Competency-based human resource practices in Malaysian public sector organizations

Abstract

Malaysian public service started to use competency-based human resource practices at the end of year 2002 as the response to increase the level of service quality. In Malaysian public service, out of six competency-based human resource practices, only five practices were implemented. They were recruitment and selection, training and development, career development, performance management and reward. From 300 copies of questionnaire distributed using simple random technique, 140 were useable. The data was analyzed further using factor analysis and it was found out that training and development items had combined with a reward practice. This new dimension was labeled as organizational development. Others remain the same dimensions. It was also found out that competency-based performance management, organizational development and career development were practiced to a high extent. Meanwhile, competency-based reward and recruitment and selection were practiced to a moderate extent. Key words: Human resource practices, service quality, competency, Malaysia, public service.