Introduction Personnel administration is an art of managing people or human resource who works for the organization.

According to the definition given by Edwin B. Flippo it states that Personnel management is the planning organizing directing and controlling of procurement development compensation integration maintenance and separation of human resources to the end that individual organization and societal ob!ectives are accomplished". Personnel administration is another term for a human resources !ob. #uties of a personnel administrator include hiring and training employees carrying out evaluations and handling employee grievances. $n now days personnel administration faced few challenges. $t can be divided into two ma!or factors. %here are External Factors and Internal Factors.

The External Factor Challenges %he e&ternal factor challenges are conditions entities and events surrounding an organization that influence its activities and choices and determine its opportunities and risks. %hese barriers can be defines as below.

E&ample '( )ational policy *unemployment policy+ A range of government policies are available for ,overnments wanting to reduce the scale of unemployment in the economy. %hese policies need to focus on the underlying causes of unemployment for them to be successful. -efer to ./alaysia )ational Policy0 *Azman /.1 '223+ there are two most popular policy that been introduce by the government of /alaysia. %here are )ew Economic Policy *)EP+ and )ew #evelopment Policy *)#P+. )ew Economic Policy *)EP+ %he ob!ective of )EP is to overcome certain social problems such as poverty and unfair distribution of economic wealth among races by means of restructuring the societies4 in other word the policy is to bring the nation into economic well being. 5ince then /alaysia has gone through several robust economic developments. 5ince '267 real ,#P growth has been constantly average at 6.89 a year. Economic sector can no longer be described as the e&clusive domain of the single ethnic. )umbers of Bumiputras school leavers have become technically and economically trained graduates. $n '23' :ook East Policy was introduced by Prime /inister #r.
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/ahathir /ohammad where its ob!ective was to promote the industrialization and modernization of /alaysia through learning particularly with regard to labor ethics social consciousness discipline and managerial skills from ;apan and 5outh <orea. %his policy highlights the essence of work ethic and efficiency in the working environment. %he )ew Economic Policy was fairly successful in term of guaranteeing the Bumiputras to participate actively in all working sectors4 however after the a tremendous economic progress since late 370s more considerations have been given upon emphasizing the right climate for human resources management in /alaysia. %he re=uirements of the future labor force and the relationships between productivity and wages have become a center focus of the recent labor issue in /alaysia. >n ;une '6 '22' the new main national policy was established named as )ational #evelopment Policy *)#P+ to continue the momentum of )EP. )ew #evelopment Policy *)#P+ %he )#P have widened certain social values and working climate for the nation0s development in relation to pace up the global challenge of scientific and technological advances. %his policy was launched under the framework of the second outline perspective plan *'22'?@777+ and focussed to make /alaysia as a developed nation by the year @7@7. %his policy is defined strategically after Aision @7@7 was announced by the Prime /inister on February @3 '22'. $t is actually a turning point for the /alaysian society to start a new way of lifestyle to become an informative and progressive society. %he Aision highlighted several criteria to achieve its aim to make /alaysia a new developed country according to the /alaysian outlook. Part of the visions implies that /alaysia has to create a progressive society with a highly scientific and technological achievement. %his re=uires =uality human resources that correlate =uality service
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and higher productivity. As a strategy to achieve such vision /alaysia has embarked on an ambitious plan to leapfrog into the information age by providing intellectual and strategic leadership. %he )EB and )#P have brought /alaysia to be so successful in term of its socio?economic development with an averaged constant ,#P growth of 39 for ten years since '233. Cowever this climate does not go along to satisfy the development of labor sector positively. /any labor crises have occurred due to incapable of providing skilled manpower in certain working sector especially the one that relates to science and technological base. %he /alaysian government also has given a lot of emphasis0s to ensure that all working sectors e to staff pinching and !ob? hopping. $n addition inade=uate supply of skilled manpower has becoming seriously increased. %he demand for highly skilled and technically competent manpower has increased as result of more industry shifts to comple& technology?based production processes. $n effect there is a growing independence of foreign workers in certain employment sectors. %he tight labor market situation also reflects a rise in wages that is not comparable to the achievement of productivity level.

E&ample @( :abour market %he nominal market in which workers find paying work employers find willing workers and wage rates are determined. :abour markets may be local or national in their scope and are made up smaller interacting labour markets for different =ualifications skills and geographical locations. %hey depend on e&change of information between employers and !ob seekers about wage rates conditions of employment level of competition and !ob location.
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:abour market is a key issue for many developing as well as developed countries. Dhether the people are skilled or unskilled is determining factor for the inflow of foreign direct investment *F#$s+ to many developing nations. 5o /alaysia depended on its abundant supply of literate and trainable labour force to attract investments in the e&port?oriented electronics industry since the early 67s0. %his labour force has gone through skilled upgrading and enhancement in the past three decades and today /alaysia can boast of having a pool of relatively skilled and professional labour force that is capable of handling and developing state?of?the?art technologies.

#espite these accomplishments human labour which was and remains the key factor in driving /alaysia0s economic growth. $n charting the growth path for the first decade of the @'st century /alaysia decided to engage in global information economy. As the E&?Prime /inister %un #atuk #r. /ahathir /ohamad emphasised */alaysia @77'a+ E the force of globalization liberalization and information and communications technology have fundamentally changed the rules and nature of global trade resource flows and competition.

>bviously the world is changing the new event happen will affect labour market and ,overnment continue to face many challenges. %he countries that are able to face to the challenges will grow in success while those failing to do so will decrease the speed of development.

The Internal Factors Challenges

%he internal factors challenges is the conditions entities and events an organization that influence its activities and choices particularly the behavior of the employees. Factors that are fre=uently considered part of the internal factors are organizational culture and organizatinal ob!ectives.

%he organization culture are the values and behaviors that contribute to the uni=ue social and psychological environment of an organization. >rganizational culture includes an organizationFs e&pectations e&periences philosophy and values that hold it together and is e&pressed in its self?image inner workings interactions with the outside world and future e&pectations. $t is based on shared attitudes beliefs customs and written and unwritten rules that have been developed over time and are considered valid. Also called corporate culture it0s show in4 %he way the organization conducts its business treats its employees customers and the wide community. %he e&tent to which freedom is allowed in decision making development new ideas and personal e&pression. Cow power and information flow through its hierarchy. Cow committed employees are towards collective ob!ectives.

$t affects the organization0s productivity and performance and provides guidelines on customer care and service product =uality and safety attendance and punctuality and concern for the environment. $t also e&tends to production methods marketing and advertising practices and to new product creation. >rganizational culture is uni=ue for every organization and one of the hardest things to change and it is the most challenge in personnel administration.
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$n the organization ob!ectives good performance management plan aims to optimize results and align subsystems in order to achieve the overall ob!ectives of the organization. %herefore focusing on performance management within in an organization whether departmental procedural workforce systems or financial should ultimately affect overall organizational success. Aligning performance to the organizationFs goals and ob!ectives is critical to the organizationFs success.

#espite the broader use of performance management enterprise?wide initiatives are not the norm. /ost efforts involve many departments but donFt strategically align these departments to organizational goals. As organizations get larger performance initiatives tend to become less effective because difficulties in collaboration communication and agreement are intensified and itFs more difficult for a performance team to manage push back and gain buy?in on a larger scale. $n order to get around these obstacles a performance management initiative may be more successful by performing a pilot on one division then integrating a few key departments and e&panding as the efforts gain momentum and confidence.

$n the organization personnel administration is also need to achieve the goal in workforce performance management such as(

-ecruit and Cire /anagement( Ability to centrally manage and improve the process for a new or replacement employee in an organization.

Bompensation /anagement( Ability to centrally manage compensation and analysis to optimize workforce and employee satisfaction.

$ncentive /anagement( Ability to centrally define strategies for incentives and rewards and measurement of outcomes on e&pected performance improvement.

,oals /anagement( Ability to centrally manage ob!ectives of employees and compare performance to ob!ectives in order to reach the desired outcomes on an annual or initiative basis.

:earning /anagement( Ability to centrally define manage and track the impact of training and education an education programs outcomes on employee performance.

Bompetency /anagement( Ability to centrally manage competencies in the organization and be able to leverage them across the organization.

Performance /easurement( Ability to provide fle&ible reporting and analysis of employees from a cost and performance perspectives to determine their potential and value.

>ther internal factors are the ethical dilemmas, ethical decision making and ethic risk management. These factors can influence the ability of organizations to overcome their challenge.

Ethical #ilemmas

Ethical dilemmas faced by social work administrators tend to fall into three broad groups. First there are ethical dilemmas that arise out of administrators0 oversight of subordinates0 or employees0 efforts to deliver services. E&amples include ethical dilemmas involving confidentiality *e.g. decisions to disclose confidential information to third parties without clients0 consent in order to protect third parties or comply with statutes regulations or court orders+4 boundary issues and conflicts of interest *e.g. decisions staffers and administrators make about whether to accept large financial donations from current clients staffers0 management of invitations from clients to attend social or life cycle events or management of re=uests from clients to barter for services+4 and professional paternalism *e.g. decisions about whether to place limits on clients who are engaging in self?harming behaviors such as abusing drugs or refusing services+. 5econd social work administrators encounter ethical dilemmas involving program and organizational design administrative policy and program development. For e&ample

administrators may encounter ethical challenges concerning compliance with un!ust contract provisions statutes regulations or policies4 allocation of limited or scarce resources *known in the ethics field as issues of distributive !ustice+4 use of deceptive marketing practices4 and personnel issues involving harassment affirmative action labor actions and strikes and termination of employment.

Ethical #ecision /aking

$n recent years social work educators and practitioners have developed widely used protocols for ethical decision making. 5imilar developments have occurred in every ma!or profession. %hese conceptual frameworks can be used by administrators to think through how to best handle challenging ethical situations. %ypically these frameworks include a series of steps that social workers can follow as they navigate ethical challenges including the e&amination of conflicting values duties and obligations4 relevant ethical theories and concepts4 code of ethics standards4 relevant laws regulations and policies4 social work practice theories and concepts4 conflicts between personal and professional values4 and the use of ethics consultants and agency?based ethics committees.

Ethics -isk /anagement

A compelling reason for social work administrators to ac=uaint themselves with ethical guidelines and decision?making protocols and to educate staff about ethical issues is to prevent ethics complaints and lawsuits that allege some kind of ethical mis!udgment negligence or misconduct. %oward these ends administrators should be familiar with the ethical implications of key legal concepts such as liability negligence malpractice standards of care acts of commission and omission assumption of risk vicarious liability !oint liability strict liability comparative negligence and client abandonment.

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Administrators should be especially familiar with ma!or ethics?related risks involving ethical mistakes decision making and misconduct. Potential risks involve administrators0 relationships with staffers such as hiring and firing decisions se&ual harassment discrimination performance evaluations staff supervision management of employee impairment and clients e&amples the limits of clients0 right to confidentiality staffers0 use of high?risk and nontraditional treatment strategies and interventions management of conflicts of interest and boundary issues se&ual harassment informed consent defamation of character consultation referral supervision documentation and termination of services.

Conclusion %he conclusion of the challenges that the personnel administration can be overcome by the efficiency of the organizations itself. Dhether it the e&ternal or the internal factors the personnel administration must know how to faced the problem by using the term or method in management. For the e&ample social work
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administrators sometimes face ethical dilemmas involving relationships among agency staff and colleagues. %hese may involve instances where administrators discover that staffers or colleagues have been involved in fraudulent practices or other unethical conduct and need to make decisions about whether to blow the whistle." %he national policy that been release by the government also can shapen the challenge that the personnel overcomes.$t built the flows of challenges to ensure the the effectiveness in organization. $t also to minimize the problem faces by the administrators. %he labour market challenge also can be solven by preparing the employees acording to the nowdays needed. %he labour market is very important to the organization effectiveness. By using the knowledge and e&perience all the challenge can be solven instantly. As long it not interup the organization and the administrators themselves.

References '. /alaysia )ational Policy Azman /ohd 1usof *'223+ @. 5ocial Dork %oday Fredick ,. <earmer *@773+ G. Cuman -esource /anagement -. Dayne /ondy
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