbitration

19. ACTIVITIES CARRIED OUT UNDER A WELL-ORGANISED H R DEPARTMENT
Safety and Health
Safety programmes
Health programmes
Wellness programmes
Accident investigation
Personal protective equipment
Sexual harassment
Prevention of violence in the workplace

20. The Malaysian Workforce
The workforce in Malaysia is very diverse, with people of different ethnic and religious backgrounds working together in organisations
Also an estimated two million foreign workers
Another aspect is the proportion of women
One other major factor is age where number of young and better educated people, referred to as Generation Y, entering the workforce is increasing
One often forgotten group is the disabled