BACHELOR OF BUSINESS ADMINISTRATION WITH HONOURS
MAY 2022 SEMESTER
BBGO4103
ORGANISATIONAL BEHAVIOUR
MATRICULATION NO : 991028016128001
IDENTITY CARD NO : 991028016128
TELEPHONE NO. : 0138654212
E-MAIL : [email protected]
LEARNING CENTRE : JOHOR BAHRU
CONTENTS
1.0 INTRODUCTION.....................................................................................................................2
2.0 Challenges of Labour Force Participation..................................................................................3
2.1 For Women............................................................................................................................3
3.0 Motivation Theory...........................................................................................................................5
4.0 Recommendation...........................................................................................................................6
4.1 For the Policy Maker...................................................................................................................6
4.2 For the Human Resource Department (HRD)..............................................................................6
5.0 RUJUKAN.........................................................................................................................................7
i
1.0 INTRODUCTION
Malaysia is now undergoing a dramatic economic transition. Malaysia's status as one of the
fastest-growing economies in Southeast Asia has been strengthened by the appearance of
significant investments and the swift development of the nation's infrastructure. The Northern
Corridor Economic Region and the Development Corridor, which include a multibillion-
dollar metropolis like Iskandar Malaysia, both work to guarantee that economic activity is
dispersed throughout the whole nation rather than being focused in the Klang Valley. The
upshot of this quick development is an increase in the need for trained personnel. Malaysia's
purposeful transition into a high-income nation demonstrates that the nation, which is well-
known for its equatorial climate, cultural variety, and status as a top tourist and expat
destination, is now a place where high-class people can thrive and advance their careers.
To address the relatively low level of female involvement in the labor market, Malaysia has
to concentrate on keeping women in the workforce. This is due to the fact that a sizable
percentage of women employees in the nation quit their jobs to start families and never
return. Thus, there is a need for a clear strategy on how to keep women in the workforce,
highlighting the fact that a higher level of women engagement in the labor force would
strengthen the nation's economy by giving them more flexibility and longer maternity leaves,
among other things.
Having more women in the workforce not only boosts productivity by extending the labor
pool, but it also raises household income. A stronger economy would result from consumers'
increased consumption and purchasing power due to an increase in income. Malaysia might
prevent a decline in the labor force supply brought on by demographic shifts this year by
ensuring that female labor force participation rises to its potential. In the area and in
compared to nations with similar levels of economic development, Malaysia currently has
one of the lowest rates of female labor force participation. The most recent numbers provided
by the statistics department indicate that 54.6 percent of women are now employed. There are
around 15 million people working in Malaysia.
2
2.0 Challenges of Labour Force Participation
2.1 For Women
Tracy Soidi and Agnis Sombuling (2016) claim that roles in family institutions
have changed, particularly for women who are now viewed as both employees
and mothers. When was the last time you and I had quality time with our
spouses or partners, kids, relatives, friends, and ourselves? When did we last
feel content and joyful with a job well done? The reality is that being a
working woman has many challenges.
Currently, women are frequently observed to be continually confronted with
conflict balance between family and work tasks, especially for those who have
married. This stress is the first difficulty. The typical working lady also spends
a significant amount of time following a reliable daily schedule. They must
rise early in the morning to take care of their family and children, commute for
an average of eight to ten hours each day, return home in the late afternoon or
early evening, and then carry out their duties as a wife and mother. The
situation has left the body overtired, worn out, and emotionally tense. In
addition, there is one person who neglects her spouse and kids.
For instance, the Malaysian government has established the Movement
Control Order (PKP), which began on March 18 of last year, in response to the
COVID-19 epidemic that has affected the whole world today. Many workers,
especially women, are told they may work from home. However, other people
believe that working from home is quite difficult, especially for moms, who
may find it stressful owing to the necessity to handle many obligations at once,
such as taking care of the home and children while also serving as an
employer. Therefore, women who do not prioritize balancing job and family
will have a detrimental effect, particularly on family institutions, which will
finally result in situations of marital strife and divorce.
The requirement for assistance and child care facilities is the second challenge.
Typically, a woman who has the title of mother thinks about her child's
circumstances at home or at a daycare facility while she is at work (TASKA).
However, due to rising prices and a high quality of life in today's society, do
not stop considering ways to enhance family income when at home. It is true
that this is a mother's struggle as she tries to soothe and please her family. No
3
matter how high a woman's position, however, the priority after becoming a
mother is to give the kids your whole attention first. According to the New
Straits Times (2017), data from the Fifth Malaysian Population and Family
Survey (KPKM-5) for 2014 showed that childcare issues accounted for 32.4
percent of all women's decisions to leave their jobs.
According to a survey by the Tun Fatimah Women's Leadership Center
Hashim, UKM, one of the difficulties facing women in the nation today is
connected to childcare, particularly for young children. According to the
study, a further difficulty arises from the expense of a relatively high TASKA.
Even though the job is close by, some places do not make it convenient for
nursing moms. However, the TASKA also encounters difficulties when a few
moms voice their worry that certain child care facilities continue to lack the
staff members and credentials necessary to properly care for newborns.
Having excellent, trustworthy, and productive staff is a benefit for someone
who bears the title of employer in today's globalized world. In addition, the
finest business would prioritize the needs of its workers and assure their
comfort. Tan Sri Lee Lam Thye, chairman of the National Occupational
Safety and Health Institute (NIOSH) and patron of the Association Malaysian
Psychiatry (MPA), underlined the significance of resolving the issue of
workplace stress, according to Astro Awani on February 21, 2019. He
continued by explaining how little is known about mental health difficulties at
work. Therefore, businesses must be concerned about their employees' mental
health in order to reduce the danger of emotional stress.
Additionally, one of the reasons of stress is the absence of support from
coworkers and bosses. Such instances as workplace bullying and being denied
a promotion are among the most prevalent sources of stress. In truth, there are
people who experience emotional abuse due to insults, sexual harassment, a
poisonous work environment, and lengthy working hours that make it
impossible to take breaks.
Additionally, a business must make sure that its workers are not overworked
by giving them too many responsibilities. Stress may manifest itself in many
different forms. When employees are assigned new tasks that are outside of
4
their areas of competence and the extent of the job, they must learn the scope
of the work and eventually deal with the employer's expectations.
In this situation, the inability to adjust to the new responsibilities' scope might
lead to conflict and tension since the employee will feel overburdened with
work and won't be able to spend enough time with their family. This will
indirectly cause unhappiness, have an impact on health, and even have an
impact on work performance and productivity. Additionally, there are still
circumstances where single people are forced to make sacrifices for others as a
result of workplace constraints. Therefore, finding a balance between work
and life is important for everyone, including single people without children
and those who have families.
Gender equality in the workplace is the ultimate obstacle. There is no doubting
that women are among the most valuable resources in the nation. Additionally,
the expansion of their active participation and accomplishments in the
employment sector has had a significant influence on the growth of the
economy and the advancement of the country. Therefore, it is the duty of
people from all walks of life to raise awareness of gender equality and to
appreciate the sacrifices made by women in accordance with the National
Women's Policy and the Action Plan Ministry. Therefore, the government has
always defended women's rights and interests in order to maintain their
welfare and to enhance their active engagement in a variety of work areas,
including politics, economics, social, health, and education.
In addition, one of the problems with gender disparity, particularly for women,
is the problem of discrimination in the workplace. Still, there are
preconceptions about women that are different from those about males. As a
result, despite having the same degree of education and job experience as
women, many males are seen in high-ranking positions in the workforce.
5
2.2 For Generation X
A generation that has grown up playing video games, spends the most time
online shopping, and utilizes social media more often than any other is fast
taking over the bulk of leadership positions in business.
You may have assumed that it was millennials because they have been the
focus of the media for the past ten years. But according to our definition, it's
Generation X, which includes those born between 1965 and 1981.
Nielsen data, which showed that Gen X is the most connected generation,
supports that conclusion. According to Nielsen, Gen Xers spend 40 more
weekly minutes on social media than millennials. Additionally, they were
more likely than millennials to use all types of devices—phones, computers,
and tablets—for longer periods of time. In fact, Gen X is bringing this
connectedness to the workplace.
Although Gen X may be as as adept at digital chores as millennials are, they
also have a command of traditional leadership qualities more on par with those
of baby boomer leaders. This entails finding and nurturing fresh talent inside
their businesses as well as leading the implementation of business initiatives to
make innovative concepts a reality.
The "hyper-collaboration" skills of 67% of Gen X executives are also
successful, and they are steadfastly attempting to eliminate organizational
silos. By bringing people together to work together to solve problems for
consumers and their company, Gen X leaders are able to influence the future
of work and produce quicker innovation.
The Gen X generation has been the slowest to improve, despite having a rising
impact and responsibility at work. We discovered that Gen X leaders received
1.2 promotions on average over the previous five years, which is much less
than the 1.6 promotions received by younger millennials and the 1.4
promotions received by more senior baby boomers over the same time period.
Gen X is creating extremely competent leaders who run the risk of being
missed because they exhibit loyalty, a willingness to take on a lot of work, and
a potent blend of digital and conventional leadership qualities. Organizations
should provide Gen X leaders more outside counsel if they want to keep and
grow them. Although Gen X executives are devoted to their organizations,
6
they yearn for advice and guidance from mentors outside of them. In fact, 57
percent of executives want external growth, and 67 percent desired greater
external mentoring. Employers should make an investment in supporting Gen
X leaders' participation in professional organizations, trade shows, and other
events to enable them network with peers and mentors who can offer
coaching.
Encourage leaders to question the current quo aside from that. Millennials may
be sought after by many businesses to oversee new initiatives, particularly
those that are tech-based. Gen X leaders, however, are more likely to succeed
when given the chance to try forth novel ideas and question conventional
wisdom. The most creative ideas may be provided by a cross-generational
team, potentially under the direction of a Gen Xer.
Utilize technology to assist in conventional growth. Gen X executives stated
that they still prefer formal workshops, training sessions, and seminars, much
like those in previous generations. They do, however, also appreciate the
customization and practicality that technology-based solutions provide.
Making the most of their growth prospects will be made possible by
combining conventional teaching techniques with technologically advanced
tools to reinforce and strengthen learning.
The oldest Gen Xers will probably continue to work for at least ten more
years, while the younger members of the generation may continue to work for
more than thirty. As a result, Gen X will continue to serve as the foundation of
organizational leadership for a considerable amount of time. Gen X represents
a rich and significant source of leadership potential that those who ignore in
favor of concentrating primarily on the youngest generations entering the
workforce will miss out on.
The moment has come to concentrate on enhancing and expanding Gen Xers'
diverse set of talents.
7
3.0 Motivation Theory
First, two sorts of motivational theories are discussed: content theories and process theories.
Theories with a focus on certain requirements or motivators are referred to be content
theories. Process theories explain how needs, behaviors, and incentives interact.
The motivational heuristics of social work supervisors are crucial. A manager's responsibility
includes encouraging employee productivity, which calls for motivation. Social work
administrators frequently manage staff members with a variety of educational backgrounds
and motives for entering the human services industry. Managers need to go beyond the
conventional assumption that social workers "simply want to assist people" in order to drive
their personnel.
Maslow's hierarchy of needs is perhaps one of the most well-known theories of motivation.
This idea may be used to inspire social workers in the workplace setting of their agencies,
even though it is frequently taught in social work human behavior classes in connection to
work with clients and their social contexts. The theory's central idea is on a pyramid, or
hierarchy, of requirements. Prior to meeting demands at higher levels, the needs at the base of
the pyramid must first be satisfied. This idea may be applied by social work managers by
determining the degree of requirements for each employee and realizing that employees will
be motivated by the elements present at this level. Physiological requirements are the first
level of wants, followed by security needs, social needs, ego needs, and eventually self-
actualization.
The pillars of employee motivation are these degrees of requirements. Managers need to be
aware that unfulfilled wants are what will drive workers to work harder than demands that
have already been met. For instance, the first two tiers of needs—physiological and security
—will not be effective motivators if a social worker believes she is well compensated and
safe in her employment. The manager will need to inspire employees based on demands at a
higher level, such as social needs. Additionally, individuals can move up or down the
pyramid of requirements. A worker who is primarily driven by social needs may suddenly
become motivated by security needs if job security is threatened as a result of budget cuts or
other restrictions. Administrators must be conscious of the possibility that each of their staff
members has varying degrees of demands and adapt their management approach accordingly.
8
Social work administrators against understanding the potential effect of Maslow's theory on
their management style incorrectly. The lower order needs must also be met, even if helping
others—a higher order need—is the primary motivation for most social workers to work in
the field. Due to the scarce financial resources in human care organizations, some social work
supervisors could be eager to concentrate on the higher order demands. Many of Maslow's
principles have been examined and adopted by the profession in social work practice with
clients, but the theory has not yet been empirically proven in social work management
practice.
9
4.0 Recommendation
4.1 For the Policy Maker
4.2 For the Human Resource Department (HRD)
Any dispute or unfavorable behavior at work is considered a conflict. These disputes
frequently include the human resources personnel and obstruct communication and
teamwork. Conflicts at work will happen no matter how well-behaved your staff is.
This is particularly true during difficult times since frustrated and burned out personnel are
more likely to experience emotional breakdowns. It is the responsibility of the human
resources department to handle both dispute resolution and preventing employees from
reaching a breaking point. Remember that the HR staff may find this to be a particularly
challenging assignment. When tensions and emotions are high, how your human resources
team handles the situation might either stoke the flames or make it worse. Or completely stop
it.
Recognizing and pinpointing some of the most prevalent causes of employee outbursts is one
strategy to reduce conflict in the workplace. We've included a few of the more typical
problems that might spark conflicts at work below.
When workers must coexist in close quarters, personality characteristics are important. The
way we operate is influenced by our personalities. Here are some factors that might cause
personality conflicts:
Differences in backgrounds: The workplace today is more varied than ever. Gen Z,
Millennials, and Baby Boomers are among the generations working together under
one roof. Unfortunately, diversity may occasionally provide a lot of opportunity for
conflicts and disagreements at work. For instance, a foreign worker may approach
their job differently from a Singaporean worker. The only way to prevent this would
be to inform your staff.
Different work styles: Some personality types like working together. Some people
favor competition. It might be difficult to put these two very different people together
because of their extreme differences in personalities. For this reason, hiring managers
10
and HR teams are urged to pair together candidates with complementary personality
traits.
Different attitude: We are all intriguing because of our differences as people.
However, matching an emotional worker with a non-emotionally competent person
may cause problems in the future.
Encourage workers and job applicants to take the Myers-Briggs Personality Test as a strategy
to avoid potential personality conflicts at work (MBTI). This enables businesses to pair up
employees with the ideal team and even management. Additionally, this enables the
businesses to prevent any misunderstandings and factors that lead to animosity at work.
Workplace disputes can develop as a result of problems including bad management and
leadership. Conflicts between managers and their staff are frequently brought on by a lack of
communication, direction, presence, and authority. In other words, a bad manager or leader
could cause more disputes at work. The good news is that terrible leaders are capable of
becoming better ones. Being a more sympathetic and present leader is one approach to
develop and increase your leadership abilities.
One of the most important factors contributing to workplace conflict is discrimination. The
human resources team will be needed for assistance with this. There is an urgent need for the
business to be more inclusive if there is any harassment or discrimination against your
employees because of their ethnicity, gender, sexual orientation, or disability. Keep in mind
that if disagreements based on discrimination are not addressed effectively, the organization
may suffer serious consequences. TAFEP, for instance, may become engaged in situations
involving racial and sexual harassment.
The workplace is no stranger to creative diversity. The clash of ideologies might, however,
lead to the creation of something fresh and new. Supervisors may help their staff appreciate
the value of other people's opinions and ideas, which will help them turn creative
disagreements into great brainstorming opportunities.
11
Online Class Participation
12
13
14
