PhD - Administrative of Respondents

26 Feb 2008; 10.30 am - 1.30 pm
3rd Group.
Abd Halim Sulaiman, Abd Rizal Razali, Zamri Nawi, Elias Hamid, Abdullah Yahya, Samsudin Zakaria, Mohd Faizal Yusof, Ahmad Lotfi Haris, Ku Aswat Ku Adnan, Mohd Zulaffandi Abdulah, Syed Izzuddin Syed Jaladin, Iswandi Idris, Azaudin Adzmin, Mohd Zaidi Abdullah, Hayrul Nizam Dahalan, Salizal Mohamad Razali, Shaiful Shahril Norajoa, M Yusri Pardi, Wan Mohd Azmi, Mohd Faizal Mat Ali, Rahimah Abdul Hamid, Salwa Masdar, Naslina Mohamad Nasir, Norliakazimi Noordin, Zamzurani Ani, Norhaida Mohamad Sani, Norsyawaliza Md Nasir, Suzanawati Sofian, Rosilawati Mohd Ghazin, Norhamsah, Norakma Nawawi, Wan Naimah, Ramaizai Ramli, Molinda Abd Rahman.

Administrative of Questionnaire - 21 Feb 2008 Kali ke-7

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Discussion - Developed questionnare, administrative activities:
Kali ke-1 : 23 Nov 2007 (Jumaat)
Kali ke-2 :4 Dis 2007 (Selasa)
Kali ke-3 :19 Dis 2007 (Rabu)
Kali ke-4 :16 Jan 2008 (Rabu)
Kali ke-5 :28 Jan 2008 (Isnin)
Kali ke-6 :6 Feb 2008 (Rabu)

Respondents:
Ibrahim Ahmad, Kamaludin Tomiran, Ruminah Md Zain, Abdullah Muhamad, Romales, Nor Asmah, Ros Maria, Sariah, Rosliza, Hafiz, Liyana, Tong, Shiadri, Mohd Helmi, Mohd Rashidi, Ahmad Shukri, Nazilah, Abdul Hafiz, Ashraf, Melor: 20 Respondents.

Republic Polytechnic

REPUBLIC POLYTECHNIC

Date: 15 February 2008

1. Prof Low Teck Seng (Principal/CEO of RP)
2. Dr W. A. M. Alwis Deputy Principal (Academic Affairs)
3. Hong Kok Hsien Manager (Network)
4. Jason Tey Manager (International Marketing)

Campus
Learning Hub
262 Labs
264 Seminar Rooms
Library with a seating capacity for 2,100

The Republic Cultural Central
1,200 seater auditorium
400 seater Theatre

Sport Complex
Tennis, badminton, baseball, street soccer, volleyball, netball, table tennis & sepak takraw, swimg pool etc

Food Court
Three food courts with a total seating capacity of 2400

Introduction
PBL Learning Process
1. One-Day-One-Problem – integrated and multidisciplinary
2. Three meetings for each problem
Goals Meeting (identification of learning issues)
Teach Meeting (sharing knowledge gathered with group mates)
Elaboration/Feedback Meeting (presentation of solutions and feedback). After a short period for group reflection a short quiz is conducted to test each individual’s progress with learning.
3. In between meetings, students communicate with each other in the group, search for information, ask for help, etc.
4. A reflection Journal by each student for each problem is required. These report shall
demonstrate how the student has synthesised information/material learned from other members of the group.

Project Based Modules
1. Each module: 16 full-days One-Day-One-Problem on full-time basis – 4 MC weightage
2. Class size = 25 students; 5 teams of 5 each
3. One facilitator per class, full day, 3 meetings
4. Lab work included in daily problems
5. Daily assessment by facilitators (16 per module)
6. Four Understanding Test (UT) per module
7. Final module grade based on daily assessment and Understanding Test grade.

Managing Human Resource
1. Introduce innovative HR practices
Outsourcing of administrative processes to home-based works
Hot-desking ; & Telecommuting
2. Maintain a lean and agile administrative work force
Admin Staff to Student Ratio
RP --------------------------------- 1:52
Acad Staff to Student Ratio
RP ---------------------------------- 1:18
3. More conductive working environment through increased mobility
Staff can work anywhere
4. AARP – Referral of suitable candidates for appointment as Acad Associates by staff;
5. WoW! – Monthly employee recognition and award program;
6. MediFlex – Allows RP staff more flexibility in taking care of their medical needs.

Acedemic Staff Roles
1. Facilitators
2. Problem Cafters
3. Module Chair
4. Programme Chair

ITE S'PORE

With Prof Zita

ATMI

Akedemi Teknik Mesin Industri (ATMI)

Curriculum & Education System

The main goal of education is summarized in a trilogy: Competentia (in technical), Conscientia (in moral responsibility), Compassion (in social impact of industrial activities).

The education focus is on a method which known as : Production based education and training. It is done in the real industrial setting with an emphasis on market-oriented production. The students learn and work in production units.

33% theory, 67% practice in workshop.

Pro3 Based Learning: POLMAN

POLITEKNIK MANAFAKTUR BANDUNG (POLMAN)
Back-end Engineering Front-end Engineering
Research Engineering & Design Manufacturing Production and Process
Strategic Research Dev of Tech Product & Process Production & Control

Bremen

New Picture

Topic of PhD

Pang Chau Leong
The integration of National Occupational Skills Standards (NOCC) into the NDTS in Malaysia
Mohamad Sulaiman
Changing in professional profiles of coaches in Malaysia: The implementation of NDTS in Malaysia and its impact on the professional tasks of industry personnel commissioned with training
Ghalip Spahat
The role of learning organization in DSD to enhance the implementation of NDTS in Malaysia
Mohd Yazid bin Awalludin
Generic skills in the NDTS: implications on institutions and industry
Kamaludin bin Tomiran
Participation SME in NDTS
Mohd Yusof bin Abu Bakar
The development of a new curriculum framework for the NDTS in Malaysia
Azmi bin Ahmad
The effectiveness of learning transfer in NDTS
Ramli Rashidi
The framework for effective collaboration between public training institution and industry in the NDTS environment in Malayasia
Ruminah bt Mohd Zain
The development of assessment framework for VET programs in the National Occupational Skill Standard (NOSS) based training system and the NDTS based training system
Norlela Mustapha
The readiness levels of vocational training institution in Malaysia for the implementation the NDTS
Pn Aruna bt Ismail
Development of Employee Malaysia Skill Certification (MSC) Through Work Experience Framework For NDTS in Malaysia
En Shamsudin bin Jamil
Problems And Prospects Of E-Learning In
Malaysia Vocational Education And Training (Focusing On Courses In NDTS)
En Mahazani bin Ali
Developing the K-Based
Human Resources That Support the Implementation of the NDTS:
Measurement of Instructor’s Competency Levels at MARA Training Institutions
En Mohd Faizal bin Tokeran
The Integration of Learning Methodology Component in NDTS Curriculum
Pn Suzilasahibatul Akhmar bt Ahmad
Development of trainer's research and innovation skill in NDTS environment

Reliability and Validity

Reliability:

Internal Reliability:
Interrelated each items

External Reliability:
Measured by other researcher, will give same result

Validity:
1. Check by 4 experts
2. Produce model
3. Purpose for all, nor random sampling

Face Validity:
Language - expert of English (1 persons)
NDTS, LO etc - understand

Content Validity:
Theory - to what extend
Gagasan

Active verb:
We invite CEO's companies for discussion


Passive verb:
CEO's of companies are invited for discussion

Cognitive Apprenticeship

Dimension
content (4)

Knowledge of facts and terms

learning strategies

problem solving strategies

control strategies

methods (7)

modelling of excellence

articulation

coaching

reflection

scaffolding

exploration

fading

sequence (3)

increasing complexitiy

increasing diversity

global before local skills

sociology (5)

situated learning

exploiting cooperation

culture of expert practice

exploiting competition

intrinsic motivation

Learning Organization: Garvin, Senge

Professor David Garvin

“an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.”

Key : Change occurs in the way work gets done.

The activities of a Learning Organization:
Systematic problem solving:

thinking with systems theory; insisting on data rather than assumptions; using statistical tools.
Experimentation with new approaches:

ensure steady flow of new ideas; incentives for risk taking; demonstration projects.
Learning from their own experiences and past history:

recognition of the value of productive failure instead of unproductive success.
Learning from the experiences and best practices of others: enthusiastic borrowing.
Transferring knowledge quickly and efficiently throughout the organization: reports, tours, personnel rotation programs, training programs.

Peter Senge

Nothing much would get done if only the rules were followed. He said that the human system is the source of all work that gets done. The formal system currently dominates the informal or human system. Instead, the formal system should be an enabler for the human system.
Transforming the formal system at a corporation into a Learning Organization will create the environment needed for the human system to thrive and will give the firm unmatched competitive advantage. As part of this process, the corporation needs to forget its old ways to make room for the new. The entire corporation's ecosystem needs to become one huge classroom. Effective feedback mechanisms need to be created and deployed that enable new ideas to be continually absorbed so that the best of them can be turned into action or new products and services.

Jack WelchFormer Chairman and CEO, General Electric Company

"The second management concept that has guided us for the better part of two decades is a belief that an organization’s ability to learn, to transfer that learning across its components, and to act on it quickly is its ultimate, sustainable competitive advantage. That belief drove us to create a boundaryless company by delayering and destroying organizational silos. Selflessly sharing good ideas while endlessly searching for better ideas became a natural act."

Job Diagnostic Survey (JDS) - Framework

Job Diagnostic Survey (JDS)

Diagnostic use of the Job Diagnostic Survey (JDS) in a revised and extended version for organizations and employees in the service and administration sector

Abstract.

New systematic diagnostic instruments for job analysis are especially needed in the service and administration sector because of changes in the way jobs are organized. The Job Diagnostic Survey (JDS) might fill this gap. However, first a comprehensive check of this instrument and the underlying assumptions (the job characteristics model) is necessary,because until now it was mainly used in the production sector in Germany. Here, we use the JDS in a slightly modified and extended version. Based on as ample of 691 employees of different service/administration enterprises, the test quality and structural attributes of the instrument were determined. Next, the extension of the job characteristics model was tested. Using linear structural equation modeling a significant improvement of the model fit was seen when the variables “goal clarity”, “organizationalcommitment” and “stress” were included. We thus conclude, that the extended version of the JDS is a useful diagnostic instrument for the analysis of jobs and organizations in the service and administration sector.

Keywords: Organizational diagnosis, service and administration sector, job characteristics model, structural model, stress, goal clarity, organizational commitment

Job Characteristics Theory
Job characteristics theory is the most accepted framework for explaining relationships between job characteristics and outcomes (Glick, Jenkins BE Gupta, 1986; Griffin, 1987). The premise of this theory is that objective characteristics of individuals’ jobs primarily determine individuals’ perceptions of and responses to tasks (Hackman & Oldham, 1976, 1980; Fried & Ferris, 1987). But, in much of the job characteristics literature, the job characteristics are those characteristics as perceived by the worker. These perceived job characteristics are directly influenced by objective characteristics. But according to the theory, what is important is how the job is perceived, not what the job is objectively.

Cronbach's Alpha

Cronbach's Alpha Reliability

Entered data into the SPSS.
Move the cursor to the Statistics option on the menu bar at the top of the screen.
On the menu under Statistics, click on the word Scale.
On the side menu, click on Reliability Analysis
For example, you might believe that Var0001, Var0005, and Var0009 all measure the same construct and you could combine a subject's response to those variables.
You need to inform the program of which variables you are considering combining. Each of your variables will be listed in the box on the left side of the screen.

In this example, Var0001 is one of the variable you wish to include. You would click on Var0001 to select it. The name should be highlighted. You would click on the > to move the variable name into the Items: box.
You would continue step 5 for each of the variables you wish to use. In this example, you would repeat step 5 for Var0005 and Var0009.
Move the cursor to the Statistics button and press the mouse button once.
Because you would like to have the means for your variables printed, you click on the box in front of Means in the Summaries section.
It is also useful to see how each variables influences the reliability. For this reason you click on the box in front of the Scale if item deleted in the Descriptives for section.
Click on the Continue button.
Click on the OK button to run Cronbach's Alpha reliability.

Cronbach’s Alpha Interpretatiom

Interpretation
Reliability

0.90 and above
Excellent reliability at the level of the best standardized tests
0.80 - 0.90
Very good for a classroom test
0.70 - 0.80
Good for a classroom test; in the range of most. Few items which could be improved.
0.60 - 0.70
Somewhat low. Needs to be supplemented by other measures to determine grades. There are probably some items which could be improved.
0.50 - 0.60
Suggests need for revision of test, unless it is quite short. The test definitely needs to be supplemented by other measures for grading.
0.50 or below
Questionable reliability. This test should not contribute heavily to the course grade, and it needs revision.

Pengurusan Soal Selidik

Aktiviti yang dijalankan pada 6 Febuari 2008 di Bilik Wawasan, Jabatan Pembangunan Kemahiran (JPK), Putrajaya. Seramai 38 pegawai telah terlibat seperti berikut : Abd Halim, Anisah, Nor Azlina, Melor, Huda, Rosniza, Haslina, Samsuri, Md. Liza, Ismail, Arifin, Hisyam, Lily, Maizatul, Khadijah, Linda, Dalima, Hj. Sanusi, Syed Hamdan, Zool Helmi, Tg. Rozanita, Syarizan, Norizan, Hazizol, M. Nasir, Zul Helmi, Nizam, Wan Nazamudin, Siti Fauziah, Kamarun, Herwardi, Roslan, Muzafar, Zaidah, Fazli, dan Nawi.
Setiap responden mengambil masa selama 1 jam 30 minit untuk menjawab 135 soalan.

Elias Awad

Dr. Elias M.Awad is a Virgina Bankers Association Professor of Bank Management at the University of Virgina. He has over 40 years IT experience in the academic, publishing, and consulting areas. He is one of the world's leading IT intructorsand seminar presenters in the banking industry.
Saya telah mengambil beliau bagi proses validasi questionnare bagi research yang bertajuk 'The Role of Learning Organization in DSD to Enhance NDTS'.

Halaman Pertama

Asslamualaikum.
Saya ingin mengucapkan selamat berblog di ghalipsemenyih. Mulakan tahun 2008 atau 1429 dengan azam untuk lebih cemerlang. Penuhi kehidupan dengan warna-warni aktiviti yang membawa kebaikan kepada manusia sejagat.
Wasslam.
ghalipsemenyih