This document provides details about Muhammad Haziq Bin Mohd Hajaraih's industrial training report at Amkor Technology Malaysia Sdn Bhd. It includes an introduction to Amkor Technology and Amkor Technology Malaysia, outlining their history and operations. The report then describes Muhammad's activities and responsibilities in the Learning Development and Innovation department, including managing soft skill and specified training programs for employees. It provides examples of different types of training programs conducted.

1. i
INDUSTRIAL TRAINING REPORT
BY
MUHAMMAD HAZIQ BIN MOHD HAJARAIH
(174274)
AT
AMKOR TECHNOLOGY MALAYSIA, SDN BHD
(FORMERLY KNOWN AS TOSHIBA ELECTRONICS MALAYSIA)
KM15, JALAN KLANG-BANTING
42507 TELOK PANGLIMA GARANG
KUALA LANGAT, SELANGOR
MALAYSIA
DEPARTMENT OF PROFESSIONAL DEVELOPMENT AND CONTINUING
EDUCATION
FACULTY OF EDUCATIONAL STUDIES
UNIVERSITI PUTRA MALAYSIA
SEMESTER 2 2015-2016

2. ii
ACKNOWLEDGEMENT
First and foremost, all praise is to Allah, the Almighty, the Benevolent for His
blessings and guidance for giving me the inspiration to complete this report and instilling
in all of us the strength to see that this report becomes a reality. Without His blessings
this report will never be completed and just halt in the dreams without the reality.
Besides, many people have played their roles which leads to the creation and
completion of this report. I would like to express our gratitude to all who have helped in
the planning, brainstorming, writing and editing stages of this report. Firstly, all the credits
should be given to my coordinator, Prof. Madya Dr. Roziah binti Mohd Rasdi for giving
me the opportunities to undergo the industrial training. Next, I would like to thanks to my
University Supervisor, Prof. Madya Dato’ Dr. Norhasni binti Zainal Abiddin as she is the
main characters who have showed me the path of writing a good report. She have
contributed for this report by giving suggestions, ideas and not to mention most of the
contents involved in this report. She is also part of my encouragement which inspired me
greatly to finish this work on time. The good deeds they has given will not be forgotten as
they showed some examples of the report and guidance that related.
Next, I would like to thank my parents for giving me the huge contribution in many
ways such as money, ideas, advises, and also co-operations for me to complete this
report. My Industrial Supervisor, Mr Zakiudin bin Mohd Khalid, the executives and non-
executives staff of Amkor Technology Malaysia, who involved in this report also will not
be abandon away because they were fully contributed their times and ideas for me to
seal the report perfectly. The outcome of this report will not be completed if they are not
contributed their ideas.
Finally, I would take this opportunity to thank my friends, acquaintances and
colleagues who were very eager to help me to complete this report. They have backed
me up with a lot of encouragements and useful advises. Without the help of the particular
parties that I have mentioned above, I would face many difficulties while doing this report.
Thank you.

3. iii
CONTENTS
INDUSTRIAL TRAINING REPORT....................................................................................i
ACKNOWLEDGEMENT....................................................................................................ii
LIST OF FIGURES........................................................................................................... iv
CHAPTER 1....................................................................................................................... 1
INTRODUCTION................................................................................................................ 1
1.1 AGENCY BACKGROUND .................................................................................. 1
1.1.1 History of Establishment........................................................................... 1
1.2 PLACEMENT IN AMKOR TECHNOLOGY MALAYSIA .....................................5
CHAPTER 2....................................................................................................................... 7
ACTIVITIES DURING INTERNSHIP................................................................................. 7
2.1 MANAGING DEVELOPMENT TRAINING FOR STAFF ....................................7
2.1.1 Soft Skill Development Programme......................................................... 7
2.1.2 Specified Development Programme ........................................................ 8
2.2 CLERICAL WORK............................................................................................... 9
2.2.1 Data Update and Key-In............................................................................. 9
2.2.2 Post Training Evaluation........................................................................... 9
2.2.3 Filing and Labelling Based on 5S Standardization.............................. 10
2.3 GENERAL ADMINISTRATION WORK............................................................. 12
CHAPTER 3..................................................................................................................... 15
HUMAN RESOURCE PRACTICE:TREND AND CHALLENGES IN AMKOR
TECHNOLOGY MALAYSIA............................................................................................ 15
3.3 CHALLENGES IN INFORMATION TECHNOLOGY ........................................ 15
3.2 POOR WORK ETHICS ..................................................................................... 15
3.3 HUMAN CAPITAL DEVELOPMENT................................................................. 15
3.4 LITERATURE .................................................................................................... 16
CHAPTER 4..................................................................................................................... 17
KNOWLEDGE AND SKILLS GAINED IN AMKOR TECHNOLOGY MALAYSIA......... 17
4.1 TECHNOLOGY SKILLS AND KNOWLEDGE .................................................. 17
4.2 WORKING HOUR ............................................................................................. 18
4.3 WORKPLACE ETHICS ..................................................................................... 19
4.4 RELATION BETWEEN OFFICER AND SUBORDINATES.............................. 19
4.5 ONE-TO-ONE DISCUSSION WITH OFFICER ................................................ 20

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CHAPTER 5..................................................................................................................... 21
SUGGESTIONS............................................................................................................... 21
5.5 SUGGESTION FOR IMPROVEMENT.............................................................. 21
5.1.1 Empowering Teamwork........................................................................... 21
5.1.2 Support from Managerial Level.............................................................. 21
5.1.3 Effective Transformation......................................................................... 22
REFERENCES................................................................................................................. 23
APPENDIX....................................................................................................................... 24
LIST OF FIGURES
Figure 1: Company Logo ...................................................................................................1
Figure 2: Amkor Manufacturing Infrastructure...................................................................2
Figure 3: Amkor Worldwide................................................................................................2
Figure 4: Amkor Technology Malaysia Sdn. Bhd ..............................................................3
Figure 5: Amkor Technology Malaysia Sdn. Bhd (satellite view) ......................................4
Figure 6: Amkor Technology Malaysia Sdn. Bhd (view from above) ................................4
Figure 7: Amkor Mission Statement...................................................................................5
Figure 8: Labelling for Files..............................................................................................10
Figure 9: Standardize Files ..............................................................................................11
Figure 10: Standardized Files ..........................................................................................11
Figure 11: First Aider License..........................................................................................12
Figure 12: OSHA1992 Certificate ....................................................................................13
Figure 13: FMA1967 Certificate.......................................................................................14
Figure 14: AutoCad Drawing............................................................................................17
Figure 15: AutoCad Drawing............................................................................................18

5. 1
CHAPTER 1
INTRODUCTION
1.1 AGENCY BACKGROUND
1.1.1 History of Establishment
Amkor Technology
Amkor was founded in 1968 by James J. Kim as the Executive Chairman. The
word ‘Amkor’ referring to America – Korea. Amkor is the one of the world leader in
micro electric packaging technologies and the world largest outsource provider of
Micro Electro Mechanical System (MEMS) and sensors. Amkor also provide MEMS
packaging technology and offers a variety of modeling and characterization expertise
to complementa proven high volume manufacturing (HVM) capability. Instead of that,
this combination are uniquely position in Amkor assists a customer’s quickly through
the development phase and into HVM with new application. Amkor currently has
MEMS & sensor manufacturing in Korea, Taiwan and Philippines factories. Since
then, the company has grown to more than 21,000 employees worldwide, with a
management team that represents some of the most experienced semiconductor
professionals and visionaries in the industry.
Besides that, Amkor pioneered the outsourcing of IC assembly packaging and
test. Then, there are now strategic manufacturing partners for more than 300 of the
worlds are leading on Semiconductor Company and electronics Original Equipment
Manufacturer (OEM). Amkor’s operational encompasses more than 6 million of
square feet at the floor space with production facilities, product development centers,
sales and support offices located in key electronic manufacturing regions in Asia,
Europe and the United States.
Figure 1: Company Logo

6. 2
Since then, technology are advancing more rapidly and consumer start to
demanding more customization. Amkor prepared to lead the evaluation of those new
packaging technology with one of the strongest R&D teams in the industry to
produced that’s. The technology are focusing on the design and development efforts
on the new technology that will be the further advance the value of packaging and
lead to the total solutions for its customer. The technology are including technology
silicon via (TSV), Through Model Via (TMV), System in packaging (SIP) and 3D
solutions like a stocking die and packages.
Figure 2: Amkor Manufacturing Infrastructure
Figure 3: Amkor Worldwide

7. 3
Amkor Technology Malaysia Sdn. Bhd
Amkor Technology Malaysia Sdn. Bhd (ATM) is formerly known as Toshiba
Electronic Malaysia (TEM). TEM has been launched on 10th
September 1973 with the
surrounding land of 260k sq. ft. On year 2013, Toshiba Electronics Malaysia handover
the management to Amkor Technology Malaysia (ATM) Sdn. Bhd and it is located at
KM 15, Jalan Klang - Banting, Telok Panglima Garang, 42507 Kuala Langat,
Selangor Darul Ehsan. Because of the previous management (TEM) has more than
40 years of power discrete experience, ATM continue the legacy to better serve
Power Discretesemiconductorcompanies with quick turn, high quality packaging and
test services.ATM are the Amkor’s power discrete center and the manufacturing floor
is Japanese Automotive Certified (HVM).
In addition, ATM manufacturing location is certified to TS-16949, ISO-9001, ISO-
9002, OHSAS-18001, ISO-14001 and SONY Green Partner industry standards to
provide the customer with consistently reliable, robust and high quality products. The
products offered by ATM are:
 TO220 Full Pack
 SO8-FL (LFPAK56, Power Flat, TDSON)
 TSON 8-FL(LFPAK3.3, Power Flat, Powerpak)
 SOD123-FL
 SOD128-FL
 SOD323-FL
 Wafer Probe & Test
Figure 4: Amkor Technology Malaysia Sdn. Bhd

8. 4
AMKOR TECHNOLOGY MALAYSIA, Sdn Bhd (ATM)
(Formerly known as Toshiba Electronics Malaysia)
KM15, Jalan Klang-Banting
42507 Telok Panglima Garang
Kuala Langat, Selangor
Malaysia
Tel: 60-3-3122-6001
Fax: 60-3-3122-6139
Email: Sales@amkor.com
Figure 6: Amkor Technology Malaysia Sdn. Bhd (view from above)
Figure 5: Amkor Technology Malaysia Sdn. Bhd (satellite view)

9. 5
Amkor Technology Mission Statement
These Chinese Characters symbolize "reliability and trust" - the lifelong values of
the late Honorary Chairman, Hyang-Soo Kim, the founder of Amkor. It is illustrate his
strong passion for, and dedication to, the highest standards of integrity, respect, and
fair dealing.
The mission of Amkor Technology is to be the trusted global provider of reliable
assembly and test manufacturing services and innovative solutions to semiconductor
and microelectronics companies using advanced technology developed through
close collaboration with our customers and other supply chain partners.
Amkor are committed to achieving operational excellence with sustained
profitable growth and cash flows to generate significant returns to investors. In striving
to meet the goals, Amkor celebrate the various strengths of cultural diversity and
remain dedicated to the highest standards of integrity, respect, and fair dealing with
the employees, investors, customers, suppliers, contractors and the members of the
communities in which Amkor operate.
1.2 PLACEMENT IN AMKOR TECHNOLOGY MALAYSIA
During the internship, I was place in Learning Development and Innovation (LDI)
Department, under management of Human Resources and Support (refer Appendix
1). This department functioned as department that will monitor and evaluate
employees’ performancebased on their Training Need Analysis (TNA), Skills-Attitude
Mapping, Competency Level analysis and many more.
Figure 7: Amkor Mission Statement

10. 6
The suitable programme will be planned after reviewing the overall employees’
performance and TNA. Training conducted will be based on the employees’ needs.
For example, if the group of technician need to learn more about new machine parts,
LDI will search for the specialist on the machine parts. Technical training are often
outsourced because ATM did not have the qualified trainer for the machine as the
manufacturer of the machine itself will give the training for the user of the machines.
Starting 1st
March 2016, revamping of management happens because ATM are
downsizing the company. Volunteer Separation Scheme (VSS) offered to the staff
who are volunteer to resign from the company. As the effect, LDI are changing from
LDI Department to Section of Human Development and Learning (HDL) under
management of Operations and department of Manufacturing 1 (M1). LDI office also
moved from own office, to the office of M1. It means HDL staffs need to merge the
office with M1 (refer Appendix 3).
Merge of office means more responsibility to HDL. HDL need to monitor and
evaluate not only the office staff, but also need to monitor and evaluate manufacturing
staff. Previously, LDI only need to give approval to the manufacturing staff if they
need to undergo any training, but in HDL the staff also need to plan the suitable
training for manufacturing staff based on their needs.
After the training, the post training evaluation will be conducted. The participants
need to fill in the form to evaluate the effectiveness of the training towards them in
their work. Analysis of the evaluation will be done by our department and it will be our
references for us to evaluate the programme in all aspects, such as the trainer, the
syllabus and many more. The evaluation will also help us in deciding which
programme that need to be emphasized.

11. 7
CHAPTER 2
ACTIVITIES DURING INTERNSHIP
2.1 MANAGING DEVELOPMENT TRAINING FOR STAFF
2.1.1 Soft Skill Development Programme
During the internship term, many development programme are conducted
internally. Soft skill development programme one of the programme that we conduct
internally such as stress management and emotional excellence.
In conducting a programme, there are a lot of things need to take into
consideration such as budget, the audience needs, the programme schedule and
many more. The programme need to be plan as detail as possible to make sure the
programme can run smoothly.
In conducting this programme, we can associate with the theory of career
development where we must define what is needed by employees. Usually my
department will discuss among trainers for the upcoming programme. I’m also invited
in the discussion as my supervisor, Mr. Zakiudin bin Mohd Khalid, said that he want
new and fresh of view and idea from youngsters like me and because of that, I will
involve directly with all programme. But sometimes, we outsourced the trainer from
Training Provider Company and if that happens, we just need to prepare the place as
requested by the trainer for the training to be held which will take place in the training
center known as ATM Academy.
Usually, the soft skill development programme are open to all employees to
participate and I will attend all of the programme that held internally as I will be the
person in charge for the logistic and technical. The programme conducted once a
month, divided to two session or more and it is kind of relaxed programme that can
help the employees cool down for a day after they have been work for a month. This
kind of programmewill help the employees to refresh, get a new booster and get them
ready for the upcoming work load. The programme need to accomplishthe objectives
listed.

12. 8
2.1.2 Specified Development Programme
Specified development programme are more focusing on target functioned group
on each programme held. This programme are specified based on the needs in the
group. For example, technician in machine shop need to know on how to use the
AutoCAD software in order to make a drawing for machine parts to produce it. This
kind of programme will be available upon request.
There are a lot of programme that felt under specified training. This programme
are divided into two groups which are for job or working competency and for Small
Innovation Team (SiT). For working competency, the programme are specifically to
gain working competency for each employees. Lot of programme held that felt in this
category such as AutoCad, Electrostatic Discharge (ESD) Control, First Aider,
TS16949 (Automotive Certification), Safety and Health Precautions, Mechanical
Equipment Maintenance: Power Transmission Equipment, Kepner-Tregoe, Factory
and Machinery Act (FMA) 1967 and Occupational Safety and Health Act (OSHA)
1994.
SiT are a program constructed in ATM to encourage employees to be innovative
in order to smoothen the operation in manufacturing. Usually this team will innovate
part of machine or improving the process that can help in reducing the time lapse for
manufacturing. Other than that, the best project from SiT will compete in Malaysia
Productivity Council (MPC) Innovation Award every year. So, this programme will
help the panel in choosing the best project to be highlighted in MPC Innovation Award.
The development programme for SiT are guidance programme for their project.
That means that they are guided in order to accomplish the project. This programme
are focusing on the methodology in finding the problems until they find the solution
for the problem. Example of the programme are Six-Sigma, Plan-Do-Check-Action
(PDCA) Model, Plan-Implement-Analyze-Think (PITA) Model, Why Why Analysis,
SCAMMPERR* Technique of Creativity, Evaluation 3 (based on 3rd
stage in
Kirkpatrick Model).

13. 9
2.2 CLERICAL WORK
2.2.1 Data Update and Key-In
Data key-in are one of the job that assigned to me as intern. Other that helping
the officer in managing programme and training, clerical work also need to be
completed in order to smoothen up the process from A-Z. Data are the most crucial
thing that need to be handled cautiously. Some of the work that need to be done are
Learning Need Analysis (LNA) to Knowledge Skills-Attitude (KSA) mapping,
Competency Level, Levy Statement in (Electronic Transformed Information System
(e-TRiS) by Human Resource Development Foundation (HRDF) Malaysia.
For LNA and KSA mapping, this data are related to the programme and also
related to the outcome of the programme. LNA and KSA will be done before deciding
which training need to be held in order to improve and develop the employees’ work
competency especially manufacturing employees. LNA and KSA mapping data are
crucial thing and need to be updated monthly to make sure the employees’ have the
competency in order to make them work accordingly.
For Levy Statement in e-TRiS by HRDF Malaysia, as the department in charge
for staff training, levy statement need to be keep updated to make sure that ATM’s
management contribute the fund for development programme. There are certain
amount that company need to contribute in the fund and the programme costing are
claimable through HRDF Malaysia. Other than that, e-TRiS are important because
the record of attendees a programme of employee are there.
2.2.2 Post Training Evaluation
Post training evaluation will be analysed based on evaluation form that will be
distributed after the program ended. This evaluation are crucial to evaluate whether
the programme or training held was full fill their working needs or not. This evaluation
also will help the LDI training to determine whether the training provider are
accomplishing the objectives or not. It is useful to have some feedback from
participants to know their opinion about the programme held.

14. 10
2.2.3 Filing and Labelling Based on 5S Standardization
Filing are important in managing the black and white document. It has to be kept
in safe place and easy to find. In LDI, we have the archive and catalog for every file
that we have from the training module, until training attendance. The files always need
to be updated on monthly basis. It includes, kept the attendance of participants as
evidence, compiling the module of training, managing the invoice file and many more.
In managing the files, some requirement need to be compiled in order to fulfil the
filing standards based on Seiri-Seiton-Seiso-Seiketsu-Shitsuke (Sort-Straighten-
Shine-Standardize-Sustain) or in short, 5S system. This files need to be sorted out
into their category to make them easy to find. It also need to be straighten or set the
files in order, which means the files need to be in their own place. The cupboard that
keeps the file also need to be cleaned up on weekly basis. Standardizing the files are
also in the 5S criteria. It need to be the same in color, same type, but different
numbering and labelling. Last but not least, it has need to be sustain to keep it neat
and tidy. In ATM, 5S audit will be done monthly and overall by qualified internal 5S
auditors.
Figure 8: Labelling for Files

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Figure 9: Standardize Files
Figure 10: Standardized Files

16. 12
2.3 GENERAL ADMINISTRATION WORK
For interns administration work is a must for us to handle, not all of it, but helping
in term smoothen the process and work among staffs. Some of the works are,
photocopying forms, minutes of meetings, scanning, printing, pick up call and many
more. Sometimes, I also helped the Safety and Security department as I am one of
the trainee that holds the First-Aid at Workplace, OSHA1994 and FMA1967 certificate
(see Figure 11, 12 and 13).
The works that I assigned are improving my abilities to handle the administration
work better and at the same time, gaining experience working in ATM, also learning
millions of new thing as I never been in the semiconductors industry. It is a good
experience for us as intern to use it for our future endeavor to gain a better life.
Figure 11: First Aider License

17. 13
Figure 12: OSHA1992 Certificate

18. 14
Figure 13: FMA1967 Certificate

19. 15
CHAPTER 3
HUMAN RESOURCE PRACTICE: TREND AND CHALLENGES IN AMKOR
TECHNOLOGY MALAYSIA
3.3 CHALLENGES IN INFORMATION TECHNOLOGY
Rapid advancement of technology, globalization, economic change and others
require changes in terms of management and administration of an organization.
Changes the way of working and jobs hand over process is the best practice. This will
affect the process of hand over the job effectively. Regarding this, the organization
should adjust the functions implemented to be more efficient and effective. Information
technology not only changing the job hand over process but also has been shaping
the expectations towards the provision of services in terms of momentum and diversity
of forms.
3.2 POOR WORK ETHICS
There are still employees who have poor work ethic and do not comply with
predetermined work ethic. For example, coming late to work, punch in the attendance
for others, going for a drinks in café during office hour, business in the office and
others. With the availability of superior for each department and sectors that monitors
the disciplines of employee, it can be overcome, and the officer may admonished their
subordinates in reducing the violations of work ethics.
3.3 HUMAN CAPITAL DEVELOPMENT
Human resource management should focus on improving the work competency
to carry out various responsibilities. Challenges that need to be addressedis to provide
leadership through apprenticeship program, leadership development and succession
planning. The challenges faced also producing leaders and managers who possess
the ability in transformingthe management, be an Idol or role model (trust, respectand
confidence) to other employees or subordinates, showing good behavioral (able to
describe the needs for now and then, also planning to success), sparking the
intellectual trigger (continuous innovation, creativity and managing the subordinates in
unleashing their true potential).

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3.4 LITERATURE
Weber (1864) define principles suchas the allotment of duties in the management
of ATM clearly reflecting the expertise in certain areas. There are various unit, division
and department that separates the duties such as manufacturing, human resources,
training, financial and many more.The management is a combination of individual who
runs the organizations. The management, not an individual or group of individuals, it
can be defined as the process of planning, arranging, managing, and controlling the
resources to achieve the goals and objectives of the organization.
Management is a vast realm that covers the social sciences such as sociology,
science, politics, economics, and psychology. The managing skills not only acquired
through reading and understanding of concepts and principles that have been
presented in textbooks. These skills acquired through experience through working.
The role of the Manager not only focused on aspects of surveillance and control of
staff, it also includes ‘unassigned’ tasks such informer or thruster to staff, either a
leader or role model.
Outstanding organization management culture should be developed through
strategies such as transparent management at all levels of officers, creating a
leadership by model, achievement-based working culture, professional and meet
customers expectation through the implementation of quality management system,
enhancing the practice of moral values among employers and employees,
consummating learning organization as a cultural organization and providing
unimpeded channel of communication between the employers and employees or
superior and subordinates.
Organizations are encouraged to implement the bureaucracy concept founded by
Max Weber (2003) to promote proficiency. It helps the employees to improve their
expertise because they just need to focus on specific tasks only. But, there are also
significant weaknesses seen in this concept in term of changing the position and work.
It will troubled some employees in the organization if the promotions need the
particular person need to be transfer to other department that bring different portfolio
and way of work. They only know about their previous job and it hard to adapt to the
new assigned tasks. Thus, it will contribute to deficiencies in management.

21. 17
CHAPTER 4
KNOWLEDGE AND SKILLS GAINED IN AMKOR TECHNOLOGY MALAYSIA
4.1 TECHNOLOGY SKILLS AND KNOWLEDGE
The importance of technology knowledge and skills such as computer skills
nowadays as the technology growth in line with the world need are not irrefutably. The
computer and human resources development subject taken in freshman year help me
a lot in doing my daily routine and jobs in the office. Computer skills are vital skills that
need to be empowered by all students either they are undergo the industrial training
or not. The preparation of reports, presentations, make a statistical analysis, designing
and many more.General software suchas Microsoft Office, Internet Browserand other
usually used in any computer. But in ATM, I learned and even attended the beginner
course for AuoCad and learn some new software that they used in this industry such
as Minitab. AutoCad are software that help them in designing some parts of the
machine, meanwhile Minitab are statistical software, just like SPSS, but Minitab are
more advance than SPSS. Minitab usually used for Six-Sigma and also to make
statistical analysis.
Figure 14: AutoCad Drawing

22. 18
Figure 15: AutoCad Drawing
4.2 WORKING HOUR
Working experience that have multi working hour every day give me early
exposure that there are a lot of working hour based on the function. In ATM, for me,
as office worker, the working hour will be started at 8.30 am until 5.30 pm and lunch
hour will be at 12.15 pm until 1.00 pm. Meanwhile for operation and manufacturing
worker, they have shift working hour which is 7.00 am until 7.00 pm and 7.00 pm until
7.00 am. The challenge for me to be at the office before 8.30 am as ATM was in
Banting which is 40km away from the place that I stay. It took me around 40 minutes
to 1 hour to reach the destination depends on the traffic condition, but I proved that I
can be at the office on time even though it is quite far from my home. Other than that,
the dateline for task given by supervisor also emphasized. Those situations are similar
to the disciplines applied for life in campus but it is in different environment which is
working environment. All of this can be summarized according to RWK Paterson
(1979), "Adult Learning is a concept of activities that deliberately held for the
development of an adult whose development is closely related to awareness raising,
adding experience and knowledge".

23. 19
4.3 WORKPLACE ETHICS
Working values and ethics that should be obeyed have taught the importance of
ethics to avoid any misconducts or miscommunication. The experienced through this
journey are priceless and it helped me a lot in shaping me as holistic person and also
preparing myself for my future endeavor. They also give full support to me as an intern
on how to adapt with the environment there, discussing about the task or jobs given
and many more. In addition, the respect and trust are vital in a group work, especially
in diverse group which have many religion, race and opinion. The practice will facilitate
the motion and momentum of the group and at the same time achieving the group
objectives.
4.4 RELATION BETWEEN OFFICER AND SUBORDINATES
Through internship, I found that relation between officers and subordinates are at
its best. Officers and subordinates work together harmoniously and show a good
examples to others. Misunderstanding might happens though out the work process,
but they manage to handle it well. Success leaders in organizations emphasize the
use of reward power, reference, power expertise and use less forced and legal
jurisdiction. Through observations, it found that officers used more legal authority,
reference in their leadership. Using this way, they can keep the harmony when working
in a group. But, it is different in managerial level. Some of them tend to use forced and
legal jurisdiction as they are in the managerial level. This are not an effective way to
lead a team as it can cause a lot of misunderstanding and add up the tense to
subordinates.

24. 20
4.5 ONE-TO-ONE DISCUSSIONWITH OFFICER
Sharing knowledges within the organization are important in ensuring the staff to
be proactive in thinking for new and fresh ideas in developing their organizations. This
partnership requires commitment and willingness to share knowledge. It would lead to
the application of the concept of synergy within the organization. Throughout the
internship period, my supervisor; Mr. Zakiudin bin Mohd Khalid loves to share his
knowledge with me as we are sharing same passion which is in training or
development area. A lot of informal discussion happens between us and he is the one
who guide me throughout the internship period. I feel indebted to him as he always
nice with me and never feel bored to teach and guide me in everything, from working
matters until life matters.
There are a lot of things that we discuss throughout my internship period, such as
Improving Learning Needs Analysis, updating Competency Library for employees,
updating Training Module and Certification, evaluating and improving the weaknesses
in Performance Appraisal System (PAS), how to implement 4MAT Learning Model in
training and also preparing, revising and updating the copy of module for Distribution
and Warehouse Operation, Level 3, Skim Latihan Dual Nasional (SLDN). This
discussion gained me ton of new knowledge that never been thought to me before.
The purpose of the discussion are to gained new ideas from me, as the new
generation that are freshly came out from university. He needs new opinion on how to
improve the system that they implemented. For example, our discussion in evaluating
and improving the weaknesses in PAS, we found that there a lot of weaknesses that
can be improved to make it better. The discussion usually will be held informally and
I’m amazed that the discussion dig out a lot of new things and way to improve the
existing PAS.

25. 21
CHAPTER 5
SUGGESTIONS
5.5 SUGGESTION FOR IMPROVEMENT
Amkor Technology Malaysia is an agency that facing a normal problems, up and
down in sustaining their operation and business. The management manage to
overcome the problems and until now, the operations was never stop in fulfilling the
demand of electronic market nowadays.
5.1.1 Empowering Teamwork
Work in a team seems to help in gaining and facilitating the
implementation and application of better working culture in an organization. This
will create the sense of belonging in the team as they belongs to the ATM. Their
motivation will boost up when they feel appreciated in the team. The motivation
will lead them to success in work as they have someone to support and guide
them. Other than that, it also will brings positive vibes to the organization as they
will help the others to be proactive. It can be implemented in any kind of team,
either in a department, SiT project, event management team and other. The
proactive team members will lead to productive team. Productive team will help
in achieving the target or objectives easily. So, proactive team member will lead
to success.
5.1.2 Support from Managerial Level
The management must commit wholeheartedly in carrying out activities
related to quality improvement in organization. It is necessary to guaranteed
continuous support from managerial level as the changes occur in organization
such as policy, philosophy, systems and procedures, organizational structure will
take a certain time to be completed and also to make them awake and aware
about the changes that might happens in the organization. Support also needed
from managerial level to smoothen up the process of change in organization.
Managerial level also will guide the subordinates as they know more about the
organization itself.

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5.1.3 Effective Transformation
To ensure the sustainability of ATM as the world leader in micro electric
packaging technologies and the world largest outsource provider of Micro Electro
Mechanical System (MEMS) and sensors, ATM need to bring in the effective
transformation because in business, there are millions of new competitors grow
every year. ATM is not exempted in this competition as there are also thousands
of new competitors in the same industry grow every year. New competition
means, “serve the best, beat the rest.” The transformation needed including
investing in employees’ welfare such as medical, increment, bonus and many
more. Better welfare means better work from the employees’ as they will have the
sense of belonging to ATM and feel appreciated working in the organization.

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REFERENCES
Mr. Zakiudin bin Mohd Khalid
Senior Officer,
Amkor Technology Malaysia.
Email: zakiudin.mk@amkor.com
Marquardt, M. J. and Reynolds, A. The Global Learning Organization. New York: Irwin
Professional Publishing, 1994.
Brookfield, S. D. (1983). Adult Learning, Adult Education and the Community Milton
Keynes Open University Press.
Gerth, H. H. dan Mills, C. W. (1969). Max Weber: Essay in Sociology. New York:
Oxford University Press

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APPENDIX