Vacancy - Employee Relation & Communication Executive

There is a vacancy for Employee Relation & Communication Executive.
* Position will be based in Subang Jaya.
* Candidate should have at least 3-4 years in ER / IR.
* Good communication skills.
* Independent & strong interpersonal skills.
* Candidate to possess and able to demonstrate a positive and commendable attitude.
* Possess own transport and mobile.

Interested candidate can drop their CV in MS Word (doc) format to hairuzz06@gmail.com or azha_is@yahoo.com.

Motivational Quotes

At times when we think we are down in a slump or having tough situation, thinak again...


Whether you think you can or whether you think you can't, you're right. - Henry Ford

Act as if what you do makes a difference. It does. - William James

A consistent man believes in destiny, a capricious man in chance - Benjamin Disraeli

I am not discouraged, because every wrong attempt discarded is another step forward – Thomas Edison

Things do not change; we change – Henry David Thoreau

Ask and you will receive. Seek and you will find; knock, and it will be opened to you – unknown

Always bear in mind that your own resolution to succeed is more important than any one thing. – Abraham Lincoln

Experience is not what happens to a man; it is what a man does with what happens to him – Aldous Huxley

A person is a success if they get up in the morning and gets to bed at night and in between does what he wants to do. - Bob Dylan

Life is either a daring adventure or nothing – Helen Keller

To think is easy. To act is hard. But the hardest thing in the world is to act in accordance with your thinking. - Goethe

To guarantee success, act as if it were impossible to fail. - Dorothea Brande

Foreign worker limit affects locals, says Tun Mahathir

KUALA LUMPUR, May 28 — The Najib administration’s decision to restrict the entry of foreign workers has also affected job opportunities for Malaysians, Tun Dr Mahathir Mohamad said today.The former prime minister said the absence of low-skilled foreign workers has impacted the manufacturing industry, resulting in locals losing their jobs.He said he has been approached by businesses seeking for the restriction to be eased.“A Japanese corporation has been facing problem because foreign workers are hired to do jobs that do not require skills, [are] lowly paid and do not attract locals,” said Dr Mahathir in a blog post last night.“Our workers work in the higher level to process the work done by the workers below them. When there are no lower level workers, initial works cannot be done,” he added.Dr Mahathir said such a scenario would cause businesses to shut.“When they do this, Malaysians will also lose their source of income. The same problem can be seen in Langkawi, too. Restaurants and duty-free shops do not have workers anymore,” said Dr Mahathir.“I believe Malaysians are not that cruel to let businesses and local workers to suffer losses just because they don’t like to see foreign workers here,” he said.Early last year, the government started banning the hiring of foreign workers in the manufacturing and service sectors, in a move to prevent locals from being laid-off.Malaysia now has approximately 1.9 million foreign workers spread across sectors such as manufacturing (39 per cent), construction (19 per cent), plantation (14 per cent), housemaids (12 per cent), services (10 per cent), and with the rest in agriculture.The contributing countries by rank are: Indonesia (50.9 per cent), Bangladesh (17.4 per cent), Nepal (9.7 per cent), Myanmar (7.8 per cent), India (6.3 per cent), and the rest from Vietnam.Last month, Home Minister Datuk Seri Hishammuddin Hussein had announced that the government plans to reduce the number of foreign workers to 1.5 million in three years.

Going against the grain

CULTURE CUL DE SAC
By JACQUELINE PEREIRA

Speaking your mind nowadays can have dire consquences.

PERSONAL view” as a meaningful phrase, in the sense of “he/she was merely expressing a personal view” has ceased to exist. Perhaps it should be erased from the English lexicon, since we appear to have reached the stage where everyone has the capacity to know everything about you and what you really think. Whether you want them to or not.

In the latest issue of New York Magazine, jailed fraudster Bernard L. Madoff’s similarly incarcerated mates have revealed what the vilified Ponzi scheme perpretator is like in prison. The profile, which makes for compelling reading, is based solely on the writer’s interviews with Madoff’s cell-mates and lawyers. We are left to wonder what the man himself, convicted of swindling US$65bil (RM$271bil) from his investors, said.

After reading Madoff, Free at Last, we know what the seemingly unrepentant culprit thinks about his victims. In short, he doesn’t give a hoot about any of them. Instead, Madoff labels them greedy and selfish, and even insinuates that his victims deserved everything they got. He revealed to his cell-mates that the casualties of his con were throwing their money, consistently and voraciously, at him. Even when he did not want to, they kept insisting that he make more money for them.

Because of Bernie’s celebrity status in prison, his fellow inmates, most of whom evidently admire him and his accomplishments, freely divulged details that he had no idea were slated for publication. He was, it seems, merely stating his opinions when questioned.

Though many may deride his views, Madoff, 71, and currently serving his 150-year sentence, is telling it like it is, unafraid of speaking his mind. And he does have a valid point. The state of the world is the direct result of unbridled rapacity for money and power.

In another domain, just a few days ago, 89-year-old veteran White House reporter Helen Thomas was forced to resign. The columnist for Hearst News Service left her job because she was caught on camera saying what she thought.

Thomas’ commentary on an online news service, saying that it was time for the Israelis to leave Palestine and go back to Poland or Germany, resulted in an immediate denunciation of her statement. What should have been merely an expression of opinion sparked a controversy that led to her resignation, despite her profuse apologies.

The White House called her remarks offensive and reprehensible, and her detractors went into anti-Semitic accusatory mode. Her credibility as a reporter was questioned, as well as her ability to remain unbiased in her journalistic duties.

Nevertheless, Thomas has some support, with her defenders calling for respect of the much-vaunted American principle of freedom of speech. After all, this was not the first time she had spoken out in a career that covered seven decades and 10 United States presidents.

In the light of her calling George W. Bush the worst president in US history, and her constantly pushing for answers from evasive spokespersons, Thomas’ latest comments should not have been surprising. She is known to be persistent in her pursuit of the truth. And she does not suffer fools gladly. Just two years ago, she even referred to the White House press corps as being in a collective coma.

What she did was merely to state what many people think. The difference was that she was brave enough to say it, and willing to suffer the consequences.

Madoff and Thomas are worlds apart, but they find common ground not only in the licence that their advanced years offers but, more importantly, in the way their words challenge us to re-think views that we may hold on issues of public concern.

In a frequently biased world in which prejudice and political correctness go hand-in-hand with money and power, that is something we clearly need to nurture.

At the same time, though, the private domain is becoming public property, with some even claiming that, in an increasingly wired world, privacy is an outmoded concept. Thinking before speaking is imperative. No matter what your convictions – 150 years in Madoff’s case, or free speech for Helen Thomas – may be.

Source: The Star, Sunday, June 13, 2010

Excelling in public service delivery

Human capital is the key to public service enhancement. It is people, systems and processes that will determine effectiveness, and ultimately, private sector competitiveness

THE Prime Minister has sounded his clarion call. The Government will put people’s interest first.

It will deliver services that not only meet the needs of the public but also that of businesses.

The public service will fortify its strategic partnership with the private sector to enhance the global competitiveness of the nation.

A “whole-of-government” approach will be adopted to streamline service delivery, focus on national priorities and deal with issues holistically.

To achieve this, the Prime Minister has set in place the Government Transformation Programme comprising six key national result areas and key performance indicators for ministers.

He has also instituted economic transformation through the New Economic Model and the 10th Malaysia Plan.

Both the transformation programmes advocate the strengthening of the public service delivery mechanism.

Human capital is the key to public service enhancement.

It is people, and the systems and processes that will determine public service effectiveness and, ultimately, private sector competitiveness.

Indeed, the New Economic Model advocates the transformation of public human resource management (HR) to ensure a better fit betwe en skills and job requirements.

Transformation of HR requires HR managers to shift their focus from operational efficiency to results of their operations.

Such a shift will require them to devote half their time to strategic issues in HR.

HR is strategic when its function is aligned to business strategy, when talent management – recruitment, emplacement and career development – is based on competency requirements now and for the future.

Strategic HR will forge a shared focus on what the strategy of the organisation, and that of HR, should be.

Such a focus is a pre-requisite to expedite crucial changes for better public service delivery.

Strategic HR will enable the organisation to generate and translate ideas into impact.

It will embed leaders throughout the organisation to deliver results well.

And it will help retain public confidence in the public service. A number of initiatives is under way to transform HR in the service.

Given that it knows the bench strength – employee numbers, skills and capacity – HR now partners with line management to reset the strategic direction.

This resetting is to ensure the organisation serves the larger goals of the nation. People cannot operate in a vacuum.

They require enablers to produce the services and outcomes required of them. Enablers include structures, establishment and schemes of service, resources, information capital, systems and processes.

These combine with human capital to ensure organisational capacity.

Systems and processes, as well as rules and regulations, are being simplified so bureaucracy does not stand in the way of superior service delivery.

Technology – chiefly, the Human Resource Information System – is being harnessed to automate manual processes so that HR managers are spared time to focus more on strategies, such as advising line managers on how service delivery can be improved.

Schemes of service that describe the jobs to be done and the corresponding remuneration package are constantly revised to attract and retain talent.

As part of the transformation process, there is a better management of talent in the public service.

Government sponsorship programmes and a robust system of selection – through assessment centres, psychometric testing and professional interviews – ensure the right talent gets into the service.

Talent development, through continuous competency-based training, is rigorously planned and implemented in line with the National Training Policy and with the need to upgrade critical skills required for public service delivery.

Leadership for the future will require leadership to create value through greater focus on creativity and innovation in service delivery.

The public service is growing leaders who are able to seize emerging trends for better service delivery. Leadership development will increasingly take on this tack so that a culture of innovation is embedded throughout the public service.

Performance management through KPIs is another HR practice to instill a culture of performance.

Cash incentives are given for high performance. And, for talent that is not the proper fit, exit policies are being reviewed so there is no stigma in leaving prematurely and the individual is reasonably compensated. A good foundation has been laid.

There is still much to do. The public service has raised the bar on thinking, creativity and innovation for better performance.

HR has to make that culture a reality.

The public service has always risen to a challenge; the challenge of embedding a culture of innovation will be no except ion.

Source: The Star, Saturday, June 12, 2010

Home Ministry to keep tabs on foreign labour needs

PUTRAJAYA: The Home Ministry will ensure there is enough foreign labour in the country so that the targets of the 10th Malaysia Plan are met, especially in the 12 National Key Economic Areas (NKEAs).

Minister Datuk Seri Hishammuddin Hussein said the ministry would see to it that the number of foreign workers would match the needs of the respective sectors.

This would ensure that there was no manpower shortage that could derail the success of the 10th Malaysia Plan.

“It is an exciting time for my ministry as we work to balance the economic needs of the country and also address the security risks involved.

“Also on top of our agenda is to have a system to ensure foreigners can be filtered before they come, monitored when they are in the country and ensure they leave when their work permits expire.

“We need to keep a check on them and the security of the country.

“Both aspects have effects on economic growth, be it directly or indirectly,” he told reporters yesterday.

Prime Minister Datuk Seri Najib Tun Razak, when tabling the 10th Plan on Thursday, unveiled 12 NKEAs that could generate high income for Malaysia.

The NKEAs are oil and gas, palm oil and related products, financial services, wholesale and retail, tourism, information and communications technology, education services, electrical and electronic, business services, private healthcare, agriculture and Greater Kuala Lumpur.

Hishammuddin also said that he would meet with personnel assigned to police stations nationwide on June 23.

Source: The Star, Sunday, June 13, 2010

Implementation of new minimum salary for security guards deferred

PUTRAJAYA: The Cabinet has decided to temporarily shelve the implementation of the new minimum salary for security guards, scheduled for July 1, to give time to the industry to streamline operations, the Human Resource Ministry said.

It said in a statement Sunday that the postponement was made following a request from the Security Services Association of Malaysia.

After the announcement on the implementation of the minimum salary on July 1, the ministry was informed by the association that the new salary would have implications on the business of the employers, especially existing contracts, it said.

The statement said that after considering the appeal by the association, the Cabinet decided to defer the implementation of the new minimum salary for security guards.

On April 22, Minister Datuk Dr S. Subramaniam announced an increase in the take-home pay of between 67%and 75% for security guards beginning July 1.

The increase would benefit more than 150,000 security guards who are expected to take home monthly between RM1,000 and RM1,450, including overtime pay and allowances.

Dr Subramaniam was reported to have said that the minimum salary for workers in the security service sector was now between RM300 and RM400 a month.

After the announcement on the minimum salary, the association asked the Government to postpone implementation to Jan 1 next year.

Association president Datuk Shaheen Mirza Habib was reported to have said that the postponement was necessary to prevent 300 bumiputera security service companies in the country from winding up.

He said employers required at least six months to resolve problems involving service contracts with private firms, government-linked companies and the Government. - Bernama

Source : The Star, Published: Sunday June 13, 2010

HR... What's Next?

Ever wondered where are we heading to as HR practitioner in the current time where the work has became more demanding then ever and the volatile market situation?

I've been thinking about it over and over again and what to do next in preparing for the war that coming towards me as a HR practitioner....

How d o I add value to myself & the organization?

What are my potential career path & progression?

What next after this?

How do I keep up & constantly maintain my existence in competing with the younger generations...?

What do I do for retirement?

How much is my max pay in HR?

Have I done enough?

Have I served the company & the employees & my peers well?

Frankly, I've not specific answer yet... & there's no right or wrong...

Wondered whether you all that thought about it... Lets share..

Effective Empathy At Work

"The great gift of human beings is that we have the power of empathy" - Meryl Streep

Many confuse empathy with sympathy, thinking only the spelling is different. There is relationship between this two, however. Empathy allows one to sympathise. Without empathy there is no sympathy.

Simplest way of describing empathy would be, "to step in someone else's shoe". This is essential in employee relationship in any context. In essence, your skills aren’t complete, if you don't have people skills in which empathy is essential.

Here's a common definition for empathy and sympathy:

Sympathy: the act of imagining and interpreting the thoughts, experiences, and perspectives of others from our own lens (e.g. our history, experiences, priorities and values).

Empathy: the act of attempting to understand the thoughts, experiences, and perspectives of others from their own lens (e.g. their history, experiences, priorities and values).

Although subtle, the difference in effect between empathy and sympathy is significant

Other's Point of View
The more you try to understand your colleague, the more harmonious the relationship will be. All you need is to try and see things from the other person's point of view.

By doing that, you will understand the other person's intent, motivation and might even find their words and actions are justified from their point of view. If you think, "I would have done (or said) the same thing," you have understood the person and situation well.

You may not be always right
Step back and examine what you have said or done. It may have adverse effect to your colleagues. If so, why? Why not seek them to frankly give their point of view? Viewpoints tend to clash, it happens all the way to the number one authority in the country. One's ability to know the facts and situation behind the viewpoint forms the backbone of empathising.

The keywords are "listen, listen and listen"
Here you need a little bit more than your average listening skill. First, you need the patience to listen to the entire message your colleague us trying to communicate. While you are at it, watch him or her and observe the body language and the tone of the voice. Chances are, the person is only skimming the surface, and there might be more. If so, ask nicely and you may even get more information than you bargain for. Better understanding is established, and complete empathy can be achieved.

While listening, please be attentive. We don't lend a listening ear with a blank face, don't we? Interject politely and ask for clarification. Also, adding "uh-huh" or "I see" occasionally doesn't hurt. That way, the other person knows that you are paying attention.

(Avoid commenting if possible, unless you are requested. This might be judgemental and lead to gossiping and creation of new chapter in office politics!)

Behaviours to avoid.
There are some forms of behaviours that will kill the potential empathiser in you. Worst of all is narcissism and opportunism. Equally damaging is the tendency to rationalise that end justifies the means.

Other common feature like aggressive, unsanctioned competition between employees and department should also be avoided. This is definitely a "lose-lose" situation. Other notable no-no includes blaming others for consequences that you have created. Sounds familiar? Then, stay away from it.

Empathy sells
In short, with empathy, you promote openness in relationship and help encourage others to share their ideas more willingly. This facilitates working relationships that produce creative solutions. It also eliminates misunderstanding, communication errors and confusion.

And if you are in customer service segment, empathising easily improve your ability to better serve your customers.

(Source: jobsdb malaysia)

16 September - Malaysia Day Holiday

Declaration of Malaysia Day as a Public Holiday from 2010 (GPR/52/2009)

September 16 or “Malaysia Day” has been declared a national public holiday for every year commencing from the year 2010. . Following the announcement by YAB Prime Minister on October 19, 2009, the public holiday was gazetted on October 30, 2009 under Section 8 of the Holidays Act 1951 as a public holiday for Peninsular Malaysia and the Federal Territory of Putrajaya; and the Federal Territory of Labuan (Extension and Modification of Holidays Act) Order 2005 for the Federal Territory of Labuan.

In relation to this declaration, YB Minister of Human Resources announced on November 13, 2009 at the Dewan Rakyat that Section 60D of the Employment Act would be amended to gazette September 16 as a paid compulsory public holiday. Officials of the Labour Department Malaysia have verbally confirmed that the Employment Act is being amended to gazette the public holiday, which is expected to be tabled at Parliament in March 2010. Full details of the amendments are however not available for release. Source : FMM

Hak Majikan & Pekerja 2

Hak majikan tentukan tugas pekerja

SOALAN
Apakah hak pekerja beragama Islam untuk solat fardu lima waktu di tempat kerja, adakah ia termaktub dalam mana-mana akta?.

Bolehkah majikan menetapkan masa solat fardu lima waktu untuk pekerja beragama Islam hanya semasa waktu rehat atau waktu makan atau sebelum atau selepas waktu kerja?

Tidak ada peruntukan dalam undang-undang buruh mengenai sembahyang lima waktu di tempat kerja. Bagaimanapun, ini tidak bermakna pekerja Islam tidak perlu menunaikan kewajipan sembahyang lima waktu. Kewajipan bersembahyang lima waktu boleh dilakukan di tempat kerja tetapi di luar waktu kerja. Umpamanya sembahyang Zuhur boleh dilakukan semasa rehat makan tengah hari.

Tidak menjadi kesalahan untuk pihak majikan menetapkan masa solat fardu lima waktu semasa waktu rehat, waktu makan atau sebelum waktu kerja atau selepas waktu kerja kerana waktu untuk solat tidak ada dalam Akta Kerja 1955.

Majikan boleh menetapkan masa untuk solat fardu sekiranya ia dilakukan bukan waktu rehat atau makan. Majikan tidak boleh menghalang pekerja untuk menunaikan solat fardu di tempat kerja jika ia dilakukan semasa waktu rehat atau selepas waktu kerja kerana masa yang diambil untuk sembahyang tidak menjejas waktu bekerja.

Saya adalah kakitangan swasta dan telah bertugas dengan sebuah syarikat selama 25 tahun. Selepas 19 tahun bekerja saya ditempatkan di bahagian kawalan mutu dengan empat orang kakitangan yang cekap. Saya bertanggungjawab untuk melulus dan menidakkan sesuatu bahan yang keluar masuk dari bahagian saya.

Malangnya ada satu bahan yang masuk ke bahagian saya didapati telah tidak mengikut spesifikasi melebihi 30 peratus dari jumlah yang dihantar. Setelah berbincang dengan kakitangan saya, saya tidak meluluskan bahan tersebut. Perkara ini telah menjadi kemarahan ketua unit perniagaan. Beliau menuduh saya sengaja tidak meluluskan bahan tersebut.

Sejak dari hari itu, dia sentiasa mencari peluang untuk menghantar saya ke Kuala Lumpur. Saya pernah memohon pemberhentian secara sukarela (VSS) pada 2003 kerana tidak tahan dengan ugutan beliau tetapi beliau dengan sengaja tidak meluluskan permohonan tersebut. Sebaliknya saya ditukarkan ke Kuala Lumpur.

Apakah yang sepatutnya saya lakukan? Keperluan saya sama ada pulang bertugas di tempat lama atau VSS pada tahun 2003 itu diberi semula kepada saya.

Permasalahan yang ditimbulkan adalah mengenai pertukaran, kedua VSS dan ketiga anggapan tuan dianiaya walaupun tuan melaksanakan tugas yang diamanahkan. Pertukaran adalah hak majikan. Lebih lagi jika kontrak perkhidmatan tuan ada klausa yang menyatakan tuan boleh ditukar ke mana-mana cawangan atau pejabat syarikat.

Tetapi setiap pertukaran yang dibuat oleh majikan mesti atas sebab keperluan syarikat dan tidak kerana agenda majikan yang terselindung atau tersembunyi. Jika terbukti kerana sebab-sebab tersebut yang biasa ditakrif sebagai ada niat yang tidak baik, maka pertukaran itu boleh dipertikaikan.

Berkaitan VSS, keputusan adalah hak syarikat. Tuan sebagai pekerja tidak boleh menyoal mengapa syarikat tidak memilih atau menyenaraikan nama tuan untuk mendapat VSS.

Perkara ketiga, andainya tuan menganggap diri tuan teraniaya oleh syarikat, tuan seharusnya mendapatkan bantuan melalui tatacara penyelesaian luaran kilanan (Grievance Procedure).

Jika prosedur ini tidak ada di syarikat dan tuan rasa teraniaya maka tuan boleh mengambil tindakan drastik iaitu pemberhentian secara konstruktif (costructive dismissal).

Namun tuan harus pasti bahawa untuk pemberhentian secara konstruktif pemungkiran perjanjian yang dilakukan syarikat hendaklah pemungkiran yang fundamental. Syarikat tidak lagi mahu terikat kepada terma-terma utama kontrak perkhidmatan umpamanya pihak syarikat gagal membayar gaji tuan tanpa sebab munasabah.

A bekerja sebagai pensyarah di syarikat B dengan gaji sebanyak RM1,450 dan elaun bulanan RM120. Kini telah genap setahun A bekerja di syarikat B. Mengikut kontrak apabila cukup setahun, A akan menerima kenaikan sebanyak RM100 (RM100 selama tiga tahun, dan tahun seterusnya RM80 setahun).

A mula berkhidmat pada 3 Julai 2006 dan menerima gaji pertama pada 27 Julai 2006. Namun demikian, pada hujung Julai 2007, tiada sebarang kenaikan diterima. Soalannya, adakah A berhak untuk menerima kenaikan pada hujung Julai 2007, ataupun pada hujung Ogos 2007?

A berhak menerima kenaikan gaji sekiranya ternyata dalam kontrak akan diberi selepas tamat perkhidmatan selama satu tahun. Oleh kerana A mula berkhidmat pada 3 Julai 2006, maka pada tarikh 2 Julai 2007 genaplah perkhidmatan A selama satu tahun. A sewajarnya dibayar gaji dengan kenaikan RM100 mulai gaji Julai 2007 sekiranya pemberian kenaikan tahunan ada dinyatakan di dalam Perjanjian Perkhidmatan A.

Mengikut Akta Kerja 1955, majikan boleh membayar gaji tidak lewat dari 7 hari bulan berikutnya. Pihak syarikat bertanggungjawab untuk membayar bayaran tertunggak (berserta dengan bayaran lain akibat kelewatan itu). Sekiranya pihak syarikat gagal berbuat demikian, A boleh memfail kes menuntut wang yang telah dipotong dari gaji bulanannya di Pejabat Tenaga Kerja berdekatan.

Sumber: Utusan Online

Hak Pekerja & Majikan

Isnin Mei 3, 2010

Pekerja, Majikan Sama-sama Ada Hak

Fakta kes 1 (6 Februari 20XX)

SEORANG pengarah projek yang dibuang kerja tiga tahun lalu, mendapat gaji tertunggak dan pampasan berjumlah RM350,xxx.xx selepas Mahkamah Perusahaan Kuala Lumpur mendapati pembuangannya adalah tanpa sebab munasabah.

Beliau yang dibuang kerja kira-kira lima tahun lalu mendakwa pembuangannya itu tanpa sebab munasabah dan berniat jahat.

Fakta kes 2 (21 April 20XX)

MAHKAMAH Perusahaan memerintahkan Syarikat ABC membayar gaji tertunggak dan pampasan sebanyak RM45,xxx kepada dua pekerjanya yang dibuang tanpa sebab munasabah, empat tahun lalu.

Selain itu, syarikat itu diperintahkan mengambil semula Puan K bekerja sebagai operator tanpa kehilangan kekananan dan faedah lain berkuat kuasa pada 15 Mei 200x.Saya sengaja memberikan dua fakta kes di atas kerana sejak akhir-akhir ini, saya sibuk mengkaji beberapa kes yang membabitkan Mahkamah Perusahaan (Industrial Court).

Seorang klien telah menghubungi saya baru-baru ini, menangis di hujung corong telefon kerana mendakwa majikannya telah bertindak zalim dan memberhentikannya kerja.

Oleh kerana saya tidak mahu menghampakan Rosman (bukan nama sebenar) yang kini risau akan tanggungannya seramai enam orang, saya cuba meneliti beberapa kes terdahulu untuk dijadikan panduan dan rujukan.

Di sepanjang kajian saya itu, beberapa fakta menarik telah saya temui menjadikan kes seumpama ini semakin mencabar minda dan teori amalan guaman saya. Dan oleh kerana kes seumpama ini mungkin berlaku kepada sesiapa saja diluar sana, saya terfikir untuk berkongsi perkara ini dengan pengikut setia ruangan ini.

Satu perkara yang saya boleh pasti di sini ialah, Mahkamah Perusahaan merupakan mahkamah yang paling tidak digemari oleh pihak majikan kerana di sinilah para pekerja mereka yang tidak berpuas hati, terutama apabila diberhentikan dengan cara yang salah, mengadu nasib dan seterusnya mendapat pampasan serta gantirugi.

Sepanjang sepuluh tahun yang lepas, memang banyak kes pertikaian di antara majikan dengan pekerja telah dirujuk kepada Mahkamah Perusahaan. Peningkatan kes ini sebenarnya harus dilihat secara positif kerana telah wujud kesedaran di kalangan pekerja mengenai hak mereka di sisi undang-undang.

Berdasarkan kes yang dirujuk kepada Mahkamah Perusahaan sebelum ini, ada tiga sebab utama majikan didapati sering kalah dalam perbicaraan di mahkamah yang menyebabkannya diarahkan mengambil semula pekerja itu atau diarah membayar kadar pampasan.

Antara sebab berkenaan ialah :

* Kekurangan bukti mengenai kesalahan pekerja,* Kegagalan mengikut prosedur betul sebelum memecat pekerja, dan ;* Tidak memahami hak pekerja.Ramai majikan gagal menyediakan bukti mencukupi untuk mengukuhkan kes mereka terhadap seseorang pekerja di Mahkamah Perusahaan.

Ini berpunca daripada pelbagai faktor iaitu kegagalan mengemukakan rekod mengenai kesalahan pekerja berkenaan kerana sememangnya tidak direkodkan.Contohnya, dalam soal kemerosotan pencapaian kerja, sebarang nota mengenai kaunseling yang diberikan dan surat amaran yang dikeluarkan majikan mesti direkod dan difailkan.

Tidak ada gunanya majikan hanya mengeluarkan amaran kepada pekerja tanpa disertakan bukti pernah berbuat demikian dalam bentuk tulisan kerana ia boleh dinafikan oleh pekerja itu. Ketiadaan dokumen sebegini akan `memusnahkan’ kes yang dikemukakan majikan terhadap pekerjanya.

Kebanyakan kes yang difailkan akan mengambil masa sehingga dua tahun untuk tiba di Mahkamah Perusahaan.

Dalam tempoh panjang ini, saksi bagi pihak syarikat akan mendapati ingatan mereka terhadap sesuatu kes yang menyebabkan penamatan kerja berkurangan.

Keadaan ini menyebabkan kenyataan daripada saksi berhubung sesuatu kes gagal meyakinkan mahkamah.

Ada kalanya saksi tidak lagi bekerja di pertubuhan itu dan mungkin tidak mahu lagi bercakap mewakili syarikat.

Peluang majikan untuk menang dalam kes di Mahkamah Perusahaan lebih cerah jika mengikut nasihat diberikan serta mendapatkan bantuan penasihat undang-undang sebelum mengambil keputusan menamatkan perkhidmatan seseorang pekerja.

Saya ingin menasihatkan pihak majikan supaya berusaha sehabis baik untuk mengelakkan sesuatu trauma, tidak berlaku adil dan pemberhentian pekerja secara tidak sah.

Di pihak pekerja yang tertindas, saya sarankan beberapa langkah yang perlu diambil apabila mendapati mereka dibuang kerja atau ditamatkan perkhidmatan tanpa sebab yang munasabah.

Pertama, failkan terus kes ke Jabatan Perhubungan Perusahaan. Anda boleh memfailkan kes untuk mendapatkan semula pekerjaan mengikut Akta Perhubungan Perusahaan 1967 Seksyen 20(1) di Jabatan Perhubungan Perusahaan dalam masa 60 hari dari tarikh mereka dikenakan tindakan.

Perlu diingatkan supaya membuat aduan tidak lebih 60 hari (dua bulan) dari tarikh dikenakan tindakan, jika tidak kes anda tidak akan dilayan.

Memahami hak pekerja bukan menjadi masalah besar jika seseorang majikan berusaha mendapatkan maklumat mengenainya dan mengetahui mereka sebenarnya tidak mempunyai hak untuk membuang pekerja sesuka hati.

Di pihak pekerja pula, jangan teragak-agak untuk merujuk kepada mana-mana peguam jika anda berasa teraniaya dan diberhentikan secara zalim oleh majikan.

Ingatlah, undang-undang sedia ada cukup adil untuk semua dan kita berhak menikmatinya!

* Penulis ialah Peguam Sivil Mahkamah Tinggi Malaya & Peguam Syarie Mahkamah Tinggi Syariah.

(Petikan dari Mstar online)

Employer's Right

The Right to Terminate an Employee’s Services

In Award No. 34 made in the case of Majlis Amanah Rakyat (MARA) Kedah and Transport Workers’ Union, Federation of Malaya (Industrial Arbitration Tribunal Case No. 2 of 1967), the learned Chairman stated as follows:-

“It has been stated in the field of industrial relations that just as an employer’s right to exercise his option to terminate an employee’s services in terms of his contract has to be recognised, so is the employee’s right to expect security of tenure to be taken into account.

It follows, therefore, that an employer is at liberty at any time to terminate the services of his employee by contractual notice, but if such termination is in reality for misconduct, natural justice requires that the employees should not be condemned unheard and that the misconduct must be sufficiently, serious to warrant the grave penalty of dismissal.

It has been held that, where the discharge of a workman though ostensibly in pursuance of terms of his contract of service was in reality for an alleged act of misconduct, and not enquiry had been held, nor opportunity was given to the workman to offer his explanation to defend himself, the action of the management in discharging the workman could not be upheld”.

The Court agree with the views expressed in the above dispute and hold that the action of the Company in terminating the services of the Claimant cannot be upheld in the above circumstances.

HR Sense

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