128 Penerapan Konsep MADANI dalam Perkhidmatan Awam i. Singapore Singapore had strongly wanted to be part of Malaysia. It was in their interest that the merger would help them to prosper further with greater ease. But there was one major obstacle in their way; Singapore could not allow Kuala Lumpur to dictate how the wealth (revenue) will be spent and public policies that will be imposed. This will certainly make Singapore lose its competitiveness (to other states). (The late) Mr Lee Kuan Yew believed he could wrestle the leadership away from Kuala Lumpur. But Kuala Lumpur was “quick to kick” Singapore out. It was a burning platform for him; that Singapore was now back to square one again. Mr Lee had to make changes to secure her future, or otherwise risk “failing” and returning to Kuala Lumpur, weaken and more repentant. ii. Nokia At its peak in 2007, Nokia had 51% of global market share. The first iphone was launched in 2007 and it was quickly trending. So was the then new android based mobile phones; Nokia’s market share eroded dramatically. It was not until 2011 did Nokia began to make change (they opted for Microsoft’s Window instead of the increasing popular android, which on hind sight was a bad move). Only in 2014 did Nokia switch to android but it was too late. Nokia CEO Steven Elop wrote 1,300-word memo to his employees, stressing the burning Platform situation they are facing. Nokia never did recover (on its own) and was acquired by Microsoft in 2014. iii. Is Malaysia in a burning platform situation? The answer to the above question is not straight. To say yes, it might be too exaggerating; many still have jobs and can provide food on the table. To say no, it would be an understatement that the country is all well. This paper wishes to focus on the human resources issues in the government, apart from many other issues the government is facing. The author feels this is one of the “burning” issues that will “make or break” our “precarious” future. Artificial intelligence and other new emerging technologies have changed the (global) working landscape by storm, which if we (Malaysia) fail to harness its power (especially in the government sector), we would be “light years” behind from other (countries). Way forward, current human resource policies in the government should be structurally and systemically changed to these new guiding principles: a. Strengthening the capacity of institutions; b. Responsibility on individual for self-reliance for employment and responsibility on the government to provide conducive labour environment / landscape; c. Enhancing the capacity of employees; d. Ensuring the sustainability of institutions; e. Enriching the lives and fulfilment of employees’ post-retirement and creating opportunity for future generations to thrive and reach their potentials. Leaders should be conscious of the cultural dimensions such as power distance, individualism v.s. collectivism, uncertainty avoidance, masculinity v.s. feminism, long term v.s. short term and indulgence v.s. restraint within their organization when crafting their burning platform message. Leaders should attract support from employees rather force them to conform to their messages. Leaders should have clarity that their vision and their followers convinced of it that it will “safe” them from the burning platform. RECOMMENDATIONS
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