CHANGE MANAGEMENT OF BUSINESS TRANSFORMATION INITIATIVES IN POS MALAYSIA
NORAINI BINTI MOHD SALLEH – 2008256926
WAN NOR HAFIZA BINTI WAN ZAKI – 2006100587
Table of Contents
Chapter 1: Introduction1.1: Introduction and background of study1.2: Statement of the problem1.3: Research Objective1.4: Research Question1.5: Scope of Study1.6: Limitation1.7: Organization of chapter| 3-8| Chapter 2: Literature Review2.1: Overview of Organizational Transformation Initiatives2.2: Implementation success2.2.1: Predetermined goals2.2.2: User satisfaction2.3: Resistance to change2.4: Change Management Initiatives2.4.1: Leadership2.4.2: Communication2.4.3: Training| 9-18| Chapter 3: Research Methodology3.1: Research Framework3.2: Sampling3.3: Research Design3.3.1: Data Collection Method22.214.171.124: Primary data126.96.36.199: Secondary data3.3.2: Research questionnaire3.3.3: Data analysis technique| 19-22| Chapter 4: Result and Discussion4.1: Overview of data collected4.2: Frequency Analysis4.2.1: Gender4.2.2: Age4.2.3: Position4.2.4: Location4.3: Discussion4.3.1: Resistance to change and user satisfaction4.3.2: Resistance to change and predetermined goals4.3.3: Change management initiatives| 23-29| Chapter 5: Conclusion and Recommendation5.1: Summary5.2: Recommendation5.2.1: Sampling Size5.3: Conclusion| 30-32| Reference| |
Chapter 1: Introduction
1.1. Background of the Study
Most of the Government Link Companies in Malaysia are required to participate in the Government Link Company Transformation Program that was launched in May 2004 by the Malaysian government. This is part of an ongoing effort by the Government to develop and grow Malaysian economy. As one of the top 20 Government Link Companies, Pos Malaysia Berhad (Pos Malaysia) embarked on a comprehensive transformation program based on the Government Link Company Transformation Manual that was launched on 29 July 2005. Since then many transformational projects were implemented to build strong capabilities, improve performance, undertake better decision making and achieve competitive advantage. Moving forward, Pos Malaysia put in place a five-year transformation plan in August 2009 which is intended to transform the group into a more agile postal organization that is cost-efficient and customer-centric. Many of the transformational projects are delivering significant results that meet Pos business objectives. In Berita Harian Online (April 1, 2010), the Malaysia’s leading Malay daily, stated that Pos was among the performing Government Link Companies. This was reaffirmed by The Star Online (April 19, 2010), which reported the former group managing director and Chief Executive Officer Datuk Syed Faisal Albar has said that “Pos Malaysia Bhd expects its revenue to rise by 15% to 18% in each of two 12-month periods after its postal tariff hike takes effect on July 1 2009”. In transforming organization, Pos Malaysia employs various technologies to run its operation efficiently in order to maintain its competitive edge. Various projects such as the ultra modern hub (The Star Online, 2010), PITTIS, Shared Banking Services (Pos Malaysia Annual Report, 2009), GIFTS (Pos Malaysia Annual Report, 2008) exploited Information System (IS) and postal latest technology. Therefore in order ensure successful exploitation of purchased technology, enhancing an individual’s desire to use a given new technology is vital. Successful in doing this will lead to higher productivity organization. Ahmed Z.U. et al. (2006) mentioned in their research that contribution of technology in any transformational projects can be determined by measuring productivity as the fundamental economic measurement tool. They highlighted that the ability and willingness of the employees to exploit and adopt new...