Tuesday, 13 September 2016

“KDNK MALAYSIA ANTARA TERBAIK DI ASEAN” Benarkah kenyataan ini?

“KDNK MALAYSIA ANTARA TERBAIK DI ASEAN” Benarkah kenyataan ini?
By Dr. Muzahet



Pada 3 September 2016 yang lalu, siaran rasmi mengenai fakta ekonomi telah dikeluarkan bagi menjawab ‘fitnah’ berhubung ekonomi Malaysia. Sebagai rakyat biasa, kita berasa lega kerana ‘fitnah’ yang dimaksudkan telah ada jawapannya.

Tetapi soalnya, berapa ramai antara kita yang betul-betul faham maksud sebenar di sebalik fakta-fakta yang dikeluarkan dalam kenyataan rasmi tersebut? Memang benar, fakta tidak berbohong (numbers don’t lie) tetapi takrifan fakta-fakta berkenaan boleh mengelirukan kita dalam membuat penilaian sebenar mengenai kedudukan ekonomi Malaysia.

Dalam tulisan yang lalu, ‘Benarkah Ekonomi Malaysia Stabil dan Kukuh’ saya telah jelaskan fakta-fakta yang sering dirujuk dalam perbincangan mengenai kedudukan sesebuah ekonomi.  Dalam tulisan ini, saya kemukakan fakta-fakta lain yang juga sering dirujuk dalam analisis mengenai kedudukan ekonomi semasa.

Berikut adalah panduan untuk anda menilai sendiri fakta-fakta yang dikeluarkan dalam siaran rasmi baru-baru ini.


 “PERTUMBUHAN EKONOMI MALAYSIA ANTARA TERBAIK DI ASEAN”

Pada tahun 2015, pertumbuhan ekonomi di negara-negara ASEAN adalah seperti berikut: Indonesia (5.2%), Malaysia (4.0%), Myanmar (7.0%), Thailand (3.5%), Cambodia (6.9%), Brunei (3.6%), Laos (7.0%), Philippines (7.0%), Vietnam (5.6%)  dan Singapura (2.1%) Sumber: Tradingeconomics. (Catatan: KDNK 4.1% bagi Malaysia dalam ‘The True Facts’ adalah untuk separuh penggal pertama 2016. Tetapi bagi perbandingan antara negara-negara, standard yang digunakan adalah pertumbuhan tahunan).

Berdasarkan perangkaan tersebut anda boleh menilai sendiri prestasi pertumbuhan ekonomi Malaysia, sama ada benar ia adalah antara yang terbaik berbanding negara-negara lain di rantau ASEAN.

Kenyataan rasmi juga membandingkan pertumbuhan ekonomi Malaysia lebih tinggi daripada Singapura. Tetapi, perbandingan tersebut tidak mempunyai asas kerana kedua-dua negara berkenaan berada di tahap pembangunan ekonomi yang berbeza. Singapura adalah ‘a highly develop trade-oriented market economy’ dan menduduki ‘ranking’ ke-9 dalam ‘Top 15 Most Developed Countries in the World’, manakala Malaysia adalah dalam kategori ‘Newly Industrialized Economy’. Pendapatan per kapita penduduk Singapura ialah USD58,000 dan Malaysia ialah USD15,000.

Kita harus maklum, salah satu ciri-ciri umum negara maju ialah pertumbuhan KDNK yang rendah disebabkan oleh faktor-faktor pengeluaran ‘dalam’ negara-negara berkenaan telah digunakan secara efektif dan maksimum. Misalnya, pertumbuhan ekonomi di Amerika Syarikat ialah (1.2%), Jepun (0.1%), Germany (3.1%) dan United Kingdom (2.2%).

Oleh itu, adalah tidak wajar kalau kita membandingkan bahawa pertumbuhan ekonomi Malaysia (4.0%) adalah lebih baik daripada Singapura (2.1%) atau Amerika Syarikat (1.2%).



RIZAB BANK NEGARA ADALAH RM400 BILION

Apa Makna  Rizab Bank Negara?

Rizab Bank Negara atau kadangkala disebut Rizab Antarabangsa adalah rizab matawang asing yang disimpan di Bank Negara. Biasanya 65% daripada matawang tersebut adalah dalam USD kerana ia merupakan matawang utama yang digunakan dalam urusan perdagangan antarabangsa.
Kenapa Bank Negara perlu ada rizab matawang asing?

Rizab matawang asing perlu bagi urusan pembayaran yang melibatkan urusniaga luar negara, seperti bayaran hutang luar negara dan bayaran import daripada perdagangan luar. Rizab juga perlu untuk menentukan menstabilkan nilai pertukaran ringgit (exchange rate) dengan nilai matawang utama dunia yang lain. Ini dilakukan oleh Bank Negara dengan menggunakan rizab matawang asing bagi membeli matawang ringgit di pasaran matawang antarabangsa, sekiranya nilai ringgit jatuh dengan ketara berbanding USD dan mata wang utama yang lain.

Misalnya, melalui langkah ‘Kawalan Matawang’ semasa Krisis Kewangan Asia 1997/98 yang lalu, BNM telah campurtangan dalam pasaran matawang antarabangsa dengan membeli matawang ringgit dalam jumlah yang banyak bagi mengekalkan nilai pertukaran ringgit yang disandarkan RM3.80/USD. Bagaimanapun, jumlah Rizab Bank Negara yang digunakan terlalu banyak sedangkan kesannya tidak seberapa kerana saiz pasaran matawang antarabangsa adalah sangat besar. Sebab itu, Kawalan Matawang telah ditarik balik pada 21 Julai 2005.

Adakah Rizab Bank Negara semasa RM400 bilion dianggap stabil?

Rizab akan berubah bergantung kepada keperluan penyelesaian hutang, import dan campur tangan di pasaran matawang antarabangsa. Jumlahnya mungkin stabil sekarang tetapi ia akan berubah bergantung kepada persekitaran ekonomi dunia. Bagi sesetengah negara, rizab matawang asing mereka adalah tinggi, misalnya Singapura mempunyai rizab USD247.7 bilion (RM1,015 bilion) walaupun matawang negara tersebut adalah stabil.



Hutang kita kepada KDNK hanya 54.5% berbanding dengan Singapura, iaitu 89% daripada KDNK.

Purata hutang negara kepada KDNK bagi Singapura bagi tempoh 1993-2015 ialah 89.6%. Malah bagi tahun 2015 sahaja peratusannya ialah 104.7% sedangkan Malaysia hanya 54.0%. Sumber: Tradingeconomics.

Ramai orang tertanya, mengapa Singapura mempunyai hutang yang tinggi sedangkan negara tersebut mempunyai kurangan bajet (fiscal deficit) -1.2% daripada KDNK berbanding dengan Malaysia -3.2% daripada KDNK?

Berhutang bermakna negara berkenaan mempunyai tanggungan (liabilities). Tetapi kalau kita hanya melihat daripada segi tanggungan sahaja (hutang kasar), kita tidak dapat membezakan antara dua buah negara yang mempunyai jumlah hutang yang sama tetapi mempunyai jumlah aset yang berbeza.
 
Dalam kes Singapura, negara tersebut tidak meminjam bagi perbelanjaan  mengurus (operating expenditure), seperti bayaran gaji, elaun perjalanan, baikpulih, bekalan bahan-bahan, bayaran kadar faedah dan subsidi. Sebaliknya, pinjaman digunakan untuk pelaburan, iaitu pinjaman adalah disandarkan kepada asset.

Memang benar Singapura mempunyai peratusan hutang yang tinggi daripada KDNK. Tetapi negara tersebut mempunyai ‘balance sheet’ yang stabil di mana nilai aset melebihi jumlah tanggungan (liabilities). Pulangan pelaburan daripada aset adalah lebih daripada mencukupi untuk membayar hutang di negara tersebut.

KESIMPULAN


Tulisan ini bukan bertujuan untuk mengkritik tetapi sekadar mengingatkan pihak yang bertanggung jawab dalam menyediakan fakta-fakta rasmi untuk siaran, supaya berhati-hati dalam membuat penganalisisan dan perbandingan. Fakta-fakta sebenar (THE TRUE FACTS) memang benar tetapi penggunaan fakta-fakta tersebut harus dilakukan secara profesional supaya ia tidak menimbulkan kekeliruan di kalangan rakyat.


#EkonomiMalaysia #MalaysiaEconomy #KDNKMalaysia

Sunday, 4 September 2016

‘RECIPE’ FOR QUICK ECONOMIC RECOVERY

‘RECIPE’ FOR QUICK ECONOMIC RECOVERY 1997/98 CRISIS 
Why Not Use The Same Approach To Rescue The Current Prolonged Recession?
By Dr. Muzahet



Eighteen years ago, we were saddled by the worst economic crisis in Malaysian history when our economy was severely hit by the Asian Financial Crisis 1997/98. The crisis started from currency speculation attacked by fund managers, led by George Soros.


I still remember while serving the National Economic Action Council (NEAC) in 1998, our economy was badly affected by the crisis. The growth turned to negative 7.4%, Ringgit depreciated 40% against the USD, Kuala Lumpur Composite Index (KLCI) plunged from 1,200 points to 297 points, capital market shrunk by 70%, followed by high rate of inflation, unemployment and public debt, and the banking system almost collapsed as the local banks were short of liquidity.

The public were shocked and in panic! However, the government, through NEAC was very quick to respond and managed to rescue the economy, just within one year!

What was the 'Recipe'?


Recipe 1. Currency Control was introduced on September 1, 1998, aimed at eliminating the offshore ringgit funds for speculative activities. Ringgit was pegged RM3.80/USD, offshore trading of ringgit was not permitted, and resident travelers leaving Malaysia were allowed to carry travelers cheques and foreign currency notes up to RM10,000 only.


As a result, the outflow of ringgit had brought to an end, creating healthy environment in the banking system.

Recipe 2. Stimulus Packages were introduced to stimulate the affected sectors in the economy. The measures received the most reactions from many scholars, especially the International Monitory Fund (IMF) and the World Bank as the approaches were against the wisdom of economic theory and conventional doctrine.


In economic theory, the government should cut public expenditure during the crisis to control deficit. But NEAC took different stand that expenditure should be increased to stimulate the affected sectors in the economy.

Recipe 3. Based on the decision of NEAC, Base Lending Rates (BLR) and Statutory Reserve Requirements (SRR) were reduced gradually by Bank Negara Malaysia to provide enough capital and liquidity to domestic economy and helped to increase domestic consumption.


The ‘recipe’ had managed to rescue the economy from the crisis within a year and the Malaysian folks were continued to enjoy their normal life since then. The IMF who was skeptical with the measures taken by NEAC, finally acknowledged that “Malaysia had handled the 1997/98 regional financial crisis the right way …”


Why don’t we use the 'Recipe 1997/98' for current recession?

Malaysia is currently facing a prolonged recession since 2008. It seems that there are some similarities in terms of the impacts between the Financial Crisis 1997/98 and the current recession. As CNN said, “In Asia, it's starting to look a bit like 1997”.

But, until to date, we were yet to see any constructive measures have been taken by the government through the ‘Economic Council’, established on July 30, 2008 to relieve the pain of the rakyat and to put an end the current prolonged recession.

#AsianFinancialCrisis #MalaysianEconomy #EconomicRecession


Writer
Datuk Dr Muzahet

Wednesday, 31 August 2016

Underestimate Your Talents

Have you ever stopped to think where you underestimate your talents?

I read an article recently that says that people tend to seriously underestimate what it is they could accomplish in 10 years.


What that leads me to think about is that most of the time we are setting our immediate goals too large, and then our long-term goals too small.

How this relates to the dissertation is in the process of creating your timeline and how you're going to finish. While it is definitely possible to complete your dissertation in a year or less, as I constantly say, an effective way to do it is by actually by working forwards.

So if you have in your mind that you want to complete the dissertation in a year or less, you need to figure out a way to work forward so that each of your goals in the interim is doable, reasonable and possible.

Most of the time you cannot script great things or amazing breakthroughs no matter how much any of us try. The best we can do is create what I would call a constancy of purpose. So even if every day you don't make stellar or stunning or amazing progress on the dissertation, your constancy of purpose is that you are taking one step after the other, putting one foot in front of the other to eventually reach your goal.
 
Let's discuss with us and visit here for more information 

Sunday, 28 August 2016

Congratulation for Your Success




We would like to congratulate Mr. Hiew Fei Tsong for successfully completed his master conversion program. 

His has successfully published a journal title "Applying Customer Satisfaction Through Human Leadership Theory".

The videos of his presentation as below 

Friday, 19 August 2016

International Journal


INTERNATIONAL JOURNAL OF RECENT SCIENTIFIC RESEARCH
ISSN No: 0976-3031
 International Index Journal and Fast Publication
 [SJIF Impact Factor: 5.971]


Dear Colleague(s)

We are pleased to inform you that International Journal of Recent Scientific Research is going to launch its next issue i.e. Volume 7, Issue 8, August 2016.

We would like to invite you to contribute a Research Paper for publication in IJRSR.

IJRSR is an open access journal, basically, the aim of this journal to promote the new Innovative ideas in all fields of Life Sciences, Physical Sciences and Engineering, Health Sciences, Social Science and Humanities, Computer Science.

Kindly support this journal by sending your manuscript to us at http://recentscientific.com/submit-articleor recentscientific2016@gmail.com.

Frequency: 12 Issues per Year
Accepted Language: English
Areas Covered: Multidisciplinary

IJRSR will cover all areas of the subject. The journal welcomes the submission of manuscripts that meet the general criteria of significance and scientific excellence, and will publish:

Original articles in basic and applied research, Case Reports, Critical reviews, surveys, opinions, Short communication, commentaries and essays, Letter to the editor etc.
Regards
The Editor
INTERNATIONAL JOURNAL OF RECENT SCIENTIFIC RESEARCH

Thursday, 18 August 2016

Construction Joint Venture

1.0  Introduction
Construction Joint Ventures (CJVs) being defined as two or more parent organisations committed to achieve its objective collaboratively by financing or sharing its resources in technology knowledge and know-how to undertake specialized or mega projects.

Unfortunately there has been studies commented that joint venture companies have high percentage of failure rate varying from 61% within 5 years upon incorporation to as high as 70% within two years after incorporation (cited by Ekanayake, 2013).

The following factors elaborate the reasons that cause failure of Construction Joint Ventures.

2.0  Causes of joint venture failures

2.1.   Disagreement in management culture

The most crucial factor to the smooth operation of the CJVs is failure to understand and adapt to individual works culture. In depth discussion and mutual agreement on the structure of the joint venture organisation, tasks allocation and management guideline etc need to be finalised.

Lacking of mutual understanding results will prolong decision making, cross departmental interference in daily operations and output deficiency etc which normally ended with steep operational cost (Mo, Abdelnaser & Hamid, 2012).

For instance, Partner A’s management culture is likely to have a hierarchical organisation chart, employees adhere to the instructions from the superior, business decisions are made by taking into consideration of quality works and maintaining long-term relationship On the other hand, Partner B’s style of management is sluggish, quality works second and relationship with client is offensive and without care for long term relationship with repeated orders. In this situation, it will cause grievance to the other partner and therefore creating dissatisfaction and conflict towards each other.

2.2.   Unaligned objectives

The motive to joint venture may vary between companies which their objectives may be in financial gains, penetrating to new market, transfer technology skills, combine forces to promote confident in accomplishment of project, etc. It is important that CJVs share common goals as having a shared objective will strengthened relationships by heading towards the same objectives and goals.

During operational stage despite of having agreed on the common goals at the beginning of CJVs partnership, unaligned in objectives is likely to transpire due to different opinions. If partners do not take into consideration of realigning the objective, it is likely to cause confusion and misunderstanding thus leading to a split in relationship and even resulted into litigation matters.

2.3.   Share inequality

Before the incorporation of the CJV companies, both company would have agreed on the equity share which represents the percentage of ownership that each possessed. Generally, the predominant company will hold majority share (minimum 51%). The initial set up stage of CJVs might not have any disagreement as the operations of the CJVs has not commence. Once the business initiates, operations plan or strategies may require reassessment or improvement which is to be discussed and vote during the board meeting. Even though new strategies and better operation plans are proposed in the meeting room by the minority shareholder, it may not gain support from the majority shareholder which will affect overall profit.


2.4.   Lack of commitment

It is the responsibility of the partners to jointly commit themselves to drive the business to success. JVs partners are expected to commit themselves to provide their utmost performance to the allocated job functions. The slacking behaviour of partner in supporting the operations of the company will create the feeling of unfairness and eventually induce negativity that harms the spirit of JVs. For example, Company A management do not obey deadline or schedule which it contravenes with partner Company B management who strictly  meet deadline and adhere to complete projects ahead of schedules.


2.5.   Lack of trust

Trust is conceived as believing in the partner’s integrity and reliability. CJVs partners believe that the company is expected to deliver positive results with low risk and there must be no misuse of power to exploit its opportunism for own benefits (Dyer & Chu, 2000 cited by Nguyen & Liem, 2013).

Since both of the CJVs partners are risking themselves venturing in the business, lack of trust by either partner will cause difficulties in managing the business as doubtful mindset will trigger any misunderstandings by either one party.


2.6.   Conflict

Conflict arises due to the counterparts’ intention to strive and prove one’s superiority and better project operations over the other partner, therefore it is often unavoidable that both partners may dispute over trivial issues on management style and tasks allocation Sometimes conflict is unable to resolve due to uncompromised by either partner which causes grievance and unhappiness that can paralyse the operations of the joint venture company.



2.7.   Financial constraints

Failure to contribute and honour their respective financial commitment by either party will cause cash flow problems and resulted in poor performance and delay to hand over project within time stipulated. Most of the time, this leads to additional operation cost for longer construction period which diminish the expected profit or incurred losses. Consequently, continuous project delayed will aggravate to enormous losses compounded by compensation and legal suits by clients and stakeholders.


3.0  Conclusion
To form a successful CJVs, sincerely both partners have to take into consideration the factors as mentioned earlier.

Sustaining a joint venture relationship is an enduring process which every stage of the joint venture process needs to be handled with trust, understanding, tolerance and care. CJVs partners especially with different background in terms of work culture, management, implementation, execution and beliefs etc to achieve their main objectives. A positive attitude in collaboration by both companies would be much easier to drive to success, reason being partners are more willing to cooperate and contribute their knowledge, know-how and resources to the company. The good relationship between the companies eventually enforces ‘trust’ which requires exhaustive time to build. According to Khakhar & Rammal’s (2013) study, trust should be informally foster at the pre-negotiation stage or even before actual negotiation as creating personal relationship would lead to a cordial and trusting environment.


One practical method to weight the feasibility of starting a CJVs is to partnership for several ad-hoc project as trial. This will enable both parties to assess the coordination and the degree of mutual understanding, failing which the JV shall not be incorporated.

by LIM ENG HOCK (FD160024)


4.0  References List

Ekanayake, S. (2013) Inter-partner trust and controlling international joint ventures. Journal of American Business Review, Cambridge. 1 (2), pp.242-248.

Khakhar, P. & Rammal, H.Z. (2013) Culture and business networks: International business negotiations with Arab managers. International Business Review. 22 (3) June, pp.578-590.

Mo, X., Abdelnaser, O., & Hamid, K.P.A. (2012) Factors affecting Malaysia-China Construction Joint Venture (MCCJV) Projects. Economics, Management and Financial Markets, 7 (4), pp.666-677.

Nguyen, N.P. & Liem, N.T. (2013) Inter-firm trust production: theoretical perspectives. International Journal of Business and Management, 8 (7), pp.46-54. 


Tuesday, 16 August 2016

Understand is better than complaint. #Gen-Y

“They want a fast result.”
 “They don’t like face-to-face talk.
“They will quit the job once you scold them.”
 “They’re TOTALLY a big headache to me. I don’t even understand how they think!”
…………………………………………………………………………………………………………
Have you ever heard of all these comments at a workplace?

Who are “They”?

Yes, they are MILLENNIALS.



They are born in between early 1980s’ and the early 2000s’, also known as Generation Y, a name comes after Generation X. As expected by their birth years, millennials will be soon dominating the entire workforce in the next 10 years. Since they are the future human resource for an organization, automatically employers will concern on their company’s human resource management on this vast generation. However, the difference in term of life experience and life philosophy causes a huge communication gap between them and senior generation. Employers or managers who are baby boomers or Generation X do not understand the thought of young generation while millennials do not have the patience and mature speaking skill to further explain more on their thought. As a result, retaining the loyalty of these new bloods has become a challenging management issue for most of the organization in Malaysia. Before we think of solutions for this problem, we have to know WHYs.




Why baby boomers couldn’t understand millennials?


Perhaps you have googled “Gen-Y” couples of time when u get headache from young people. You did read many online articles, talk to others, and even attend training courses to understand more on their characteristics. Have your problems solved? Do you have better understanding on them right now?

If your answer is NO, then please answer the following questions to yourself honestly.
  1. Before you study or discuss about Gen-Y, have you get prepared yourself with an open mind and neutral stand?
  2. Do you selectively absorb information which only fits with your personal perception?
  3.  Is the person you choose to talk to is someone who is facing the same problem as you?
  4. Have you ever talk to Gen-Y and listen to them after you get any information about them?

Majority of the people who are holding the senior management level position is baby boomers or Gen-X. They run their companies from years to years, and their companies are growing from success to success. They are always proud of their working style and insist it as a RIGHT and SAFE way to be followed.

“I have so many years of experience, you should follow my way.” 

When comes to a discussion or meeting, this always a final conclusion.

When young people oppose them, they start to piss-off because they don’t like to be challenged. With an unstable emotion, they google about Gen-Y and selectively read the article which fits with their personal principle. After that, they choose to talk to another “victim” who faces the same problem as them. Eventually, the so-called “sharing session” turns into “complaint session”. How can the problem being solved with a closed minded and bias perception? Why don’t they talk to millennials to verify the contents?

Before we further discuss on this topic, please get prepared yourself with an open mind and neutral stand at first.

Nothing is always right. Please be humble and listen to Gen-Y, at least once. 

Why are they being so pampered? Their parents just called me and asked me not to torture their kids!

This is because….

their parents have gone through TOO many hardships at their young age.
Commonly, parents of millennials are baby boomers who also known as Merdeka babies in Malaysia. At their generation, average education level of them is quite low due to country and family poverty. Most of them started to work once they forced to stop studying (not graduating). They learnt skills and knowledge from workplace instead of formal and proper education system in school. They get scolded, get bullied and get exploit by their senior supervisors.

They want to fight against them, but they have no power.

They want to have a better life, but they have no better choice.

They are illegible to get a better job because they are not highly educated.  

In early 1990s, economy in Malaysia grew tremendously and became one of the tigers in South East Asia. In this period of time, Baby boomers and Gen-X able to grab opportunity to develop their career. Finally, they are able to give their family a better quality of life. At this time, they do not wish their children follow their footsteps. So, they set another mission for themselves: to lead their children into prosperous future. They start to invest money into kids’ tuition classes, motivates their kids to get As’ in exam, insists them to pursue professional courses like medical, law, finance and accounting ONLY. When their children have graduated from university, they even want to lighten their kids’ burden by helping them to buy a car.

With that, Gen Y in Malaysia brought up in good times and also has been trained to be profit-oriented. By having their parents’ strong “support”, they can even choose to quit from any working life challenges without a second thought. Escaping from challenges will make the young generation stay in the comfort zone and soon stop growing. The occurrence of this problem does not only come from Gen-Y, their family should take responsibility on it too.

One day, if you, as a manager are receiving a complaint phone call from their parents, please don’t get frustrated so fast. Try to talk to them nicely. If you do not help, the phenomena will be continued and maybe even worse in the future.

Jade must be cut and chiselled to be a useful vessel. Gen-Y needs a hardship.

Why they always want instant success? There is no short cut for being success!

This is because…

they afraid of failure.

“Everyone afraid of failure, not only Gen-Y.”

Yes, you are right. But believe me, Gen-Y takes “failure” much serious than other generation.

Firstly, their achievement used to be a conversation topic of their parents.

Parents love to do comparison with other’s kids. If their kids are not getting enough As’ in exam, not earning high enough salary, not holding high enough position in company, automatically they will be a shame to their family.

They don’t want to be a shame, so they need an instant success to prove their ability.

Secondly, social media even enlarges their focus on being success.


Since secondary school time, they start to open an account on social media especially Facebook, Twitter etc. Social media has become a common platform for them to share their happiness, sadness or any personal status with their social cycle. Of course, most of the users tend to market themselves as a successful person by sharing their personal achievement and happiness online with attractive pictures and famous quotes. They get recognition from the number of “Likes” given by friends on social media. They are so enjoy being admired, how could they accept failure?


Thirdly, peer pressure from social media.

In a secret admirer’s perspective, he or she will be self-doubting when they see a lot of happiness sharing on Facebook new feeds.

“Wow, Stephanie is so beautiful and clever. She is now a professional auditor in one of the BIG FOUR auditing companies.”

“Lucy is younger than me, she owns a coffee house and achieving her dream right now. Am I doing a job that I really love to do?”

 “Jason is travelling to Europe again. Why am I here?”

In order to catch up their idol’s speed, they desperately need an instant success to prove their capability.

Frankly speaking, they do not know what they want in their life. Not all of millennials are truly ambitious. Majority of them get influenced from the social media and trying so hard to be famous.
So, please don’t get angry with millennials, they are just a victim. Please talk to them, give good advice to them about their future career. They just need a counsellor.  

Why are they always changing their job? They have no loyalty at all!

This is because…

they have lost their direction.

The existence of internet make the world becomes borderless. Different types of thought and life philosophy have been shared online. The concept of individualism from Western country is promoted and strongly supported by young generation.

“Be who you are, do what you love.”

This is such a lovely and powerful quote.

However, this concept causes a conflict with Asian culture which focuses on socialism. Try to imagine, a person is brought up by typical Asian family and now he get influenced by Western culture. Which is the best philosophy for him as his principle of life? How is he going to make a decision? Whose words should he listen to?

 “Being an auditor is so boring. I should listen to my heart and do something that I love to do. My hobby is writing, I think I will be a successful author.”

“However, auditor can earn lots money compares to be an author, so I can have my own new car and house.”

Gen-Y always mentally struggle.

Do you know they are always unhappy always?  

Prosperous future is not their ultimate goal of life. But, they never dare to admit it.

Every culture has its positive and negative implications. It doesn’t go wrong if we let Gen-Y to approach different types of life philosophy. But, they are lack of analysing skills. They are too young to handle such complicated problems.

Please help them to analyse rationally, and ask them “What kind of person you want to be?”

Why are they so calculative and irresponsible?

This is because…

they don’t like their current job.

No one will be calculative and irresponsible if they are doing something they love to do.

A very simple example: A person would not care the price of the concert ticket if they love to sing with their idol. They will just blame to themselves not afford to buy a ticket, they would never blame to the concert organizer who offers a ticket with expensive price. They will find ways to earn more to buy a ticket and be responsible for keeping their ticket at a safe place.

Do you know most of the Gen-Y in Malaysia gets disappointed on their current job? They used to be ambitious, energetic, creative and optimistic during university life. They change a lot of things in school, so they want to change the world for a better future too. They thought they will be recognized one day if they keep their passionate at work. Unfortunately, the working world today is not as simple as they think. The real life situation does not meet their expectation.

They were working so hard for the company, even more than 8 hours per day. However, no one appreciates their effort.

They were trying their best to learn from zero, very dedicated to their job. However, only mistakes will be highlighted and get scolded.

They tried to treat their colleagues as friends. However, they get betrayed.

They were willing to improve a company internal system. However, there are too many politic issues.

All these challenges make their confidence level starts to drop. They couldn’t do any changes to the world, they are just a little potato of a big company. What have they learnt? They learnt how to protect themselves. In this kind of situation, if you were they, will you become calculative and irresponsible?

Every generation has different types of people. Same goes to Gen-Y. Some of them can be a great human resource for the company. Just that they are not lucky enough to meet great supervisor or manager. Please look back to your company culture too before start to point fingers to them.

Why they rather to communicate via text instead of speak?

In my personal opinion, I do not agree this is one of the typical characteristics for Gen-Y, it is a matter of personality. I met a lot of Gen-Y who are extrovert; they love to speak because they enjoy get attention from others. If the person is an introvert, he or she does not even dare to pick up an office phone call. In fact, technology advancement in communication tools provides new channels to introverts in communicating with strangers. They can choose to communicate with strangers by texting via email, whatsapp, messenger etc.

This practice can be a beginning stage for them to approach other people. Once their confidence level is getting better, it is the right time for their supervisor to encourage them to speak.

 So, please don’t get frustrated with Gen-Y who is introverts. They need time to improve.

What kind of working life they want?

Gen-Y believes in lifestyle.

Since young, they see their parents work from day to night, they see their grandparents more than parents, they see parents’ stressful and unhappy face every day.

They do appreciate the commitment of parents towards the family. But, they are not happy. They don’t want to be like their parents.

“Life is too short. We should enjoy our life” They always said that.

Do they think of how to achieve?

Yes, of course they do. They start to believe in work-life balance; aims to makes working hours to be more flexible; integrates work and play together. They try to create new landscapes based on technology with the concept of a borderless world. With internet and technology, why can’t they do work from home as long as work is done and delivered? With the help of technology, they can be more effective and efficient on work, and eventually they have more time to spend with family and friends. Why not?


Thus, in order to retain the loyalty of young generation towards the company, a manager may refer to the solution suggested as below:

  • Do not treat Millennials as a subordinate, treat them as a partner and always listen to them.
  • Identify the inner mind of Millennials and response according to their needs
  • Gen-Y is creative but they are not always right. Educate them by sharing experience with them.
  • Appreciate their hard-work and idea.
  • Provide more in house training, various courses for the staffs to attend so that their skills will be more mature.
  • Provide them different exposures and opportunities.  


Every generation has its assets and liabilities. The key is how to capitalise on each other’s strengths for maximum talent utilisation. We believe we are capable of finding our own recipe on how to manage and lead Malaysian generations! Malaysia Boleh!
by WONG YEAN YI (FM160020) and FOO SEAU AN (FM160019)
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