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Measuring Local Government Performance in Zaherawati Zakaria Malaysia : Political Indicators Versus Organisational Theory The Eects of Recruitment and Promotion Practices Adnan Aminuddin on Employees’ Job Satisfaction in the Local Mahazril ‘Aini Yaacob Governments Expanding Medicaid Coverage for Early Treatment of Gabriel Tourek HIV- Positive Persons and Implications Climate Change and Vulnerability of Paddy Cultiva- Md. Mahmudul Alam tion in North-west Selangor, Malaysia : A Survey of Chamhuri Siwar Farmers’ Assessment Raqul Islam Molla Mohd Ekhwan Toriman Basri Talib A Study of Ethics and Information Technology Usage Abd. Manaf Bohari among UUM International Students Nurul Hazan Mazani Factors that Inuence Customer Preferences towards Azzyati Anuar Private University in Sungai Petani, Kedah Mohd Rizaimy Shaharudin Siti Nabihan Baharudin Perceptions of Support Stas on English Usage at the Samsiah Bidin Workplace Aishah Musa ACADEMIC SERIES COMMITTEE UNIVERSITI TEKNOLOGI MARA KEDAH Editor-in-Chief Dr. Noor Zahirah Mohd Sidek Advisory Board Aishah Musa Suhardi Wan Mansor Dahlia Ibrahim Syakirah Mohamed Junaida Ismail Syed Mohammed Alhady Syed Ahmad Alhady Mahadir Ladisma Prof. Madya Wan Faizah Wan Abdullah Mohd Nasir Ayub Prof. Madya Wan Zulkipli Wan Salleh Mohd Rizaimy Shaharudin Wong Soon Heng Nizar Nazrin Zanariah Idrus Sarirah Che Ros Graphic Asrol Hasan Special Tasks Aishah Musa Sharina Saad Ho Chui Chui Syazliyati Ibrahim Nurazila Abdul Aziz Review Board Dr. Ahmad Azman Mokhtar (UiTM) Dr. Mahazir Ismail (UiTM) Prof. Madya Dr. Jasmine Ahmad (UiTM) Dr. Nur Anuar Abdul Muthalib (UNICEF) Dr. Lean Hooi Hooi (USM) Zauyah Abd. Razak Copyright © 2011 by the Universiti Teknologi MARA, Kedah All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission, in writing, from the publisher. © Voice of Academia is jointly published by the Universiti Teknologi MARA, Kedah and Pusat Penerbitan Universiti (UPENA), Universiti Teknologi MARA Malaysia, Shah Alam, Selangor. The views, opinions and technical recommendations expressed by the contributors and authors are entirely their own and do not necessarily reflect the views of the editors, the Faculty or the University. CONTENTS PAGE 1 Measuring Local Government Performance in 1 Malaysia : Political Indicators Versus Organisational Theory 2 The Effects of Recruitment and Promotion Practices 11 on Employees’ Job Satisfaction in the Local Governments 3 Expanding Medicaid Coverage for Early Treatment 23 of HIV- Positive Persons and Implications 4 Climate Change and Vulnerability of Paddy 45 Cultivation in North-west Selangor, Malaysia : A Survey of Farmers’ Assessment 5 A Study of Ethics and Information Technology Usage 57 among UUM International Students 6 Factors that Influence Customer Preferences towards 73 Private University in Sungai Petani, Kedah 7 Perceptions of Support Staffs on English Usage at the 89 Workplace Adnan Aminuddin & Mahazril ‘Aini Yaacob / Voice of Academia Vol 6 (1), 2011 The Effects of Recruitment and Promotion Practices on Employees’ Job Satisfaction in the Local Governments Adnan Aminuddin (Corresponding author) Faculty of Administrative Science & Policy Studies, Universiti Teknologi MARA Kedah PO Box 187, 08400 Merbok, Kedah Tel: +604- 4562163 Email: [email protected] Mahazril ‘Aini Yaacob Faculty of Administrative Science & Policy Studies, Universiti Teknologi MARA Kedah PO Box 187, 08400 Merbok, Kedah Tel: +604- 4562170 Email: [email protected] ABSTRACT Human resource practices are usually associated with the continuous organization’s operation and succession. In order to succeed, an organization must prioritize the welfare of their employees as they are the key players in determining the prosperity of the organization. Hence, employees’ job satisfaction is the focal point in retaining the employees and organization’s succession. This study tries to identify the effects of human resource practices towards employees’ job satisfaction. The respondents in this research were employees from five selected local governments in Northern Region in Malay- sia. There are two independent variables used which are Recruitment and Promotion. The findings of this study show that there are positive significant relationship between recruitment and promotion towards employees’ job satisfaction but only at a moderate level. Due to this reason, local governments must increase the effort to maximize the satisfaction level among employees by stressing on their recruitment and promotional practices. Keywords: Recruitment; Promotion; Job Satisfaction; Human Resource & Local Government 11 1.0 INTRODUCTION Generally, the term Human Resource Management means the utilization of a firm’s human resources to achieve organizational objectives (Mondy & Noe, 2005). Specifically, there are various activities or programs that are related with human resource management. These activities will support the organization in utilizing their workforce in order to strengthen their effectiveness and efficiency. Lado & Wilson, 1994 found that HR activities consist of recruitment, promotion, training and development as well as disciplinary actions. The process of human resource development and public personnel management or administration in Malaysia had emerged rapidly through series of reformations made by the government. These reformations affected the over- all government structure including the local government. Local government, operating as the third tier of the government branch plays an important part in their own system of administration in relations to recruitment, providing training, offering promotional opportunity and terminating their own staff. Never- theless, in performing their administrative functions local governments are bound with its parent act known as Local Government Act 1976. Under this act, every local authority is given the power to recruit its own personnel to carry out its functions. However, the state government has to approve the budget and the reasons for recruitment. Given this discretion, local authorities can appoint their own staff, exercise control and execute disciplinary action and undertake other personnel functions such as recruitment, training, promotion and termination of employees’ services. Due to several reformations waives, local councils are now facing with several problems and weaknesses in their human resource practices. According to the former President of ANULAE (The Amalgated National Union of Local Authority Employees), Abdul Rahim Mahad noted one of the aspects that needed to be highlighted was the human resources practices. He also added that, comprehensive plan- ning for human resource development had not been given much attention by local governments (“PBT Wajar Dirombak”, 2003). It can be seen through several complaints made by the local people pertaining several issues such as the recruitment process which carried out by them used to practise Closed System which lead to biasness in employing their staff (“Syor Temuduga PBT Dikendali JPA”, 2009). Therefore, this study aims to identify the relationship between two core elements of human resource practices which are the recruitment and promotion towards employees’ job satisfaction. 12 Adnan Aminuddin & Mahazril ‘Aini Yaacob / Voice of Academia Vol 6 (1), 2011 1.1 Literature Review Basically, human resource practices dealing with grasping people attention to join the organizations as employees. However, there are various activities involved in order to ensure people may join such organization. Some studies related to human resource practices can be found in the operations management literature Jayaram, Droge, & Vickery, 1999; Kathuria & Partovi, 1999; Youndt et al., 1996; Kinnie & Staughton, 1991). Apart from that, Paauwe & Richardson, 1997 gave an overview of prior research on the relationship between human resource practices and business performance. In addition, several researches undertook their studies on human resource and other outcomes such as employees’ commitment can be found in McGunnigle & Jameson, 2000. As for this research, it focuses on human resource practices and its effect towards job satisfaction. There are various elements that may contribute to job satisfaction. Apart from the design of the job and the personal characteristics, a number of other elements, such as pay, promotion, job secu- rity, supervision, work-group characteristics, participation and organizational structure and climate, are held to be responsible for determining job satisfaction (Rainey, as cited in Wouter Vandenabeele, 2009). 1.1.2 Recruitment Recruitment is the initial step in managing organizational human resource. In fact, recruitment of employees is a critical process toward building a produc- tive workforce. Systematically designed recruitment processes help to identify people with the right set of knowledge, skills, and abilities for individual jobs (Liu, Combs, Ketchen Jr. & Ireland, 2007). Apart from that, recruitment is a tricky process because the suitability between a person and a job, as well as between a person and a company's culture and values, is important. Kristof-Brown, Zimmerman, & Johnson, 2005 in their study reported that employees may feel dissatisfied with the organization and tend to leave the organization if their job does not fit with their knowledge, skill and ability (KSA). Besides

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