A Presentation On Performance System Of Malaysia and some lessons For Bangladesh.

1. Lessons For Bangladesh

2. Tanzina Ferdous
Department Of Public Administration
University Of Dhaka.

3.  Performance Management is a process of
getting the best output/result from the
individuals/employees through creating a
working environment, which needs a common
framework, agreed by the employees and
employers, through the measurement of the
performance of the employees for the
achievement of the organizational goals or
objectives.

4.  Productivity Improvement Initiative (PMI),
Total Quality Management (TQM),
 Modified Budgeting System (MBS) programs
 Performance-Based Pay of civil servants,
 New Remuneration System (NRS),
 Client’s Charter
 Key Performance Indicators (KPIs)
 Integrated Results Based Management (IRBM)
and some others.

5.  Key Performance Indicators (KPIs) of National
Registration Department (NRD), Pulau Pinang
 Integrated Results Based Management (IRBM)
 Productivity Improvement Initiative (PMI),
Total Quality Management (TQM).

6.  Adopted to the response of Govt. Circular 20.
 Introduced in 2004.
 Achieve great success in National Registration
Department (NRD), Pulau Pinang
 NRDPP adopted KPI in October, 2004.

7.  Firstly, to measure efficiency and effectiveness
of work process to provide and deliver quality
services to customers.
 Secondly, NRD focuses on their KPI to assess
the customers’ satisfaction.

8.  Customer Satisfaction- Provide rewards to the
employees.
 Customer Dissatisfaction- Provide Only Advice
to the respected employees

9.  To check the application and give the queue
number to the customers, which take only 2
minutes .
 before setting the target performance
management team initially will conduct a
research to find out the actual minutes
spending in carrying out every work .
 then set the KPI and performance target for
every staff

10.  Working times for 1 employee: 9240 minutes (1
month)
 Application that they should process in 1 year:
6282 application for My Kid
 Thus, in 1 month the employee should process
only 523.5 applications. Therefore, for 1 person
(PP1): (40% workload x 9240 minutes) = 3696
minutes. The actual time for PP1 to check the
application is 5 minutes; therefore, for 1
employee their KPIs is to produce 739
applications per month.

11.  Results Based Management (RBM) focuses on
timely achievement of the targeted goals .
 RBM were either centered only on the
budgeting system or through the personnel
performance system. As a response to this, an
Integrated Result-Based Management (IRBM)
system was developed in the late 1990s.

12.  Results-Based Budgeting System (RBB), and
 Results-Based Personnel Performance
System(PPS)
 Results-Based Management Information
System (MIS)
 Results-Based Monitoring and Evaluation
Framework (M&E)

13.  Main Focus- improve resource management
and public sector accountability.
 Performance Agreement in Malaysia is
prepared and submitted at the activity level by
the activity manager to the Controlling Officer
who in turn aggregates all these documents
and submits them to the Central Budget Office.
 Through an administrative circular, the
Ministry of Finance mandates the process. d
submits them to the Central Budget Office.

14.  Through an administrative circular, the
Ministry of Finance mandates the process. d
submits them to the Central Budget Office.
 Inputs defined in the documents have to be
driven from the top with the departmental
heads.

15.  Linkage can be easily established through the
IPMF between the organizational performance
and personnel performance.
 Results Based PPS provides better opportunity
for the planning and implementation of HRD
and HRM.

16.  Management Information System will identify
the need of information at the different levels.
 There should be a clear alignment between the
information identified and the needs of the
users as this information will be incorporated
in the planning process at an early stage.

17.  Program Monitoring refers to the on-going
process of tracking key performance
indicators(KPI) at different program levels so
that timely and appropriate actions can be
taken to keep a program on track and to ensure
that its objectives or goals are met in the most
efficient and effective manner.

18.  PMI introduced -1991
 TQM introduced -1992.
 Main purpose of the first attempt was
obviously to make civil servants more aware of
the impact of their decisions and actions on
productivity of service delivery system.

19.  Senior management; Support and
commitment of top management;
Strategic quality planning; Customer
Focus or Orientation; training and
recognition; Teamwork; Performance
measurement; and Quality assurance.

20.  A quality suggestion system; Quality
process; Quality inspection; Quality day;
Quality slogan; Feedback on quality; and
Quality information.

21.  Make Public Employees accountable,
transparent and responsive to the citizens.
 Make a competitive environment within the
public organizations
 Ensure consensus building and people
participation.
 TQM provides the opportunities to improve
service delivery, draws a line of responsibility
and greater accountability of the civil servants.
 IRBM system focuses more on result, so the
produced output can be more effective.

22.  Does not include participation of civil societies,
which sometimes may not be able to serve the
public’s interests.
 By the end of 2007, many local authorities and
even some local council still haven’t fully
implemented the KPI system. Some have just
received training by their respective state
government on the concept of indicators.
 KPI reports are meant to be used only for
internal purposes as external monitoring and
evaluations aren’t possible to be made .

23.  Absence of mechanism to serve as a ‘carrot and
stick’ for promoting the KPI agenda.
 According to Pn Norhayati, few cases have
been resolved but only advice is given to the
staff as it is not considered as serious case.
There is no provision for punishment for
under-performing as it’s considered as to
demotivate the employees.

24.  Key Performance Indicator (KPI) in the Union
Parishad Of Bangladesh
 Total Quality Management (TQM) In the Civil
Service of Bangladesh.

25.  There are 4 core elements in the IRBM system
and if the system has to introduce in our public
sector, then the whole Budget, Personnel,
Management & Information System and
Monitoring and Evaluation System have to be
made result-based. And it’s not so easy to
accomplish within the existing institutional and
administrative framework.

26.  The Medium Term Budgetary Framework
(MTBF) has been successfully introduced in 10
line Ministries and gradually, MTBF will be
rolled-over to all the remaining ministries in
Bangladesh. So, in this situation, a totally new
and sophisticated IRBM system can not be
applied easily.

27.  42 years have passed but no effective initiatives
have been taken to reform the civil service or the
Civil service recruitment system.
 To keep pace with the changing world in the race
of competition, it’s high time to call for a change in
the public sector of Bangladesh.
 Key Performance Indicators (KPI) and Total
Quality Management can play a great role to
improve the quality of service delivery of the
public service and also can make the public
servants accountable, transparent, responsive and
responsible to the govt. and citizens.

28.  Key Performance Indicators (KPI) and Total
Quality Management can play a great role to
improve the quality of service delivery of the
public service and also can make the public
servants accountable, transparent, responsive
and responsible to the govt. and citizens.
 Necessary initiatives have to be taken in this
regard by the GOB (Govt. of Bangladesh).

29. THANK
YOU