Varia Ranah - Sorotan Ilmiah Perkhidmatan Awam

339 Varia Ranah: Sorotan Ilmiah Perkhidmatan Awam In contrast, Kur and Bunning (2002) found that 30 percent of the organizations that employed systematic development approaches towards leadership succession were able to avoid the development of leadership vacuums. To address the operational effectiveness imperative, a leadership succession program must ensure that there is a pool of candidates who understand the complexities of the daily operations and who are able to take over in the event that an unplanned succession event occurs. Although the Malaysian Public Service had put in place training programs to ensure that their personnel received training, through the Pekeliling Perkhidmatan Bilangan 6, Tahun 2005 ; the Surat Pekeliling Perkhidmatan Bilangan 2, Tahun 2005 ; and the Pekeliling Perkhidmatan Bilangan 6, Tahun 2010 ; most of the training was not in the areas required for these personnel in equipping and preparing them to be the next generation of leaders or management. It was also found that in the pipeline for promotion, the top management had reservations on whom they would want to be promoted next, and this had turned into blockages to those who were already being prepped thus impeding the career path to these personnel who then became frustrated and opted either for a transfer or an early retirement. In the Malaysian public service, there is a form of “punishment” that has been commonly used by JPA, especially those who are “reported” to have illnesses, underperformance, or even being deemed “not suitable” for the public service. They placed such personnel in JPA, to be observed under the Penempatan Khas , or “Special Placement” where these personnel will spend the remainder of their time in JPA being in “cold storage”. The end result is that the level of loyalty, commitment and motivation is seen deteriorating, thus ultimately frustrates the ambitious, talented personnel to being in the pipelines for leadership succession, and impede their own career Those deemed “not suitable” for the public service are placed in JPA, to be observed under the Penempatan Khas , or “Special Placement” where these personnel will spend the remainder of their time in JPA being in “cold storage”. This has led to a further shrink towards the talent pool from which JPA may draft up for the public service leadership succession process