In today's wobbly financial climate there is probably a good chance for the employees either has or currently employed in an understaffed office. Working in an environment whether acquaintances, or even friends, were already release is a tense situation on many levels. The rest of the office members need to draw together. They might be given one or two extra obligations to smooth the procedure of concluding the responsibilities. In this situation, the office administrator needs to assess each employee to ensure they receive appropriate tasks suitable with their expertise. Thus, this section establishes the background of the study, the problem declaration, the purpose of the study, the goals of the study, the study questions, the importance of study, the range of research and the limitations of review.
1. 1 Track record of Study
Basically, working in an understaffed office can be highly stressful. The other office members need to apply the best time-management skill to be able to complete other extra obligations prior to the deadlines. Likely in this office, there are some staffs that help complete other job which is not their responsibility. They may should try to learn other skills in multiple areas in order to help complete other job. This is because they have been given new tasks and routine duties that may well not be in their industry or tastes. This study is principally predicated on the material within the Pejabat Tenaga Kerja Kinabatangan directories.
Background of Company
1. 2. 1 Introduction
Labor Division is one of the departments under the Ministry of Human Resources Malaysia. This department is responsible right to the MOHR in the supervision and enforcement of labor regulations in Sabah.
According to history, JTKS exist through the administration of English North Borneo Company in the 1880s. It really is established and known as "the Chinese protectorate" to accommodate the must bring in migrant personnel from China to this country. The need to generate migrant staff was transferred to the employees from Java, Indonesia, the section was known as "the protector of Labor. "
After the Second World War, in the middle of 1947, the options to restructure the office have been made and on January 1, 1948, this division recognize as the Section of Labor and Immigration. started in 1954, the immigration functions were transferred to the Police Team and the name was altered to the Office of Labor and Social Welfare Division until in early 1968, when the function of welfare and labor have been segregated, the Labor Office in its own existence. On February 19, 2003 altered the name of the Office of Labor Team of Labor relative to the merger of the Job Services Department, Labor Section with the Team of Labor.
In achieving the goals of the office, particularly in protecting the interests of employees and employers as well as putting and maintaining employment opportunities for individuals in this country, JTKS headquartered in Kota Kinabalu, is supported by a network of fifteen (15) Office of Labor Office buildings Work Kota Kinabalu, Sandakan, Tawau, Keningau, Kudat, Beaufort, Lahad Datu, Tenom, Kunak, Kota Kinabatangan, Sipitang, Kota Marudu, Semporna, Kota Belud, Ranau. To guarantee the effectiveness of local services, the mobile office services are also proven in Pitas, Kundasang and Kuala Penyu.
Departmental objectives
Protect and progress the pursuits of cultural welfare industry.
Putting and maintaining occupations for people.
Help raise the competitiveness of the industry to handle the problems of globalization.
Workforce and employers who are proficient in labor and labor regulation in order to make an atmosphere conducive to the development of labor and commercial investment.
1. 2. 2 Eyesight and Mission
VISION
Prime mover in creating excellent private sector individual source management.
MISSION
To create a productive, informative, disciplined, caring industrial culture and responsive towards changes in environment adjoining labor concerns.
1. 2. 3 Functions
In order to accomplish its targets, the department bears out two main functions as follow:
Management Functions
Training of officers and staffs
Research and Planning
Operational Functions
Enforcement of Labor Laws
Employment Services
Labor standards
Legislation
Employment of non-resident workers
Research and information
Employment-Services
1. 2. 4 Client's Charter
The Sabah Labor Department which is liable in safeguarding and maintaining employees' and employers' interest besides creating harmonious relations between them and their trade unions hereby claims to implement their commitment:-
Handling of Labor Grievance Case: -
To investigate and settle every labor complaint within three (3) weeks from the particular date of the grievance received aside from complicated conditions.
Handling of Labor Lay claim Case:
To investigate and settle every claim case within one and half (1) month from time frame of the case case received except for complicated conditions or imperfect information.
Handling of Workmen's Reimbursement Claim Circumstances :-
(a) Temporary Disability Case
To investigate and settle every circumstance within two (2) weeks from the night out of notice of crash statements received accept for complicated cases or incomplete information.
(b) Permanent Disability Case and Fatal
To investigate and settle every case within one (1) month from the time frame of notice of incident says received accept for complicated circumstances or incomplete information.
Handling of Program For Licenses To Employ Non-Resident Worker:-
To process and concern License TO HIRE Non-Resident Worker within two (2) weeks from the date of program received
Job Sign up Service
(a) To assist in the enrollment of job hunters and employers online in the JobsMalaysia(formerly known as JCS).
(b) To process the application form for Private Work Agencies License in a month
Advisory Services: -
To serve and offer advisory services to every client.
PROBLEM STATEMENT
Basically, the problem of understaffing in this office has been persisting since last year. Moreover, the purpose of this analysis was to determine the causes of inadequate staff as of this office and assess the consequences to the organization's environment. The clear predicament relating to this office is they are facing with inadequate staff. Due to the insufficient staff, the top Office has to appoint the other staffs to do the tasks that aren't in their industry. They need enough staff to operate and complete the workload. This is to guarantee the workload done properly and efficiently.
OBJECTIVES OF STUDY
To determine the complexities contribute to the insufficient personnel in this office.
To analyze the consequences to the organization's environment credited to the situation of insufficient personnel in this office.
To investigate the reason why of the refusal by appointed officials.
RESEARCH QUESTIONS
This research was designed to answer the following research questions:
What will be the factors donate to the insufficient staff in this office?
What are the results to the organization's environment because of the insufficient staff in this office?
Why there exists reluctance of officers who have been appointed to serve in this office?
SIGNIFICANCE OF STUDY
Contribution to the organization
The review of the causes of insufficient personnel and the effects to the organization's environment can be considered a learning paradigm for the staff in this office to manage well their extra tasks and tasks which is not in their area and preferences. This is basically purpose on the acquisition of deal with the extra responsibilities and in taking care of the strain level for gainful job. The project's goal was created to help staff in this office to improve their learning skill in order to complete the tasks given to them. This goal may be accomplished through cooperation by all the staff in this office by working collectively in doing the duties.
Contribution to the researcher
This study was conducted in the one of government branch office which found in metropolitan area. This task helps open up the eyes and head about the true situation happened in the small branch office. Though it may seem like small, but every personnel have big duties to perform. Throughout this research, expectation on the management is they will develop tactical working style corresponding to their right job information.
SCOPE OF STUDY
The significant range of this study is the staff here of any level and positions. This review focused on the situations or predicament at Pejabat Tenaga Kerja Kinabatangan.
LIMITATIONS OF STUDY
The data to be utilized in this study has been collected from these office staff members in the Pejabat Tenaga Kerja Kinabatangan. Although this research has shown the causes and effects of understaffing situation to the organization's environment, it can have its constraints. Firstly, this review has been conducted in the Pejabat Tenaga Kerja Kinabatangan, thus the databases was limited and then this office area. Additionally, because of the few personnel in this office, the numbers of respondents involved are quite small. In addition, this review only includes the view of Head Office and few workers in this office about the insufficient staff situations, and hence it could only provide perceptions about their view on the small office area.
THEORETICAL FRAMEWORK
I. V D. V
Understaffing circumstances
Refusal to accept the offer
Less certified people applying in the public sector
Rural area
DEFINITION OF TERMS
Understaffing: short-handed: limited in variety of workers or assistants.
Extra-individual phenomena: A situation in which other person must take responsibilities on others job or tasks.
Excessive workloads: Extra duties allocated to or expected from a worker in a given time period which struggling to complete.
CHAPTER 2
LITERATURE REVIEW
Overview
Within the overview of literature a synthesis of current research will be shown addressing the hyperlink between your understaffing situation and the consequences to the organization's environment.
According to early on work by Barker and his colleagues (Barker & Wright, 1955; Barker, 1960; Barker & Gump, 1964; Barker, 1968) on Habit Environment Theory has prompted lots of studies before couple of years on the consequences of understaffing on employees' behaviour and tendencies (e. g. , Greenberg, 1979; Greenberg, Wang & Dossett, 1982; Oxley & Barrera, 1984). Barker's original treatise is grounded within an ecological psychology perspective that argues for the behavioral affect of extra-individual phenomena. In essence, ecological psychology dictates that to be able to study environment-behavior relationships, the environment (i. e. , a function of objective certainty) and the tendencies (i. e. , a function of perceptions streaming from one's internal life space) must be detailed and measured individually. The major environmental product of interest in this theory is what Barker identifies as the "behavior setting" (Barker, 1968; Wicker, 1973).
Barker and Gump (1964) note that in options with fewer people than are needed, each individual is called after to activate in a wider variety of activities, to expend better work on the goals and maintenance of the setting up, and to take on added responsibility.
Fewer numbers of personnel in this office are doing others jobs to be able to help lessen the workloads. They are required to accomplish the jobs which are not specifically in their job descriptions. Job descriptions identify the jobs, duties and duties of careers and job specs list the knowledge, skills, ability, and other characteristics needed to perform the job (Mathis and Jackson, 2004). However, in the problem of they actually need an additional staff, they need to apply flexibility and assistance in their job. Joinson (2001) also recognizes that lots of organizations are shifting away from the utilization of narrowly described job information toward more versatile ones that are not skill centered, but are based on job roles, that have greater durability and versatility than descriptions. Pennel, (2010) "They make clear in each job description that part of the job is to do whatever is essential to make the operation successful. This simple statement, and its regular reinforcement by other tactics, transforms a typical job into employment with broad tasks" (Gittell, 2003, p. 15).
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The task here they been given an activity that are not exactly their responsibility. They are really facing with complications for the first time they received it. However, due to the situation that obligated them to complete it, they have a grant to satisfy others responsibilities and gain new skills and knowledge at exactly the same time. Fulmer (2005) agrees and declares that best practice organizations believe that the main developmental activity is providing assignments that will assist key people expand and develop their potential. More than ever, organizations are realizing the benefits of growing command from within and preparing individuals to suppose new responsibilities (Rollins, 2003; Golden, 2005).
Insufficient staff led to excessive workloads. Within the meanwhile, the rest of staff training focus to stimulate their selves to complete the task assigned. Specifically, undertaking extra-role behaviors early on in one's work affects the development of a role for that each in a way that after exhibiting a higher level of original extra-role behaviours, employees may commence to perceive these actions to be part of their organizational role (Penner et al. , 1997), resulting in the development of a citizenship role id.
In recent years we have been get ting less experienced people applying in the general public sector than in the private sec tor (Roth well, Prescott, & Taylor, 1998). Employees that survive layoffs may confront unique work-life issues because they experience increased workloads credited to absorbing the duties of these coworkers who were laid off (Fong and Kleiner, 2004; McGinn et al. , 2001; Worrall and Cooper, 2001). Armstrong (2006) discovered that the rigidity inherent in the concept of a job does not mesh with the realities confronted in the workplace and that a more flexible methodology is required to develop skills to respond to new requirements and situations.
The time-based antecedent argument is based on the notion that there is too much too accomplish in too brief a period (Greenhaus and Beutell, 1985). Binning and Barrett (1989) mentioned that the staffing problem and model essentially involves defining the work to be done, identifying individual-level characteristics that are hypothesize to anticipate performance with regards to the work to be done and developing measurement instruments to evaluate the relative standing up of job people on each of the individual-level characteristics (Cascio and Aguinis, 2008).
Similarly, matching to Rousseau (2001) if a business fails to fulfill the expected obligations advertisement identified by employees, then it is likely that the employees will commence to react negatively within the workplace towards the organization because they feel less satisfied with the framework of the job environment.
In a nutshell, the problem of understaffing in this office needs the rest of the staff to put more work in complete the tasks they are carrying on. They need to do anything is essential in the office to ensure successful operation, so long until new staff approach and can take over the jobs. Until then, they have to be more flexible in doing their job and techniques broad duties.
CHAPTER 3
RESEARCH METHOD AND DESIGN
RESEARCH METHODOLOGY
The objective of the study is to recognize the sources of under-staffed and the effects to the organization's environment as well. This study is based on inputs from a number of sources which includes research methods and techniques used in this study to attain the objective including research design, and data collections.
Research Design
Research design used in this review is exploratory research. This research design works with into the entire research process for framing questions to finally examining and confirming data.
Data Collections
Data selections can be accumulated in variety of ways. In this study, the data was gathered through observation, in-depth interview and questionnaire distributions. In-depth interview is appropriate for collecting data on their personal histories of working, perspectives and encounters. In addition, questionnaires were distributed to the staff with guidance and enlightenment by the researcher to be able to help them to answer.
