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O.S.E.M Center (One-Stop Employees' Management Center).

Introduction

Employees are the heart and backbone of an organization. Thus, it is vital to hold the key to employee's retention as it keeps organization on the right tracks. In favor of retaining the best talents, a set of strategies aimed at satisfying employee's needs should be implemented regardless of multinational companies (MNC) or small medium enterprises (SME). In the Eleventh Malaysian Plan, the government has defined six strategic thrusts to help Malaysia stay ahead of the challenges and opportunities of the fast-changing global and political landscape (Eleventh Malaysia Plan, 2016). Under the third thrust which is accelerating human capital development for an advanced nation, the Malaysian Government aims to achieve 35% of skilled workers by Year 2020, therefore they were giving priorities in empowering human capital. According to Astro Awani's article (2015), Malaysia recorded South East Asia's second highest involuntary turnover at 6% and the third highest voluntary turnover at 9.5% in 2015. Meanwhile, in hospitality industry, few scholars agreed that hospitality organization is experiencing the level of employee turnover higher than average (Guilding et al., 2014).

The human resources (HR) function is a complicated and unique areas of business functions for organizations (Shiri, 2012). Discovering approaches to improve procedures, simplify HR practices and share information quickly and easily within any organizations is crucial to corporate achievement, employee issues and administrative consistency.

Literature Review

Talent Management

Talent management can be defined as the application of synchronised approaches or systems that planned to increase workplace productivity by developing value-added processes for attracting, developing, retaining and employing human resources with the essential abilities and talent to encounter current and future corporate requirements (Zeinab & Mojtaba, 2016).

Training

Nowadays training for employees is the most imperative aspect in the corporate biosphere since it will upturns the efficiency and the effectiveness of both employees and the organization (Jenny et al., 2018). Based on Faris et al., (2015), training has a positive effect towards employees' performance regarding profits, revenues and size. It is crucial to upgrade the commitment and contribution of employees to the aims and goals of an organization for maintaining the economic growth and effective performance. Training has been perceived as a central role of management. When one supervisor or manager is relied upon interestingly to give others an arrangement of vision and capacity to perform (Afshah et al., 2012). Training and development is a vital exertion of an organization to upgrade quality and preparing to confront global competition of social needs. Training and development is not just as opportunity growth but it also for investment which yield general returns and will benefit to the organization and staff. Also, training and development act as a guide for enhancing financially while in the meantime, it gathers more uplifting positive attitudes toward benefit arrangement (Raja et al., 2016).

Law

Human resource practitioners continued to be challenged by ethical problems in the workplace. Corporate leaders were asked to react on demands for efficiency in an environment of distrust or scepticism in organizations and clients. Those who understand ethical decision-making as well as ethical viewpoints and consequences of the actions, can create value within their organizations (Sarah et al., 2016).

Discussion

One-Stop Employees' Management Center (OSEM Center)

OSEM Center is a one-stop center for human resources practitioner. No matter if you are an employee or employer, OSEM Center is designed to provide a comprehensive service to employees and employers under one roof can assist you in the aspect of identifying talented and potential employees, search for the best training provider and a channel to get free legal advice about Malaysian Employment Law.

Application Development

OSEM Center has been designed and developed by using a free web builder called DUDA. It is a leading responsive website builder for web professionals and non- professionals all over the world, enabling users to build fast, modern websites without having to spend in hours of costly development time. Presently, Duda hosts more than 9 million websites, and the figure is increasing each day. OSEM Center has seven fragments which consist of one home page, three sub-applications and three functions that provide more information about OSEM Center itself. All these functions can be described best as below:

In this section, some general information about the application is provided.

References

Astro Awani (2015, December 4). Employees in Malaysia look forward to 5.8% salary increment in 2016. Retrieved on September 1, 2016 from http://english.astroawani.com/malaysianews/employees-malaysia-look-forward-5-8-salary-increment-2016-83714

Eleventh Malaysia Plan. (2016). Eleventh Malaysia plan, 2016-2020: Anchoring growth on people. Malaysia: Prime Minister's Department.

Faris, I. A., Mahmood, A. and Rosima, A. (2015). The Relationship between Training and Employee Performance, Journal of Advanced Social Research, 4(12).

Guilding, C., Lamminaki, D. & McManus, L. (2014). Staff turnover costs. International Journal of Hospitality Management, 36, 231-243.

Shiri, S. (2012). Effectiveness of Human Resource Information System on HR Functions of the Organization: A Cross Sectional Study. US-China Education Review. 830-839.

Raja, A. G. K., Furqan, A. K., Muhammad, A. K., (2016). Impact of Training and Development on Organizational Performance, Global Journal of Management and Business Research, Vol.11.

Zeinab, M. & Mojtaba, V. (2016). The Effect of Talent Management on Organizational Success. Journal of Accounting and Management, 2(3).

Shahrul Suhaimi Ab Shokor (*)

College of Business Management and Accounting, Universiti Tenaga Nasional, Malaysia

Email: SShahrul@uniten.edu.my

Nur Lyana Baharin

College of Business Management and Accounting, Universiti Tenaga Nasional, Malaysia

Zurina Ismail

College of Business Management and Accounting, Universiti Tenaga Nasional, Malaysia

(*) Corresponding Author
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Article Details
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Title Annotation:Extended Abstract
Author:Shokor, Shahrul Suhaimi Ab; Baharin, Nur Lyana; Ismail, Zurina
Publication:Global Business and Management Research: An International Journal
Geographic Code:9MALA
Date:Apr 1, 2018
Words:909
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