CHAPTER 1

INTRODUCTION TO THE ORGANIZATION

1.1 Profile of Telekom Malaysia Berhad

Telekom Malaysia Berhad (TM) is the largest integrated information and

communication group in Malaysia, with the total workforce of 27,257 employees. It
was established in 1946 as Telecommunications Department of Malaya and was later
privatized in 1987. With the total revenue of RM 9.99 Billion in 2012, TM is among
one of Asias leading telecommunication companies. As the largest integrated
information and communication group in Malaysia (see Appendix 1 for products and
services of TM), TM delivers an enhanced customer experience through innovation
and customer service quality improvements. Its milestone in 2008 was the high speed
broadband (HSBB) project with the signing of Public-Private Partnership Agreement
with the Malaysian government and actualized in 2010 by the launch of Unifi, TMs
high speed broadband. To date, Unifi has over 100,000 subscribers.
In line with Malaysias Leading New Generation Communication Provider as
well as Malaysias Broadband Champion, Telekom Malaysia has implemented
Performance Improvement Program which has four strategic thrusts abbreviated in
COOL, which are: Customer centricity and quality improvements, Operational
excellence and capital productivity, One company mindset with execution orientation
and Leadership through innovation and commercial excellence.
Being Malaysias leading new generation communication provider, TM needs to
ensure long term sustainability of the organization, in which TM formulates the
strategic journey. TMs strategic journey consists of 3 phases: The broadband
champion, Information exchange and Institution building towards growth, efficiency
and productivity. The first phase; broadband champion, is already achieved by the
current performance of the organization. Being the leading new generation

telecommunication provider, TM has completed forming basic building block for the
high speed broadband across Malaysia in 2010, fulfilling the Public Private Project
with the Malaysian government. On March 2010, TM deployed its first high speed
broadband service, UniFi. By the end of 2012, UniFi already cover 1.377 million
premises.
Figure 1.1 Logo of Telekom Malaysia Berhad

Source: TMs Website

To date, TM has a total customer of 4.5 million (1.7 million customers of

broadband subscribers and 2.8 million for telephony subscribers). To retain the
existing customer in order maintaining the status of Malaysias broadband champion,
it is essential to have a continuous human resource development. Telekom Malaysia
realizes that employee play a major role for the sustainability of the company, in
which it provides ongoing training & development program for its employee.
Telekom Malaysia provides broad range of training development program, from
technical academy, customer service academy to leadership development unit. This
comprehensive training program made TM won the Gold Award for the Employer of
Choice by the Malaysian Institute of Human Resource Management (MIHRM). To
date, TM had already trained a total of 20,924 employees in High Speed Broadband
and IP-related training. To support its comprehensive training program, TM had built
TM Training Centre (TMTC) across the country.
Looking ahead, TM would like to pursue its vision to be the information
exchange with the objective of transforming TM to be connectivity, ICT and a content
hub for the region.

1.2 Vision and Mission of Telekom Malaysia Berhad and the National Network
Operation (NNO)
1.1.1

Vision and Mission of Telekom Malaysia Berhad

The goal of Telekom Malaysia Berhad is to provide faster, richer and a more
reliable customer experience, backed by years of experience. It also wants the
customer only to get the service from a name that they know and trust. Thus, Telekom
Malaysia formulates its vision and mission to accomplish the goal.
Vision

Mission

To be Malaysias leading new

To achieve our Vision, we are determined to do the

generation

following:-

communications

provider, embracing

customer

needs through innovation and

execution excellence

Strive towards customer

service
excellence
and

operational

efficiency
Enrich customer lifestyle and
experience by providing innovative new
generation services
Improve the performance of our business
customers
by providing high value information and

communication solutions
Deliver value for stakeholders

by

generating shareholder
value and supporting Malaysias growth and
development

1.2.2 Vision and Mission of National Network Operation Division

Vision
The vision of Network

To

Operations is to be a model of

telecommunication network comprising voice, data

operational efficiency in striving

and info-structure so as to achieve high quality and

to be Malaysias leading new

reliability, exceeding customer expectations, in a

generation communication

competitive

provider

differentiated customer services in a proactive

manage,

Mission
operate
and

environment.

We

maintain

shall

provide

manner. We will be a committed team of highly

competent and motivated professional.

1.2 Organizational Structure of Telekom Malaysia Berhad

This section would display and brief the organizational structure of Telekom
Malaysia Berhad and National Network Operation Division.

1.2.1

Organizational Structure of Telekom Malaysia

Figure 1.2 Organizational Structure of Telekom Malaysia

Source: Telekom Malaysias Website

1.2.2

Organizational Structure of National Network Division

Figure 1.3 Organizational Structure of National Network Operation Division

Source: Internal Site of Telekom Malaysia

National Network Operation (NNO) is working under the business function of

Telekom Malaysia Berhad, specifically under the Information Technology and
Network Technology (IT & NT) section. Basically, NNO is the division who
maintain the network across the country which is very essential to the business of
Telekom Malaysia. NNO, then, derogate its authority to 6 regions operating
independently as Regional Network Operation (RNO).
CHAPTER II
JOB DESK AND INTERNSHIP ACTIVITY

2.1 Internship Background

The goal of the university is to generate a capable graduate that is employable

in the job market. This goal is not an exception for Telkom Institute of
Management. The university needs to prepare the student in order they compete in
a global job market soon. One thing that matters for the preparation is the
practical training for the student. Practical training for the student is beneficial.
The student could expose to working environment earlier before they actually
enter the job market and also applied the theory that had actually been learned in
the class. Application of the theory to assess the company process is essential in
which the practical training gives the chance to do so.
During the internship period, the author had a chance to do a practical training
in Telekom Malaysia Berhad. The author was assigned in the National Network
Operation (NNO) division under the business function of Telekom Malaysia.
Assigned in the Human Competency and Capability Building division, this
division basically is the human resource division who does the training and
development of the technical employee. Not to be confused with the human
resource division in the head quarter who mostly do the recruitment process.
With the total employees of 27,000+, training and development is very
essential to maintain the status of Malaysias broadband champion. The training
and developments is done by national network operation division who responsible
for the employees nationwide. The division had formulated training curriculum,
scheduling and certain rules for who oblige to join the training and who does not
have to. Currently, it is compulsory for all non-executive employees to take
certain hours of training to increase their ability and capability. The training
comprises all technical modules, network and also soft skill courses which are
also essential. Several executive employees are also obliged to take certain hours
of training although the portion and obligation is not as much as the nonexecutive employee.
There are several problems, however, arose in the authors mind due to this
current mechanism of training:

1. What is the constraint of the current training mechanism?

2. How to measure the outcome of the trained employee and compare to those
who are not?
From the background of the internship and several problems which were
arisen, the author would like to create a report entitled, Maintaining Competency
of the Organization as the part of Human Capital Development in Telekom
Malaysia Berhad.

2.2 Internship Timeline

During the internship program, the author had 4 weeks in total which consist of
18 working days and total of 30 days in Kuala Lumpur. The following is the detailed
activities during each day.
Terms and Conditions:
Working hours: 8.30 am 5.30 pm
Working days: Monday to Friday
Locations: Level 10, TM Annex 1 Jalan Pantai Baharu Kuala Lumpur 50672

TABLE 2.1
INTERNSHIP DAILY ACTIVITIES

No
1

Day
Monday

Date
April, 29th

Activity
Tour around the division

2013

Description
Short tour around
the buildings
visiting the NNO
and NMI division

Tuesday

April, 30th

Introduction to the training

8

Thursday

2013
May, 2nd 2013

modules
Meeting: Discussed regarding the

Discussed

pilot project implementation

regarding pilot
project of
preventive
maintenance in

Friday

rd

May, 3 2013

Visit to TM Training Centre

Johor
Short tour in TM
Training Centre

Wednesday

th

May, 8 2013

Data entry for General Election

at Jalan Semarak
Result from

result

general election
would be used
for the training

Thursday

th

May, 9 2013

Data entry for General Election

material
Result from

result

general election
would be used
for the training

Friday

May, 10th 2013

Learned how to do pivot analysis

material
Pivot analysis
from general

Monday

May, 13th 2013

Data Analysis

election result
Data analysis
from the general

Tuesday

th

May, 14 2013

Data Analysis

election result
Data analysis
from the general
election result

10
11
12

Wednesday
Thursday
Friday

th

May, 15 2013
May, 16th 2013
May, 17th 2013

Report
Report
Questionnaire Design for the
Employee

13

Monday

May, 20th 2013

Distributed the questionnaire to

14
15

Tuesday
Wednesday

May, 21st 2013

May, 22nd

the employees
Questionnaire collection
Questionnaire collection

Thursday
Monday

2013
May, 23rd 2013
May, 28th 2013

Report
Data Compilation

16
17

Compilation
process of the
training feedback

18

Tuesday

May, 29th 2013

Data Compilation

nationwide
Compilation
process of the
training feedback
nationwide

2.3 Job Description

During the internship period, the author was assigned in National Network
Operation, Human Capabilities and Competencies Building Division. There are
several roles that the author was given. The following is the list of task that the
author had completed
a. Design a questionnaire
To develop a proper training plan, the organization needs to do a training need
analysis. One way to determine the need is from the questionnaire. The author
was assigned to develop a questionnaire regarding the current knowledge of the
employees about business plan and key performance indicator (see appendix 2).
The result of the questionnaire finally been processed by the supervisor to
develop the proper training program (not included in the task that was given).
b. Training Feedback compilation
TM has the list of training modules that are pre requisite for the employees
and spread nationwide. Once the training modules in the regional level are
completed, it needs to report to the HQ of national network division. The authors
task was to compiled the training feedback from the regional level, so that the

10

progress or result of the training could be reported and be as an assessment for the
manager.
c. Develop Training Material
One training material sample was the result compilation of the Malaysia 13 th
General Election. The compilation result is used as one of the training material for
the employee, as a sample of analysis practice.
2.4 Literature Review
Training and development is very essential for the employee, in which it
affects the performance of the organization. Training and development are related
to the increment of the employees competency.
a. The Definition of Competency
There has not been any consensus upon the definition of competency. Several
definitions proposed were slightly biased in accordance to the field of usage.
However, Strebler, et al in Hoffmann (1997:1) suggested there are 2 definitions
competencies. It is either expressed as a behavior that an individual needs to
demonstrate or expressed as a minimum standard of certain performances.
This differ definition is according to the goal of defining competency itself for the
organization. A review from several literatures suggested there are three main
definitions of competency, depending on the position that is taken toward:
1. Observable performance
2. The standard or quality of the outcome of the persons performance; or
3. The underlying attributes of a person
From the several definitions of competency that are suggested, the author
decided to take the first definition.
The definition of observable performance means that it observes the output of
the learning process (Strebler, et al in Hoffmann, 1997:2). This definition could
provide the human resource manager as a guideline for making a framework for a
learning program. The organization needs an outcome which either train an
accredit staff according to their field or a new starters learning a job. It intends to
establish clear and measurable performance for assessment. Individual

11

performances were defined as competencies in order for them to performed,

observed and to be assessed.
b. Training and Development
Training and development are important for either new or present employee. It
intends to improve the current or future performance. Training defines as a
systematic process of altering the behavior of employees in a direction that will
achieve organization goals (Ivancevich: 2009). According to Ivancevich (2009),
there are 4 goals that are important from training and development, which are:
1. Training Validity, whether or not the trainee acquire knowledge from the
training process.
2. Transfer Validity, whether or not the trainee could apply the knowledge in
the training to improve the performance on their job.
3. Intraorganizational Validity, whether or not the improved performance of
the trainee is comparable to those who are actually in the same group.
4. Interorganizational Validity, whether or not certain training programs and
modules in one organization are applicable in another organization.
Before engaging to the training program, the organization should determine
the needs and the objectives first. It intends to align the training material and the
goal of the organization. The goal of the organization should then be matched
with the current competency and the ability of the resources; either human
resources or the financial resources. Any gap between the expected result (the
goal of the organization) and the current result (current competency of the
resources) suggests that the organization needs training program.

There are basically 4 ways to determine employees needs for training:

1.
2.
3.
4.

Observe employees
Listen to employees
Ask the supervisor about the employees needs
Examine the current problem that is experienced by the employee
12

Those 4 steps to determine the employee needs called the performance

analysis (Ivancevich. 2009)
The performance analysis provides the outline upon how to determine the
training needs. The detailed explanation of performance analysis is as followed:
Step 1: Behavioral Discrepancy
This step intends to appraise the current performance of the employee. It
measures how the employees doing now and what is the expected level of
performance. If the current performance does not meet the result expectation, it
suggests that the discrepancy exists.
Step 2: Cost-Value Analysis
The next step is to determine the worthiness of the proposed training program.
Whether or not the proposed training program is cost effective and could generate
an increment in the employees performance.
Step 3: Determine whether it is a wont do or cant do situation
There are three questions that need to be answered to measure the current
performance of the employee. First question is whether or not the employee is
well informed upon what they should do. Next, whether or not the employee
could do the job if they want to and the last question is whether or not they want
the job. Answering these questions requires a deep observation and a scrutiny
upon the employees day to day activity.
Step 4: Set Standards
Sometimes some employees are underperforming because they do not actually
know what the standard of their jobs is. Set the standard and communicating it
would eventually be able to improve the performance.
Step 5: Remove Obstacles

13

During the improvement phase, there might be certain obstacles that come.
From insufficient budget to a job that does not received on time. Removing and
minimizing these obstacles are required as a complete step of a performance
analysis.
Step 6: Continuous Practice
Continuous practice would eventually one way to increase the job
performance.
Step 7: Training
If the current performance indicates there are certain behaviors needs to be
altered, training should be taken as a consideration.
Step 8: Change the Job
If necessary, redesigning the job through job enrichment, job simplification or
job enlargement is needed.
Step 9: Transfer or Terminate
Employee that fails during training process should then be transferred or
terminated.
Step 10: Creating motivational climate
From all steps above, motivation needs to be done continuously in case the
trained and qualified employee is under performing because of lack of motivation.
Figure 2.1 General System Model of Training and Development

14

Source: Human Resource Management, Ivancevich (2009:331)

c. Evaluation of the Training and Development

Although the needs assessment conducted thoroughly, the result from the training
program needs to be evaluated. The flaw of most training program is that the result of
the training is not evaluated (Werther, et al: 2006).
In the evaluation phases, it should follow figure 2.1. First, the HR manager should
establish the evaluation criteria that are soon to be used for evaluation method. The
criteria usually consist of:
1. The reaction by trainees to the training content and process.
2. The knowledge or learning acquired through the training experience.
3. Changes in behavior that result from the training.

15

4. Measurable result and improvements in the individuals or the organization.

Then, the employee should be given a pretest, intended to measure the current
competency and decided what training program is suitable for them. After the training
program have completed, the employee should be given posttest or post training
evaluation to reveal the improvement from the training program.
Figure 2.2 Steps in the Evaluation of Training and Development

Evaluation
Criteria

Pretest

Trained or
Developed
Workers

Post Test

Transfer to
the Job

Follow-up
Studies

Source: Human Resources and Personnel Management, Werther, et al (2006:299)

d. Human Resource Information System (HRIS)

An HRIS is an integrated approach to acquiring, storing, analyzing and

controlling the flow of information throughout the organization (Ivancevich: 2009).
The system might contain programs for tracking applicants, a career planning
program, set of training modules and employee benefit program. With this seamless
information system, the application of HRIS would increase the efficiency and high
response time of various human resources activities, such as training scheduling to
mention the least.
2.5 Problem Analysis
Following the literature review above, it is now possible to overcome the
problems arose during the internship period by applying the theory that is used.

a. Training Mechanism in Telekom Malaysia Berhad

16

Awarded gold medal for Employer of Choice, it is obvious that the training
mechanism provided by Telekom Malaysia to their employee is comprehend and
thorough. Telekom Malaysia Berhad held their jobs opening once every 2 years. It
means, the number of new employee after every opening is huge. In every opening, at
least there will be around 1000 new employees. These new employees, then, is
obliged to attend new employee orientation. It is basically a leadership orientation
and the introduction to the company.
The mechanism of training in Telekom Malaysia is continuous. By this
mechanism, every single employee in Telekom Malaysia is given certain hours of pre
requisite training either in TM Training Centre or an individual training held by the
company. This policy is applicable to both executive and non-executive employee.
The training material or the curriculum comprises from soft skill training to technical
skill that is required for the engineer.

Figure 2.3: TM Training Centre in Jalan Semarak

17

Source: Authors personal documentation

b. Solution to the first problem: The Constraint in Current Training

Mechanism
As the training mechanism suggests, every single employee is required to have
certain hours of training either in the training center or collectively held training by
the organization. Under this scenario, everyone is treated the same. Either they are
already capable in certain courses or not, they are subject to the obligation attending
the training. This scenario might cost the company for the expense of training.
The training mechanism could be improved by understanding the current
competency of the employee in the first time they are accepted using various methods
for example written test in the selection process. So that the employee who is already
capable in certain required subject does not have to go to class attending training that
they are actually capable already, making the productivity of the employee does not
decrease.
Minor constraint of the current mechanism is upon the scheduling process of the
training. During the scheduling process, the author was given thousands of data

18

which contain the name of Telekom Malaysias employee nationwide, identification

number and courses that is pre requisite for each employee. The data feedback from
each state, then, needs to be compiled in the head quarter as a report. Finally the head
quarter schedules the training by making report to the TM Training Centre. The
current system is time consuming. During the waiting time, employees who wait to be
assigned in the training sometimes off duty or still be assigned with the task that is
new for them. It could be improved by derogating the authority to the individual
states. The head quarter would only be responsible for making the curriculum of the
training. Otherwise, to maintain the data integrity, the organization should adapt the
use of HRIS to increase the efficiency of the organization. By the using of HRIS,
training scheduling is now more efficient, not to mention the feedback compilation
process for the report purpose to the head quarter.
c. Solution to the second problem: Measurement of Training Result
Second problem that the author observes in the training mechanism in
Telekom Malaysia is that the result from the training is not measured. If the result of
the training is not measured, the training expense would be a waste cost to the
organization, so that the outcome of the training needs to be measured. Measurement
of the training outcome would also help to design a more effective training program
for the future.
As long as the employee already fulfilled certain hours of training that is
required, then they are exempted from the obligation, whether or not they are succeed
in the training or their competency is increasing. This problem could be overcomed
by following the guideline of the evaluation model by Werther, et al (2006:299). The
systematic evaluation process should provide the HR manager a proper effective
evaluation measurement that would be beneficial for the organization. Not to
mention, it is also effective to retain the trained employee as well as to design future
training and development program.
d. Summation of the Problem Analysis

19

Theory

Problem

o
1

The Definition of

Competency

Implementatio

Remarks

and

HR Manager

Analysis
The

defines

definition of

competency as

the

the same to the

competency

literature

by Telekom
Malaysia is
already
aligned to
the literature,
making the
process
designing
training
framework is

Training and

The Constraint in the

Due to the size

aligned.
Telekom

Development

Current Training

of the company,

Malaysia

Mechanism

the training need

should

analysis does

revised its

not performed

compulsory

well, making a

training

generalization to

policy to

every single

every single

employee exists;

employee

which is costly

where; in

to the

some cases;

organization

sometimes

20

the
employees
have differ
competency
3

Evaluation of the

The Measurement of the

Measurement of

To measure

Training and

Training and

the training is

the

Development

Development

not applied.

effectiveness

Even if it is, it

of the

applies to

training

certain random

result,

samples of the

Telekom

employees,

Malaysia

making the

should now

measurement of

measure the

the training

training

result is rather

result using

hard.

the model
provide by
Werther. By
that, the
result of the
training
could be
quantified,
increasing
the
efficiency of

Human Resource

The Manual System of

Telekom

the training
To maintain

21

Information

the Training Feedback

Malaysia does

the integrity

System (HRIS)

Compilation

not implement

of the data,

the use of HRIS,

Telekom

making the

Malaysia

process of the

needs to get

compilation is

rid of the

ineffective

manual
feedback
compilation
system. The
use of HRIS
would
increase the
data integrity
and also the
time spent in
compiling
the feedback

CHAPTER III
CONCLUSION AND SUGGESTION
3.1 Conclusions
As the leading telecommunication operator in Malaysia, the employee as the
main asset of the organization needs to be retained. Telekom Malaysia had committed

22

to the development of every employee. TM Training Centre is one commitment that

Telekom Malaysia provides for the continuous development of their employee. With
27,000+ employees nationwide, training and development play a central role for the
organization sustainability. However, there are still few constraints in the current
training mechanism of Telekom Malaysia Berhad, despite its comprehensive and
sophisticated training program.
a. Conclusions to the first problem: The Current Training Constraint
Managing the training of tens of thousands employee is not easy. Not to
mention the employees had differ competency. The compulsory hours of training for
each employee could not be generalized and applied to every single employee, since
they might have a differ competency one to another. It might results in a waste
training expense since the training program would sometimes does not needed by the
employee. The feedback compilation for the training is also time consuming.
Thousands data of the employee training program in each states needed to be
compiled by the head quarter to decide the upcoming proper training material.
b. Conclusions to the second problem: Measurement of the outcome
With the compulsory training approach for either executive or non-executive
employee, Telekom Malaysia spent a lot of money for the training expense. This
expenditure should actually worth the benefit, while in fact in does not always reflect
so. The outcome of the training is not measured by the organization, making a
probability that an employee who had done 40 hours of training is consider exempted
from the training obligation although his or her competency is not actually increasing.
3.2 Suggestion
Suggestion for Telekom Malaysia Berhad

Improve the training need policy for every employee, so that ever

employee does not have to attend unnecessary training.

Measure the outcome of the training program by using systematic
evaluation process proposed in this report.

23

Derogate the authority to the state level for the training program, so
the training could run more efficiently rather than the current

mechanism.
Make an employee training portal or system in which employee could
input their attended courses of training avoiding the manual process of
the feedback compilation to the head quarter. Manual feedback
compilation does not uphold the data integrity, making the probability

of duplication is rather high

Telekom Malaysia should redesign the recruitment process, to an
extent, Telekom Malaysia should obtain the data of the current
competency of every single employee, making the compulsory training
hours implemented very well.

Suggestion for the University

Prepare the student before they go for the internship period. By the
definition of prepare, it could mean either the university prepare the
internship places or prepare a proper cover letter and paper work for

those who seek the internship by themselves.

Adapting to the international standard for internship period. Since the
internship is done abroad, most countries adapt at least a 60 working
days of internship. Requiring the students to have their internship
abroad but stick to the 30 working days regulation is not make any

sense for the student.

Inform the student about what to prepare for the internship. Several
things that could be informed such as: an introduction to the working
environment, internship report making and also the supervisor for the
internship.

24

REFERENCES

Ivancevich, John M. (2010). Human Resource Management. Eleventh Edition..

McGraw-Hill International Edition.
Hoffmann, Terrence (1995). The Meaning of Competency. Journal of European
Industrial Training.

25

Telekom

Malaysia

Berhad.

(2013).

About

us.

Online.

http://www.tm.com.my/ap/profile/corp_info/Pages/aboutus.aspx [April 20th,

2013]
Werther, William B. Davis, Keith. (2006). Human Resources and Personnel
Management, Fifth Edition. McGraw-Hill International Edition.

Appendix 1: TM Groups Product and Services

VOICE SERVICE ACCESS
Homeline
Businessline
CDMA
ISDN
Centrex
VALUE ADDED SERVICES
Infoblast
BB Phone
Voicemail
TollFree 1300/1800
600 Premium Services
PREPAID SERVICES
iTalk
CONFERENCING SERVICES
Audio Conferencing
Video Conferencing
Audio with Data Conferencing
Broadband (Consumer)
UniFi VIP

26

 Streamyx
TM WiFi
Streamyx Wireless (CDMA/EVDO)
Broadband (Business)
UniFi Biz
Business Broadband
Direct
In-Building Broadband Service
(IBS)
INTERNET VAS
Global Roaming
iShield Plus
Online Guard Plus
Virus Shield & Anti Spamming
DATA SERVICES
MANAGED NETWORK
IPVPN Premier
IPVPN Lite
IPVPN Value
MANAGED CONNECTIVITY
DLL Digitaline 1 (DG)
DLL Wideband (DQ)
DLL Broadband (BLL)
VSAT Premier
VSAT Classic
VSAT Value
Hyperband
METRO.Ethernet
GEOMATICS
AVLS (Automatic Vehicle Location)
SmartMap
Navigation System
Application Service
Webmail
Content Services
HyppTV
Hypp.tv
Hypptunes
Voice Services
PSTN Minutes
Interconnect Minutes
Wholesale VoIP
Access Services
High Speed Broadband (Access)
Service
Payphone Access
Digital Subscribers Line (DSL)
Wholesale
DSL Resale
27

Backhaul Services
High Speed Broadband (Transmission)
Service
Wholesale Ethernet
Managed Bandwidth
Optical Bandwidth
Interconnect Bandwidth
Wholesale Internet Access
Domestic Transit Access
IP Wholesale
Infra Services
Tenancy Services
Infrastructure Sharing
RETAIL BUSINESS
Wholesale Business
Global Business
Government Segment
VOICE SERVICES
Bilateral Voice Services
Wholesale Voice Services
PSTN
VoIP
International Value Added Services
Global Voice Solutions
ISDN Hubbing
International Freephone Services
via VoIP
DATA SERVICES
Global Ethernet Services
Global Ethernet Virtual Private
Line (EVPL)
International Ethernet Private
Line (IEPL)
International Bandwidth Services
International Private Leased
Circuit (IPLC)
Bandwidth Transit
Bandwidth Backhaul
Bandwidth Interconnection
Global VSAT
IP Services
IP Transit
VPN Services
Global IPVPN
Value Added Services
Managed Security Services (MSS)
Managed Firewall Services
Managed Intrusion Prevention System
(IPS)
28

 Managed Anti Virus Services

Managed Content Filtering Services
Bandwidth Management Services
Public Key Infrastructure Services
Infra Services
Managed Hosting Services
Managed IPVPN

Appendix 2: Questionnaire Sample for the employee

TELEKOM MALAYSIA BERHAD

NATIONAL NETWORK OPERATION, IT&NT
KAJISELIDIK BUSINESS PLAN & KPI BAGI KAKITANGAN BUKAN
EKSEKUTIF RNO
Pihak

Pengurusan

sentiasa

ingin

meningkatkan

kualiti

dan

komitmen semua kakitangan RNO. Oleh itu, adalah penting untuk

mengetahui tahap pengetahuan anda terhadap Business Plan dan
Key Performance Indicator (KPI).
Terima kasih kerana sudi meluangkan masa untuk kajiselidik kami.
Bahagian 1: Maklumat
Peribadi
29

1.
2.
3.
4.
5.

Nama
:
Nombor Kad Pengenalan
Jawatan
:
Unit / Bahagian
:
Tempoh Bertugas
:

:
Tahun

Bahagian 2: Pengetahuan anda tentang Business Plan & Key

Performance
Indicatorjawapan
(KPI) anda dalam kenyataan berikut
Arahan:
Sila nyatakan
dengan memberikan bulatan kepada angka yang disediakan
1= Tidak Faham 3= Faham
2= Sedikit Faham 4= Sangat Faham

Pengetahuan akan Business Plan

1. Saya faham definisi daripada Business Plan

3. Saya faham setiap bahagian-bahagian daripada

Business Plan
1
2
4.
Saya faham cara-cara membuat satu Business

4
2. Saya faham tujuan daripada Business Plan
4

Plan
5.

Saya faham cara-cara menganalisis Business

Plan

Pengetahuan akan KPI

6. Saya faham definisi daripada KPI

30

7. Saya faham tujuan daripada KPI

8. Saya faham KPI daripada bahagian saya

9. Saya faham cara memenuhi KPI

10.
Saya faham bagaimana membuat KPI
Dalam bahagian saya

Bahagian 3: Pengurusan (sama ada pihak pengurusan telah

memberikan maklumat)
Arahan: Sila nyatakan jawapan anda dalam kenyataan berikut
dengan memberikan bulatan kepada angka yang disediakan
1= Sangat Tidak Setuju

3= Setuju

2= Tidak Setuju

4= Sangat Setuju

1. Pihak pengurusan telah menerangkan

kepada pekerja kepentingan
daripada memenuhi target business
dan KPI

2. Business Plan dan KPI ialah penting

3. KPI mencerminkan prestasi pekerja

4. Ganjaran berkaitan dengan KPI dan prestasi

4

31

5. KPI dan Business plan memotivasi

pekerja supaya melaksanakan kerja lebih baik 1

Cadangan / Ulasan

32