Telecommunication Industry In Malaysia Case Study

Introduction

An overview of the telecommunication industry in Malaysia

The telephone services were first introduced in Kuala Lumpur was back in 1891. In the preliminary and development stage, they only 400 lines available within Klang Valley. By 1908, they were hundred of telephone and telegraph services throughout peninsular of Malaysia. Knowing the importance of telecommunication services, the government had established specific department known as Post & Telegraph Department (‘PTD’) situated in Jalan Lemboh Ampang (now it has been converted as Muzium Telekom). On 1st January 1968, PTD was renamed as Jabatan Telekomunikasi Malaysia (‘JTM’), which also servicing rural areas in West Malaysia, particularly Sabah & Sarawak.

In 1987, Tun Mahathir

Malaysian Communications and Multimedia Commission (‘MCMC’) which was established in 1999, realized that the existing telecommunication and multimedia industry was no longer competitive (3G & WiMAX) especially for the Malaysian subscribers. On the same note, the Minister at Ministry of Communication & Multimedia, Tan Sri Dato’ Seri Utama Dr. Rais Yatim also encourage and motivate bumiputera operators to benefit from this telecommunication industry. Premised to the above, on 5th December 2012, MCMC had announced eight telecommunication operators in Malaysia were awarded with ‘4G-2600 Spectrum MHz’ including one start-up company known as ALTEL Communication Sdn Bhd (Altel). Although Altel was fairly new to this industry, but it was given unbelievable opportunity by the Government to prove bumiputera’s capability in motivating and empowering the shareholders and stakeholder within the organization, society and nation at large. Others existing telco that also benefited from ‘4G-2600 Spectrum MHz’ were Celcom, Digi, Maxis, Packet One, REDtone Marketing Sdn Bhd, U-Mobile and YTL

In the session, HR representative had shared with us the ‘EXIT Review’ for those who left the company within 12 months’ period. Interestingly, out of 51 employees, 78% or 40 were technical expertise and executives level, while 22% or 11 from high and medium management portfolios. Basically, we discovered that the main factors of them leaving the company were the gap on motivational factors for financial and non-financial benefits, lack of nurturing people programs in other organization and inequality perception between peers. Initially, the above are some critical factors that may lead to the failure to achieve the organization goal within the intended timeframe (top 5 mobile operators in 2017). They were no gender issue discovered from the exit review. As such, HR was not further elaborating related to the