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The Success of Malaysian Local Authorities: The Roles of Personality and Sharing Tacit Knowledge
Halimah Abdul ManafUniversity of Hull, Hull
United Kingdom
Associate Professor Dr. Najib Ahmad MarzukiUniversiti Utara Malaysia
Malaysia
Agenda
1. Introduction1. Introduction
2 .Knowledge in Malaysian Government 2 .Knowledge in Malaysian Government
3. Definitions3. Definitions
5. Personality Traits and TKS5. Personality Traits and TKS
7 .Conclusion and Recommendations 7 .Conclusion and Recommendations
6. TKS and Organizational Performance
4. Performance in Malaysian LA4. Performance in Malaysian LA
Introduction
Why Knowledge?
• Knowledge is valuable asset should continues managed
• Learning culture in the public sector also promotes knowledge would improve work performance
• People have imbalances in time and workload rely on common sense and intuition or tacit knowledge to complete the work
• In order to utilize knowledge in government organizations through sharing tacit knowledge, managers should understand individual differences such as personality traits
• Sharing tacit knowledge contributes to organizational performance through the development of personality traits.
Knowledge Capture
Best Practices
DialogueCoachingExperience
Document & Content
Management
Processes Solutions
KnowledgeRepository
Forums
Mentor Programs
Apprenticeships
Explicit
Implicit
Tacit
Source: Eucker, T. R., (2007)
Knowledge in Malaysian Government•The creation, sharing and application of new knowledge is important for the building of sustainable and competitive government (Kang et. al., 2008)
•Strategy Malaysian government to achieve vision 2020 as a comprehensive development of public sector performance through knowledge
•In 9th Malaysia Plan, the government introduced targets to increase knowledge capabilities, to be innovative and to create ‘first class human capital’ (Government of Malaysia, 2008). •To become successful, knowledge must be accessible, and it must be possible to derive benefit from it (Abdullah, 2005).
•Malaysia had made a paradigm shift from p-economy to k-economy
•Multimedia Super Corridor (MSC) – to be an engine of economic growth for the 21st century
Conceptual Definitions•Tacit knowledge as knowing how to do something without thinking about it, like riding a bicycle Polanyi (1966).•The characters of tacit knowledge are sometimes unexplainable, highly personal, subjective form of knowledge, informal and can be implicit •An experience based knowledge to solve practical problem (Sternberg, & Grigorenko, 2000), •This study refers tacit knowledge as the abilities and skills of managers to manage self, others and tasks.
•Knowledge sharing is about a learning process through exchanging ideas, knowledge, experiences, information can be unidirectional and unrequested •Term sharing refers to a process of presenting individual who possess knowledge and can be used by others. •Elements of knowledge sharing practices is knowledge sharing mechanism and mentoring program.
tContinues....
•Personality is a character stability of temperament, intellect and physique including patterns of thought, emotions, and behaviour across different situations over time •Agreeableness: good natured, forgiving, courteous, helpful, generous, cheerful and cooperative - naturally inclined to help others•Conscientiousness: competence, reliable, responsible, organized, and hardworking, self disciplined and achievement oriented – contributions beyond role requirements•Openness to experiences - ‘intellect’ in lexical solutions: imagination, intellectual curiosity, originality and independence of judgment•Extraversion: excitement, stimulation and are cheerful, assertive, talkative, active, energetic and optimistic, active and impulsive - leadership roles•Neuroticism: anxiety, hostility, depression, self consciousness and impulsiveness - lack of positive psychological adjustment and emotional stability.
MODEL SSR-PBT
CRITERION
Management(30 %)
Core Services(35 %)
SUB-CRITERION
1. Organizational Management (10%)2. Financial Management (10%)3. Human Resources Management (10%)
1. License policy &business controlling (4%)
2. Planning (5.75%)3. Building controlling (3.25%)4. Properties & assessment
managements (4%)5. Traffic management &
car parking (3.5%)6. Landscaping (3.5%)7. Project management (4%)8. Laws &
enforcement (4%)9. Prevention of
communicable diseases (3%)
Customers Management
(15%)
1. Frontline services (9.5%)2. Compaints management(5.5%)
Community Participation &
People Views(20%)
1. Community participation (10%)2. People view (10%)
GRADING RESULTS OF GRADING
EARLY ACTIONS
Inform local authoritiesInformation gathering viaonline
INSPECTIONS
Entrance ConferenceRecords and documents assessment and interviews with officers
Visit workplaceExit Conference
PEOPLE VIEWS
Face to face interviewsPostWeb page
MARKS AND APPROVER
Discussion with inspectorate membersMarks coordinationReports to the audit committee
LA’s Grading
(90-100)Excellent
(75-89)Good
(60-74)Satisfy
(46-59)Less satisfy
(45 & below)Poor
Continues Improvement
Re-inspections
Ministry of Housing and Local Government, Malaysia KPKT
Performance in Malaysia Local Government
Performance in Malaysian Local
Authority
Star Rating System (SSR) Model
( Source: Malaysia Local Government Department, 2008)
Personality Traits and Tacit Knowledge Sharing
Conscientiousness
An agreeable person may create willingness to exchange knowledge in recipients
Conscientiousness
Conscientiousness
Openness
Extraversion
Neuroticism
Related to commitment and the documentation of knowledge has an influence on knowledge sharing
Highly open people display intellectual curiosity, creativity, flexible thinking and culture. They show positive attitudes towards learning and engage with learning activities
People who are extraverts involve the experience of positive emotions, and extraverts are more likely to take on leadership roles and have many close friends
People who are neurotic experience a variety of problem such as negative moods, fear, anxiety, depression and irritability and physical symptoms
Agreeableness
Tacit Knowledge Sharing and Organizational Performance
•Performance links with productivity and effectiveness use of limited resources
• Evaluation from (1) performance indicators, (2) audit, and (3) inspection
• Local government that practice STK would provide high quality services
•To gain knowledge from difference personality traits have different experiences, abilities, knowledge and perceptions.
• Increased levels of economic and human development in economies driven by brain power, wealth of information, skills and knowledge
Conclusion and Recommendations
• Create understanding from theory and practicality that KS influence LA’s performance.
• The practicality and benefit of KS to the Malaysian government.
• Little discussion on the effect of KM practices on performance in Malaysian government (Raja Kasim, 2008), particularly limited in Malaysia’s LA (Salleh & Syed Ahmad, 2006).
•The government has intention implementing KM parallel with country development.
• Personality is new dimension in management and psychology field.