Competitiveness is the key factor for manufacturing SMEs to increase the Malaysia economy. Competency of manufacturers to react with the changes driven industry 4.0 is now becomes imperative for the manufacturers to sustain Competitiveness. Hence, the main objective for this study is to assess the competitiveness levels, as well as to examine the relationship between industry 4.0 and Competitiveness, the function of industry 4.0 as mediating role. Specifically, the study integrates internal factor which are individual factors that consist of entrepreneurial orientation (innovativeness), organizational factor that consist of intellectual capital (structural capital) and external factor which is institutional factors, whereas SMEs competitiveness is treated as the dependent variable. The theories used to link all the mediating and independent variable is Resource-Based View (RBV) and Institutional theory. The study is quantitative based via survey questionnaire and responded by 162 SMEs manufacturers and analyses were carried out using SPSS and Smart-PLS software. This paper is one of the initial attempts to draw the attention towards the important role of management practices in industry 4.0, as most of the recent studies are discussing the technological aspect. This paper also suggests empirical and quantitative investigation on these management approaches in the context of industry 4.0. Through the finding, manufacturing SMEs are clearly aware and understand the engaging industry 4.0 to sustain the important of competitiveness in their business performance.
Work stress has been identified as a major factor affecting company's success because it affects the productivity and efficiency of the employees. In Malaysia, in light of industrial revolution 4.0 (IR4.0), work stress has been observed to continue happening within the construction industry even though they begin using advancement of technology to help ease employees related tasks. This study examines whether the factors suggested in the theory of Job Demand, Control and Support (JDCS) determine work stress of employees in the construction industry. A survey was carried out on a group of safety and health practitioners in the construction industry they play an essential role in enhancing efficiency on the wellbeing arrangements of the workplace. Statistical analyses carried out on the three variables, namely the, job demand, job control and job support determined work stress. The findings indicate the importance and usefulness of the JDCS theory in explaining why employees experience work stress. The findings imply the need of how IR4.0 could cope with the three determinants in their workplace; namely, to cope with their job demand as well to enable them to believe that they have all the control and support they need to perform their work without stress.
In recent years, Industry 4.0 has been introduced as a popular term to describe the trend towards digitization and automation of the manufacturing environment. To sustain in this new era with technology adoption, every engineer in manufacturing companies especially R&D engineers plays an important role in innovation, product design, and development. This article proposes organization, job, and personal factors and motivation to enhance the engineer performance. Researchers and practitioners have paid considerable attention to job performance because performance at an individual level has desirable consequences on an organization. However, studies on the role of motivation as a mediating in the relationship between the predictors and performance are relatively limited. From a strategic perspective, since organizations have a major influence on their human capital, incorporating organizational-level elements such as organization, job, and personal factors may facilitate our understanding of the interlocking relationships between the above factors and employee job performance. This paper aims to review the extant literature and propose a model linking organization (compensation), job (job autonomy) and personal (pro-active personality) factors with job performance. Also discussed is the electrical and electronics sector in the Malaysian manufacturing context to support the proposed linkage. Findings from the review were then utilized to develop a research model for further testing.
Learning outcomes This case is to familiarise students with the peculiarities of managing people by focussing on human capital development (HCD). Through the case, students are exposed to the critical recruitment and retention issues faced by METAL STAR Limited Company (METAL STAR), which have a detrimental impact on their business operations. Through the novel use of the transformer-transactor-performer (TTP) profiling tool, students are able to recognise the importance of matching the right candidate to the right job as a solution for recruitment and retention issues. At the end of the case analysis and discussion, students would have a clear idea of the TTP Profiling tool and how to identify core elements needed for an effective and holistic recruitment-retention-separation strategy for a company. The knowledge gained is most valuable for the students as it can be applied to other companies having similar HCD issues. Case overview/synopsis Carina Yew is the General Manager of METAL STAR, a sheet metal fabrication company in Penang, Malaysia. After more than 28 years of operations, METAL STAR has been adopting the same human resources (HR) processes and has failed to keep up with the current HR trends. Yew has to decide the best way to lead her company in transforming the HCD strategy to enable smooth and profitable business growth. Complexity academic level The case is relevant for undergraduate, postgraduate or even executive students taking courses pertaining to HCD or human resource management. Subject code CSS 6: Human resource management. Supplementary materials Teaching notes are available for educators only.
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