menerap & melestarikan nilai-nilai murni …
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KONVENSYEN INTEGRITI NASIONAL (KIN)
2016
17 NOVEMBER 2016
INSTITUT INTEGRITI MALAYSIA (IIM)
KUALA LUMPUR
MENERAP & MELESTARIKAN
NILAI-NILAI MURNI
PERKHIDMATAN AWAM
2
Cover, TIME Magazine,
12 April 1963
• Semangat sebuah
Negara baharu….
• Mengisi agenda pasca
kemerdekaan
• RMKe-2
• Dasar Ekonomi Baharu
untuk membasmi
kemiskinan dan
menyusun semula
masyarakat
MENOLEH KE BELAKANG SEJENAK…
3
Kepercayaan Kepada Tuhan
Kesetiaan Kepada Raja & Negara
Kesopanan & Kesusilaan
Keluruhan Perlembagaan
Kedaulatan Undang-undang
RUKUN NEGARA SEBAGAI PEGANGAN MASYARAKAT…
1. 2.
4. 3.
5.
APA ITU NILAI
8
Nilai ditakrifkan sebagai kepercayaan yang mendorong
individu atau institusi untuk bertindak mengikut pemilihan
berasaskan nilai-nilai utama masyarakat…
Kajian sejarah menunjukkan ilmu, kebijaksanaan,
keadilan dan iktidal (temperance/moderation) adalah
antara nilai utama masyarakat…
“Nilai dan Etika Dalam Perkhidmatan Awam”, INTAN, 1991
APA ITU ETIKA
8
...prinsip moral atau nilai akhlak atau tingkah laku yang
menjadi pegangan individu atau kumpulan...dan
kesedaran akhlak ini tidak boleh dicapai tanpa jalinan
perhubungan sosial dengan orang lain...
Shukri Ahmad dan Razali Mat Zin , 2001,
Adab & Etika Kerja Dalam Organisasi
...Tanggungjawab dan akibat tingkah laku seseornag atau
profesion terhadap masyarakat. Anggota perkhidmatan
awam berkewajipan memahami peranan dan perilaku
seseorang pekerja dalam Kerajaan.
“Nilai dan Etika Dalam Perkhidmatan Awam”, INTAN, 1991
PELBAGAI INISIATIF DALAM TEMPOH LEBIH DARIPADA EMPAT DEKAD…
6
Nilai &
Etika
Aku Janji
Audit nilai
Tonggak 12
Kepimpinan
melalui teladan
Kempen Budi
Bahasa & Nilai
Murni
Bersih, Cekap,
Amanah
Kod etika
PELAN INTEGRITI
NASIONAL
ETOS 2012
7
11. Peningkatan Bakat 12. Nikmat Mencipta
3. Keseronokan Bekerja 4. Kemuliaan Kesederhanaan
5. Ketinggian Peribadi 6. Kekuatan Sifat Baik Hati
7. Pengaruh Teladan 8. Kewajiban Menjalankan
Tugas
9. Kebijaksanaan Berhemat 10. Keutamaan Kesabaran
1. Masa Itu Emas 2. Ketekunan Membawa
Kejayaan
TONGGAK DUA BELAS
8
• Utuh
• Profesional
• Efisien
• Bertindak Sebagai
Satu Pasukan
• Kecemerlangan &
Keunggulan
• Profesionalisme
• Berhemah &
Berwibawa
• Berilmu Melalui
Pembelajaran
Berterusan
• Integriti & Tegas
• Dedikasi & Produktif
• Berperibadi Mulia &
Berdisiplin
• Saling Menghormati &
semangat Espirit de
Corps
• Mesra & Cekap
• Bersyukur & Berbangga
• Setia
• Berdisiplin
• Prihatin dan
Mesra
• Cemerlang
KOD ETIKA JABATAN
9
PENDEKATAN PROGRAM • Pelaksanaan program-program nilai dilaksanakan dengan berkesan dan
mencapai matlamat • Kajian impak yang lebih berkesan dapat dilaksanakan bagi pemantauan
berterusan dan penambahbaikan kelemahan yang dikenal pasti dapat diperbaiki
• Pelan bertindak yang seragam ke arah memastikan keberkesanan
pelaksanaan penerapan, penghayatan dan seterusnya pengamalan nilai
• Menimbulkan kesedaran • Memperkukuhkan penghayatan • Menjana dan mengekalkan pengamalan • Mengadakan penilaian
• Proses audit nilai dilaksanakan untuk tempoh satu tahun dari Januari – Disember atau mengikut satu pusingan lengkap 12 bulan
• Sebaik-baiknya dilaksanakn mulai Mei selepas satu tahun
program nilai dilaksanakan • Dilakukan secara berterusan
• Analisis Rekod Amalan Nilai • Tinjauan menggunakan Soal Selidik secara atas talian kepada
warga Nilai Ideal, Nilai Peribadi & Nilai Organisasi • Analisis Maklum Balas Pelanggan
OBJEKTIF
TEMPOH PROSEDUR AUDIT
Audit Nilai
AUDIT NILAI
Sistem Audit Nilai
9
Audit nilai berdasarkan 5 instrumen:
• Rekod Amalan Nilai (Urus setia)
• Indeks Nilai Ideal
• Indeks Nilai Peribadi
• Indeks Nilai Organisasi
• Maklum Balas Pelanggan
11
RASIONAL BERKHIDMAT DENGAN PERKHIDMATAN AWAM…
FAKTOR PENENTU…
12
KOMITMEN KEPADA
PERKHIDMATAN AWAM
9
The public sector values have been developed to make it easier for us to work together by forming a culture and a vision that we all share.
This framework provides brief examples
of the types of organisational practices
and personal behaviours that will support
the public sector values in your workplace.
It also provides some examples of taboos
(what you don’t want to see at work).
Organisational leaders need to structure
and arrange processes in such a way that
the behaviours are supported. Only when
organisational practices and personal
behaviours are aligned can the values be
brought to life.
The examples provided here may provide
you with a starting point for a discussion
on what types of behaviours you would
like to see in your workplace. This is not an
exhaustive table. You should expand the
conversation among your colleagues to
make sure that the behaviours you identify
are those most suited to your workplace and
your customers, stakeholders, and partners.
SOUTH AUSTRALIAN PUBLIC SECTOR VALUES AND BEHAVIOURS FRAMEWORK
1
AMALAN DI LUAR SANA…SATU CONTOH
9
AMALAN DI LUAR SANA…SATU CONTOH
South Australian Public Sector Values and Behaviours Framework
9
AMALAN DI LUAR SANA…SATU CONTOH
South Australian Public Sector Values and Behaviours Framework
Organisational Practices Successful personal behaviours Taboos
Prioritise the needs of the
communit y in the design and
delivery of services.
Serve people courteously, fairly and
effectively.
Don’t disrespect , ignore, or devalue
others, particularly those you
serve.
Uphold the rights of each individual
to access services as easily as
possible.
Know who your customers are,
understand their needs, and take their
views into account.
Don’t use a process or procedure as
an excuse for stalling or handballing
an issue.
Establish service standards that
apply to all customers.
Recognise and value internal and
external customers equally.
Don’t provide lower standards
of service to customers who are
employed in the public sector.
Collaborate with business and
communit y partners to improve
service delivery and respond to
complaints.
Go the extra mile in order to deliver the
best outcomes.
Don’t refuse to listen to, or act
upon, complaints about poor
service.
SERVICE Proudly serve the community and
Government of South Australia.
SOUTH AUSTRALIAN PUBLIC SECTOR VALUES AND
BEHAVIOURS FRAMEWORK
2
Organisational Practices Successful personal behaviours Taboos
Promote best practice in
leadership and management, and
prioritise employee performance
management.
Exhibit the highest standards of
professional behaviour, including
working conscientiously and
competently in a polite and helpful
manner.
Don’t accept underperformance, or
tolerate, and thereby promote, bad
at titudes.
Build impartial relationships with
the Government of the day.
Provide honest and objective advice
and carefully implement direction
without undue delay.
Don’t act in a way that is contrary to
the priorities and decisions of the
Government of the day.
Encourage pride in the profession
of public service.
Pursue individual growth and
professional learning to develop
strengths and improve weaknesses.
Don’t act in a way that brings
the reputation of the sector into
disrepute.
Foster a culture that drives
innovation to improve service and
productivity.
Strive to create new and bet ter ways of
doing things.
Don’t accept ineffective practices
when outcomes could clearly be
improved.
PROFESSIONALISM Strive for excellence.
SOUTH AUSTRALIAN PUBLIC SECTOR VALUES AND
BEHAVIOURS FRAMEWORK
3
Organisational Practices Successful personal behaviours Taboos
Applying empathetic people
management skills to bring out the
best in employees and prioritise
their wellbeing.
Identify and understand the situation,
feelings, and motives of your
associates.
Don’t take a “one size i ts all”
approach to working with people.
Implement programs that reward
and recognise excellent outcomes.
Acknowledge the contributions of your
peers.
Don’t neglect to recognise the work
of others.
Educate employees about
diversit y’s role in strengthening
our workplaces and communities.
Appreciate openly that people have
different backgrounds, circumstances,
needs, and capabilities.
Don’t discriminate.
Promote respect for the impact of
decisions on the lives of employees
and the communit y.
Listen considerately to colleagues,
customers, clients, stakeholders, and
partners.
Don’t give greater weighting to your
own opinions over others’ without
clear justii cation.
RESPECT We value every individual.
SOUTH AUSTRALIAN PUBLIC SECTOR VALUES AND
BEHAVIOURS FRAMEWORK
5
THE AGE OF DISRUPTION
BAB 9 : MENTRANSFORMASIKAN PERKHIDMATAN AWAM UNTUK PRODUKTIVITI
23
Mempertingkatkan
penyampaian
perkhidmatan dengan
mengutamakan rakyat
Merasionalisasikan
institusi sektor awam
untuk meningkatkan
produktiviti dan prestasi
Memperkukuh pengurusan
bakat untuk perkhidmatan
awam masa hadapan
Memanfaatkan pihak
berkuasa tempatan untuk
menyediakan
perkhidmatan berkualiti di
peringkat tempatan
Mempertingkatkan
pengurusan projek untuk
menghasilkan outcome
yang lebih baik dan
cepat
A
B
C E
D
5 bidang fokus
Transformasi
Perkhidmatan Awam
Meningkatkan akauntabiliti dengan memfokuskan
ketelusan dan outcome
A5
Mengkaji semula keberkesanan suruhanjaya awam
Melaksanakan bajet berdasarkan outcome (OBB)
Memupuk nilai murni dalam kalangan penjawat awam
KONVENSYEN INTEGRITI NASIONAL (KIN)
2016
17 NOVEMBER 2016
INSTITUT INTEGRITI MALAYSIA (IIM)
KUALA LUMPUR
TERIMA KASIH
26
• Pengistiharan harta
• Pengaduan Awam
• Tatatertib
• Penilaian Prestasi
Amalan Nilai
• Ceramah nilai dan etika
• Seminar
• Kempen
• Penerbitan
Nilai Ideal
• Konsep kepimpinan melalui teladan
• Sistem mentor-menti
• Pengiktirafan dan ganjaran
• Pembimbing rakan sekerja
Nilai Peribadi
• Semangat kerja berpasukan
• Kebanggaan terhadap organisasi
• Kekeluargaan organisasi
• Keseronokan bekerja
Nilai Organisasi
• Program bersama pelanggan
• Layanan cemerlang
• Pernyataan nilai
• Slogan/ungkapan nilai yang boleh dilihat
Penyampaian Kepada Pelanggan
FOKUS KEPADA TINGKAH LAKU
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