HUMAN CAPITAL ANALYSIS AT SME DEVELOPMENT AGENCY IN MALAYSIA: SKILLS, KNOWLEDGE, ATTITUDE, AND PERFORMANCE (SKAP) PERSPECTIVES

Year 2013, Volume: 8 Issue: 1, 25 - 37, 01.06.2013

Lokman Effendi Ramlı Lokman Effendi Ramli Aahad M. Osman AAhad M. Osman-gani - Ganı

Abstract

The vision of one of the prominent SME development agency in Malaysia is to become a premier organization in developing local SMEs to grow to be more innovative, resilient, and competitive to compete locally and globally. To achieve these, the agency had conducted an assessment exercise identifying the current levels of SKAP. This paper is to highlight the findings of this study which conducted from November 2011 to February 2012. The study uses the technique of 360 Assessment Feedback and the survey approach to collect the required data and analyzed by using AHP technique

Keywords

Skills, Knowledge, Attitude, Performance, 360 Assessment Feedback, AHP

References

• Atthirawong, W., & McCarthy, Bart. (2002). An application of the Analytical Hierarchy Process to international location decision-making. In Gregory, M., Proceedings of The 7th Annual Cambridge International Manufacturing Symposium: Restructuring Global Manufacturing. (pp. 1–18). Cambridge, England: University of Cambridge.
• Berrittella, M., Certa, A., Enea, M., & Zito, P. (2007). An Analytic Hierarchy Process for the evaluation of transport policies to reduce climate change impacts. Milano: Fondazione Eni Enrico Mattei.
• Bhushan, N. & Kanwal. R. (2004). Strategic decision-making: applying the Analytic Hierarchy process. London: Springer-Verlag.
• Bracken, D.W., Timmereck, C.W., & Church, A.H. (2001). The handbook of multisource feedback. San Francisco: Jossey-Bass.
• Bracken, D.W., Dalton, M.A., Jako, R.A., McCauley, C.D., & Pollman, V.A. (1997). Should 360-degree feedback be used only for developmental purposes? Greensboro, NC: Center for Creative Leadership.
• Campbell, J. P. (1990). Modeling the performance prediction problem in industrial and organizational psychology. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of Industrial and Organizational Psychology, (2nd Ed., Vol. 1, pp. 687-732). Palo Alto, CA: Consulting Psychologists Press.
• Dey, P.K. (2003). Analytic Hierarchy Process analyzes risk of operating cross-country petroleum pipelines in India. Natural Hazards Review, 4 (4), 213–221.
• Druker, P.F. (1977). People and performance: The best of Peter Drucker on management, New York: Harper's College Press
• Fishbein, M. & Ajzan, I. (1975). Belief attitude intention and behavior: An introduction to theory and research. Reading, Ma: Addison-Wesley.
• Fleenor, J. W., & Prince, J. M. (1997). Using 360-degree feedback in organizations: An annotated bibliography. Greensboro, NC: Center for Creative Leadership.
• Forman, E. & Saul, I.G. (2001). The Analytical Hierarchy Process: An exposition. Operations Research, 49 (4). 469–487.
• Glendon, I.A. & McKenna, E.F. (1995). Human safety and risk management, New York: Chapman and Hale.
• Grandzol, J.R. (2005). Improving the faculty selection process in higher education: A case for the Analytic Hierarchy Process, IR Applications 6.
• Hazucha, J. F., Hezlett, S. A., & Schneider, R. J. (1993). The impact of 360-degree feedback on management skills development. Human Resource Management, 32(2–3), 325–351.
• Kaplan, R.S., & Anderson, S.R., (2007). Time-Driven Activity-Based Costing: A simpler and more powerful path to higher profits, Boston, Ma: Harvard Business School Publishing.
• McCaffrey, J. (2005). Test Run: The Analytic Hierarchy Process. Retrieved from http://msdn2.com/en- us/megazine/cc163785.aspx
• Noe, R.A. (2008). Employee training & development. Fourth Edition. New York: McGraw-Hill.
• Nonaka, I. & Takeuchi, H. (1995. The knowledge creating company. U.K.: Oxford University Press.
• Saaty, T. L. (2008). Group decision making Drawing out and reconciling differences. Pittsburgh, Pennsylvania: RWS Publications.
• Saaty, T. L. (2008-06). Relative measurement and its generalization in decision-making: Why pairwise comparisons are central in mathematics for the measurement of intangible factors – The Analytic Hierarchy Process. RACSAM (Review of the Royal Spanish Academy of Sciences, Series A, Mathematics) 102 (2), 251–318.
• Small And Medium Industries Development Corporation Act. (2006). Kuala Lumpur: Pencetakan Nasional Malaysia Bhd.
• SMECorp. (2012). About Us. Retrieve from http://www.smecorp.gov.my/v4/node/12
• SMECorp. (2012).Vision, mission and functions. Retrieve from http://www.smecorp.gov.my/v4/node/294
• Smither, J.W., London, M., & Reilly, R.R. (2005). Does performance improve following multisource feedback? A theoretical model, meta-analysis and review of empirical findings. Personnel Psychology, 58, 33–66.
• Steiguer, J.E., Duberstein, J., Lopes, V. (2003). The Analytic Hierarchy Process as a Means for Integrated Watershed Management. In Renard, Kenneth G. First Interagency Conference on Research on the Watersheds. Benson, Arizona: U.S. pp. 736–740.
• Toffler, A. (1990). Powershift: Knowledge, Wealth and Violence at the Edge of the 21st Century, NY: Bantam Books
• Walker, A., & Smither, J.W. (1999). A five-year study of upward feedback: What managers do with their results matters? Personnel Psychology, 52(2), 393–423