Academicians are commonly associated with academic tasks of teaching and research. However, recent scenario reveals that academicians’ workloads are not restricted to merely academic tasks. Academicians also hold administrative positions, involved with students’ development activities, community services and professional development. Shouldering with numerous responsibilities, academicians may be stressful to prioritize the assigned tasks and meeting deadlines. This necessitates serious attention to ensure that academicians can focus on the assigned responsibilities and perform their best. Thus, this study attempts to establish a relationship between academic and non-academic responsibilities with job-related stress among academicians. Through survey method, 120 usable responses received out of 391 questionnaires distributed to academicians in a public university. Using SPSS, a preliminary analysis indicates that the respondents were moderately stressful with their job. However, multiple regressions test demonstrates that job-related stress is not influenced by academic responsibilities but marginally contributed by non-academic responsibilities. The findings give insights to the university management on academicians’ reaction to their present job tasks and useful as guidance in any efforts or policy towards academicians’ workload setting. However, this study is confined to only one public university in the East coast region of Malaysia. Thus, future research may be expanded to the public universities in the West region of Malaysia with different working environment and lifestyle. Keywords Academicians, Academic Responsibilities, Non-academic responsibilities, Job-related Stress, Teaching workloads
Lembaga Zakat Selangor (LZS) has been corporatized and governed as a corporate entity. For good corporate governance, LZS implements a management control system (MCS) in one of its zakat distribution program known as Asnaf Entrepreneurship Development Program (AEDP). The objective of study is to explain the elements/dimensions of MCS in AEDP by referring to Levers of Control (LOC) as a framework. The LOC with four control mechanisms namely belief, boundary, interactive and diagnostic is commonly known, preferable and applied framework for MCS research and adopted by many worldwide corporations. A total of eight interviews were carried out; three with LZS officers and five with zakat beneficiaries. Data were audio recorded, transcribed verbatim and analysed in qualitative approach. It was found that the controls available in LZS can be matched against four control mechanisms in LOC. Despite that all the four control mechanisms are placed in MCS, they have yet to be documented in LZS Standard Operating Procedure (SOP). Formal documentation may impetus confidence amongst zakat payers and Muslims as a whole that the funds are efficiently managed and properly governed for the best interest of beneficiaries apart from being source of references to other zakat institutions.
State departments, federal departments, statutory bodies, local authorities and district and land office of Malaysian Public Sector are responsible to provide ethical and efficient public services. However, due to the absence of ethical leadership and organizational ethical guidelines, cases of corruption and mismanagement continue to occur in the public sector. Thus, the objective of this paper is to explore the attributes of ethical leadership and ethical guidelines in Malaysian public sector. This study employs a qualitative research by analyzing data from interviews with key informers of public sector using conceptual content analysis. The study reveals role model, attachment, ethical support, knowledgeable, disciplined, shared values, virtue values and leaders' spirituality encouragement as the attributes of ethical leadership. Meanwhile, guidance, communication, check and balance, concern on stakeholders and compliance are the attributes of ethical guidelines. These identified attributes should become the ethical identity and ethical direction of Malaysian Public Sector. Thus, ethical leadership and ethical guidelines are to be the internal mechanism for organizational ethical self-identity precautionary. This would enhance the public trust as well as the international community trust towards public sector.
Public becomes inquisitive about the role of public sector in mitigating fraud, corruption and corporate misconduct. Downe, Cowell, & Morgan, (2016) suggest that public sector agencies with highly ethical leaders and proper guidelines not only be able to prevent unethical behaviour but also improve its productivity and services performances. This research is conducted with the objective to identify ethical stimulants in Malaysian public sector agencies. In addition, it aims to determine the five ethical stimulants. Agency members’ viewpoints were obtained using quantitative survey-based questionnaires. Exploratory factor analysis suggests five ethical stimulants which include ethical leadership, ethical employees, spiritual encouragement, spirituality acceptance, and ethical guidelines.
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