- •Public Administration And Public Policy
- •Contents
- •Acknowledgments
- •About The Authors
- •Comments On Purpose and Methods
- •Contents
- •1.1 Introduction
- •1.2 Culture
- •1.3 Colonial Legacies
- •1.3.1 British Colonial Legacy
- •1.3.2 Latin Legacy
- •1.3.3 American Legacy
- •1.4 Decentralization
- •1.5 Ethics
- •1.5.1 Types of Corruption
- •1.5.2 Ethics Management
- •1.6 Performance Management
- •1.6.2 Structural Changes
- •1.6.3 New Public Management
- •1.7 Civil Service
- •1.7.1 Size
- •1.7.2 Recruitment and Selection
- •1.7.3 Pay and Performance
- •1.7.4 Training
- •1.8 Conclusion
- •Contents
- •2.1 Introduction
- •2.2 Historical Developments and Legacies
- •2.2.1.1 First Legacy: The Tradition of King as Leader
- •2.2.1.2 Second Legacy: A Tradition of Authoritarian Rule, Centralization, and Big Government
- •2.2.1.3 Third Legacy: Traditions of Hierarchy and Clientelism
- •2.2.1.4 Fourth Legacy: A Tradition of Reconciliation
- •2.2.2.1 First Legacy: The Tradition of Bureaucratic Elites as a Privileged Group
- •2.2.2.2 Second Legacy: A Tradition of Authoritarian Rule, Centralization, and Big Government
- •2.2.2.3 Third Legacy: The Practice of Staging Military Coups
- •2.2.2.4 Fourth Legacy: A Tradition for Military Elites to be Loyal to the King
- •2.2.3.1 First Legacy: Elected Politicians as the New Political Boss
- •2.2.3.2 Second Legacy: Frequent and Unpredictable Changes of Political Bosses
- •2.2.3.3 Third Legacy: Politicians from the Provinces Becoming Bosses
- •2.2.3.4 Fourth Legacy: The Problem with the Credibility of Politicians
- •2.2.4.1 First Emerging Legacy: Big Businessmen in Power
- •2.2.4.2 Second Emerging Legacy: Super CEO Authoritarian Rule, Centralization, and Big Government
- •2.2.4.3 Third Emerging Legacy: Government must Serve Big Business Interests
- •2.2.5.1 Emerging Legacy: The Clash between Governance Values and Thai Realities
- •2.2.5.2 Traits of Governmental Culture Produced by the Five Masters
- •2.3 Uniqueness of the Thai Political Context
- •2.4 Conclusion
- •References
- •Appendix A
- •Contents
- •3.1 Thailand Administrative Structure
- •3.2 History of Decentralization in Thailand
- •3.2.1 Thailand as a Centralized State
- •3.2.2 Towards Decentralization
- •3.3 The Politics of Decentralization in Thailand
- •3.3.2 Shrinking Political Power of the Military and Bureaucracy
- •3.4 Drafting the TAO Law 199421
- •3.5 Impacts of the Decentralization Reform on Local Government in Thailand: Ongoing Challenges
- •3.5.1 Strong Executive System
- •3.5.2 Thai Local Political System
- •3.5.3 Fiscal Decentralization
- •3.5.4 Transferred Responsibilities
- •3.5.5 Limited Spending on Personnel
- •3.5.6 New Local Government Personnel System
- •3.6 Local Governments Reaching Out to Local Community
- •3.7 Conclusion
- •References
- •Contents
- •4.1 Introduction
- •4.2 Corruption: General Situation in Thailand
- •4.2.1 Transparency International and its Corruption Perception Index
- •4.2.2 Types of Corruption
- •4.3 A Deeper Look at Corruption in Thailand
- •4.3.1 Vanishing Moral Lessons
- •4.3.4 High Premium on Political Stability
- •4.4 Existing State Mechanisms to Fight Corruption
- •4.4.2 Constraints and Limitations of Public Agencies
- •4.6 Conclusion
- •References
- •Contents
- •5.1 Introduction
- •5.2 History of Performance Management
- •5.2.1 National Economic and Social Development Plans
- •5.2.2 Master Plan of Government Administrative Reform
- •5.3 Performance Management Reform: A Move Toward High Performance Organizations
- •5.3.1 Organization Restructuring to Increase Autonomy
- •5.3.2 Process Improvement through Information Technology
- •5.3.3 Knowledge Management Toward Learning Organizations
- •5.3.4 Performance Agreement
- •5.3.5 Challenges and Lessons Learned
- •5.3.5.1 Organizational Restructuring
- •5.3.5.2 Process Improvement through Information Technology
- •5.3.5.3 Knowledge Management
- •5.3.5.4 Performance Agreement
- •5.4.4 Outcome of Budgeting Reform: The Budget Process in Thailand
- •5.4.5 Conclusion
- •5.5 Conclusion
- •References
- •Contents
- •6.1.1 Civil Service Personnel
- •6.1.2 Development of the Civil Service Human Resource System
- •6.1.3 Problems of Civil Service Human Resource
- •6.2 Recruitment and Selection
- •6.2.1 Main Feature
- •6.2.2 Challenges of Recruitment and Selection
- •6.3.1 Main Feature
- •6.4.1 Main Feature
- •6.4.2 Salary Management
- •6.4.2.2 Performance Management and Salary Increase
- •6.4.3 Position Allowance
- •6.4.5 National Compensation Committee
- •6.4.6 Retirement and Pension
- •6.4.7 Challenges in Compensation
- •6.5 Training and Development
- •6.5.1 Main Feature
- •6.5.2 Challenges of Training and Development in the Civil Service
- •6.6 Discipline and Merit Protection
- •6.6.1 Main Feature
- •6.6.2 Challenges of Discipline
- •6.7 Conclusion
- •References
- •English References
- •Contents
- •7.1 Introduction
- •7.2 Setting and Context
- •7.3 Malayan Union and the Birth of the United Malays National Organization
- •7.4 Post Independence, New Economic Policy, and Malay Dominance
- •7.5 Centralization of Executive Powers under Mahathir
- •7.6 Administrative Values
- •7.6.1 Close Ties with the Political Party
- •7.6.2 Laws that Promote Secrecy, Continuing Concerns with Corruption
- •7.6.3 Politics over Performance
- •7.6.4 Increasing Islamization of the Civil Service
- •7.7 Ethnic Politics and Reforms
- •7.8 Conclusion
- •References
- •Contents
- •8.1 Introduction
- •8.2 System of Government in Malaysia
- •8.5 Community Relations and Emerging Recentralization
- •8.6 Process Toward Recentralization and Weakening Decentralization
- •8.7 Reinforcing Centralization
- •8.8 Restructuring and Impact on Decentralization
- •8.9 Where to Decentralization?
- •8.10 Conclusion
- •References
- •Contents
- •9.1 Introduction
- •9.2 Ethics and Corruption in Malaysia: General Observations
- •9.2.1 Factors of Corruption
- •9.3 Recent Corruption Scandals
- •9.3.1 Cases Involving Bureaucrats and Executives
- •9.3.2 Procurement Issues
- •9.4 Efforts to Address Corruption and Instill Ethics
- •9.4.1.1 Educational Strategy
- •9.4.1.2 Preventive Strategy
- •9.4.1.3 Punitive Strategy
- •9.4.2 Public Accounts Committee and Public Complaints Bureau
- •9.5 Other Efforts
- •9.6 Assessment and Recommendations
- •9.7 Conclusions
- •References
- •Contents
- •10.1 History of Performance Management in the Administrative System
- •10.1.1 Policy Frameworks
- •10.1.2 Organizational Structures
- •10.1.2.1 Values and Work Ethic
- •10.1.2.2 Administrative Devices
- •10.1.2.3 Performance, Financial, and Budgetary Reporting
- •10.2 Performance Management Reforms in the Past Ten Years
- •10.2.1 Electronic Government
- •10.2.2 Public Service Delivery System
- •10.2.3 Other Management Reforms
- •10.3 Assessment of Performance Management Reforms
- •10.4 Analysis and Recommendations
- •10.5 Conclusion
- •References
- •Contents
- •11.1 Introduction
- •11.2 Malaysian Civil Service
- •11.2.1 Public Service Department
- •11.2.2 Public Service Commission
- •11.2.3 Recruitment and Selection
- •11.2.4 Malaysian Administrative Modernization and Management Planning Unit
- •11.2.5 Administrative and Diplomatic Service
- •11.4 Civil Service Pension Scheme
- •11.5 Civil Service Neutrality
- •11.6 Civil Service Culture
- •11.7 Reform in the Malaysian Civil Service
- •11.8 Conclusion
- •References
- •Contents
- •12.1 Introduction
- •12.2.1 Context and Driving Force of Development
- •12.2.2 Major Institutional Development
- •12.3.1 Context and Driving Force of Development
- •12.3.2 Major Institutional Development
- •12.4.1 Context and Driving Force of Development
- •12.4.2 Major Institutional Development
- •12.5.1 Context and Driving Force of Development
- •12.5.2 Major Institutional Development
- •12.6.1 Context and Driving Force of Development
- •12.6.2 Major Institutional Development
- •12.7 Public Administration and Society
- •12.7.1 Public Accountability and Participation
- •12.7.2 Administrative Values
- •12.8 Societal and Political Challenge over Bureaucratic Dominance
- •12.9 Conclusion
- •References
- •Contents
- •13.1 Introduction
- •13.3 Constitutional Framework of the Basic Law
- •13.4 Changing Relations between the Central Authorities and the Hong Kong Special Administrative Region
- •13.4.1 Constitutional Dimension
- •13.4.1.1 Contending Interpretations over the Basic Law
- •13.4.1.3 New Constitutional Order in the Making
- •13.4.2 Political Dimension
- •13.4.2.3 Contention over Political Reform
- •13.4.3 The Economic Dimension
- •13.4.3.1 Expanding Intergovernmental Links
- •13.4.3.2 Fostering Closer Economic Partnership and Financial Relations
- •13.4.3.3 Seeking Cooperation and Coordination in Regional and National Development
- •13.4.4 External Dimension
- •13.5 Challenges and Prospects in the Relations between the Central Government and the Hong Kong Special Administrative Region
- •References
- •Contents
- •14.1 Honesty, Integrity, and Adherence to the Law
- •14.2 Accountability, Openness, and Political Neutrality
- •14.2.1 Accountability
- •14.2.2 Openness
- •14.2.3 Political Neutrality
- •14.3 Impartiality and Service to the Community
- •14.4 Conclusions
- •References
- •Contents
- •15.1 Introduction
- •15.2 Brief Overview of Performance Management in Hong Kong
- •15.3.1 Measuring and Assessing Performance
- •15.3.2 Adoption of Performance Pledges
- •15.3.3 Linking Budget to Performance
- •15.3.4 Relating Rewards to Performance
- •15.4 Assessment of Outcomes of Performance Management Reforms
- •15.4.1 Are Departments Properly Measuring their Performance?
- •15.4.2 Are Budget Decisions Based on Performance Results?
- •15.4.5 Overall Evaluation
- •15.5 Measurability of Performance
- •15.6 Ownership of, and Responsibility for, Performance
- •15.7 The Politics of Performance
- •15.8 Conclusion
- •References
- •Contents
- •16.1 Introduction
- •16.2 Structure of the Public Sector
- •16.2.1 Core Government
- •16.2.2 Hybrid Agencies
- •16.2.4 Private Businesses that Deliver Public Services
- •16.3 Administrative Values
- •16.4 Politicians and Bureaucrats
- •16.5 Management Tools and their Reform
- •16.5.1 Selection
- •16.5.2 Performance Management
- •16.5.3 Compensation
- •16.6 Conclusion
- •References
- •Contents
- •17.1 Introduction
- •17.2 The Philippines: A Brief Background
- •17.4 Philippine Bureaucracy during the Spanish Colonial Regime
- •17.6 American Colonial Regime and the Philippine Commonwealth
- •17.8 Independence Period and the Establishment of the Institute of Public Administration
- •17.9 Administrative Values in the Philippines
- •17.11 Conclusions
- •References
- •Contents
- •18.1 Introduction
- •18.2 Toward a Genuine Local Autonomy and Decentralization in the Philippines
- •18.2.1 Evolution of Local Autonomy
- •18.2.2 Government Structure and the Local Government System
- •18.2.3 Devolution under the Local Government Code of 1991
- •18.2.4 Local Government Finance
- •18.2.5 Local Government Bureaucracy and Personnel
- •18.3 Review of the Local Government Code of 1991 and its Implementation
- •18.3.1 Gains and Successes of Decentralization
- •18.3.2 Assessing the Impact of Decentralization
- •18.3.2.1 Overall Policy Design
- •18.3.2.2 Administrative and Political Issues
- •18.3.2.2.1 Central and Sub-National Role in Devolution
- •18.3.2.2.3 High Budget for Personnel at the Local Level
- •18.3.2.2.4 Political Capture by the Elite
- •18.3.2.3 Fiscal Decentralization Issues
- •18.3.2.3.1 Macroeconomic Stability
- •18.3.2.3.2 Policy Design Issues of the Internal Revenue Allotment
- •18.3.2.3.4 Disruptive Effect of the Creation of New Local Government Units
- •18.3.2.3.5 Disparate Planning, Unhealthy Competition, and Corruption
- •18.4 Local Governance Reforms, Capacity Building, and Research Agenda
- •18.4.1 Financial Resources and Reforming the Internal Revenue Allotment
- •18.4.3 Government Functions and Powers
- •18.4.6 Local Government Performance Measurement
- •18.4.7 Capacity Building
- •18.4.8 People Participation
- •18.4.9 Political Concerns
- •18.4.10 Federalism
- •18.5 Conclusions and the Way Forward
- •References
- •Annexes
- •Contents
- •19.1 Introduction
- •19.2 Control
- •19.2.1 Laws that Break Up the Alignment of Forces to Minimize State Capture
- •19.2.2 Executive Measures that Optimize Deterrence
- •19.2.3 Initiatives that Close Regulatory Gaps
- •19.2.4 Collateral Measures on Electoral Reform
- •19.3 Guidance
- •19.3.1 Leadership that Casts a Wide Net over Corrupt Acts
- •19.3.2 Limiting Monopoly and Discretion to Constrain Abuse of Power
- •19.3.3 Participatory Appraisal that Increases Agency Resistance against Misconduct
- •19.3.4 Steps that Encourage Public Vigilance and the Growth of Civil Society Watchdogs
- •19.3.5 Decentralized Guidance that eases Log Jams in Centralized Decision Making
- •19.4 Management
- •19.5 Creating Virtuous Circles in Public Ethics and Accountability
- •19.6 Conclusion
- •References
- •Contents
- •20.1 Introduction
- •20.2 Problems and Challenges Facing Bureaucracy in the Philippines Today
- •20.3 Past Reform Initiatives of the Philippine Public Administrative System
- •20.4.1 Rebuilding Institutions and Improving Performance
- •20.4.1.1 Size and Effectiveness of the Bureaucracy
- •20.4.1.2 Privatization
- •20.4.1.3 Addressing Corruption
- •20.4.1.5 Improving Work Processes
- •20.4.2 Performance Management Initiatives for the New Millennium
- •20.4.2.1 Financial Management
- •20.4.2.2 New Government Accounting System
- •20.4.2.3 Public Expenditure Management
- •20.4.2.4 Procurement Reforms
- •20.4.3 Human Resource Management
- •20.4.3.1 Organizing for Performance
- •20.4.3.2 Performance Evaluation
- •20.4.3.3 Rationalizing the Bureaucracy
- •20.4.3.4 Public Sector Compensation
- •20.4.3.5 Quality Management Systems
- •20.4.3.6 Local Government Initiatives
- •20.5 Conclusion
- •References
- •Contents
- •21.1 Introduction
- •21.2 Country Development Context
- •21.3 Evolution and Current State of the Philippine Civil Service System
- •21.3.1 Beginnings of a Modern Civil Service
- •21.3.2 Inventory of Government Personnel
- •21.3.3 Recruitment and Selection
- •21.3.6 Training and Development
- •21.3.7 Incentive Structure in the Bureaucracy
- •21.3.8 Filipino Culture
- •21.3.9 Bureaucratic Values and Performance Culture
- •21.3.10 Grievance and Redress System
- •21.4 Development Performance of the Philippine Civil Service
- •21.5 Key Development Challenges
- •21.5.1 Corruption
- •21.6 Conclusion
- •References
- •Annexes
- •Contents
- •22.1 Introduction
- •22.2 History
- •22.3 Major Reform Measures since the Handover
- •22.4 Analysis of the Reform Roadmap
- •22.5 Conclusion
- •References
- •Contents
- •23.1 Decentralization, Autonomy, and Democracy
- •23.3.1 From Recession to Take Off
- •23.3.2 Politics of Growth
- •23.3.3 Government Inertia
- •23.4 Autonomy as Collective Identity
- •23.4.3 Social Group Dynamics
- •23.5 Conclusion
- •References
- •Contents
- •24.1 Introduction
- •24.2 Functions and Performance of the Commission Against Corruption of Macao
- •24.2.1 Functions
- •24.2.2 Guidelines on the Professional Ethics and Conduct of Public Servants
- •24.2.3 Performance
- •24.2.4 Structure
- •24.2.5 Personnel Establishment
- •24.3 New Challenges
- •24.3.1 The Case of Ao Man Long
- •24.3.2 Dilemma of Sunshine Law
- •24.4 Conclusion
- •References
- •Appendix A
- •Contents
- •25.1 Introduction
- •25.2 Theoretical Basis of the Reform
- •25.3 Historical Background
- •25.4 Problems in the Civil Service Culture
- •25.5 Systemic Problems
- •25.6 Performance Management Reform
- •25.6.1 Performance Pledges
- •25.6.2 Employee Performance Assessment
- •25.7 Results and Problems
- •25.7.1 Performance Pledge
- •25.7.2 Employee Performance Assessment
- •25.8 Conclusion and Future Development
- •References
- •Contents
- •26.1 Introduction
- •26.2 Civil Service System
- •26.2.1 Types of Civil Servants
- •26.2.2 Bureaucratic Structure
- •26.2.4 Personnel Management
- •26.4 Civil Service Reform
- •26.5 Conclusion
- •References
186 Public Administration in Southeast Asia
Malaysia’s competitiveness and resilience in meeting the challenges of the twenty-first century, especially the challenges of globalization. Key success factors of integrity in the plan include:
Readiness of individuals to change
Adequacy and efficacy of resources
Effective legal framework and independent judiciary
Cooperation between politics and administrative machinery
Conducive cultural environment
Effective communication
Continuous education
Sound policies and clear targets
The specific strategies are targeted at different groups, i.e., family institutions, community, civil society non-governmental organizations, socio-cultural institutions, religious institutions, and economic, political, and administration institutions. In each institution, objectives and strategies are put into action. Again, these strategies are reasonably broad based, as seen in Table 9.3, and the institutions that directly involve ethics and corruption issues are the economic, political, and administrative institutions. For instance, strategies of the “politics” institution include: (1) uphold the sovereignty and enhance the integrity and effectiveness of the parliament; (2) enhance the integrity of the electoral system; (3) enhance the image of politics by developing a healthy, democratic, and mature political culture integrity; (4) enhance the image and sense of responsibility of political parties and politicians; (5) continue with the social justice programs involving the members of Parliament/state assemblies and politicians on integrity as well as their roles and responsibilities; and (6) enhance transparency and close all avenues and opportunities for corruption, malpractices, and abuse of power.
Apparently, efforts at enhancing integrity and ethics have not been implemented effectively in an integrated manner nor have they been comprehensive and well coordinated with the necessary synergy and zest. For this reason, it is hoped that the NIP will serve the purpose of upholding best practices and not remain rhetoric, as the current situation seems to be.
9.5 Other Efforts
Recent revamping of several public service departments and the introduction of a key performance index in reforming government-linked companies (GLCs) is an excellent opportunity to accelerate this process of good governance involving integrity and ethics as a fundamental issue in Malaysian nation building. GLCs remain the primary provider of utility and infrastructure services, including electricity, telecommunications, postal, airlines, airports, public transportation, water and sewerage, as well as banking and finance. Reforms recently proposed in the GLCs are consolidating in the hope that removing GLCs from ministerial control and setting up special governance and oversights management will start the process. Such reforms will reinforce both achieving financial goals and improving the public service and strengthening regulatory institutions from postprivatization restructuring. By reforming the boards of GLCs, governance issues will be addressed and policy makers can clarify and quantify the costs of a national development agenda on a periodic basis not to mention opening up greater investment opportunities in the region.
The GLCs transformation is effected primarily through the establishment of internal transformation teams, instituting key performance indicators, improving performance
© 2011 by Taylor and Francis Group, LLC
Public Ethics and Corruption in Malaysia 187
management, increasing productivity through process and organization improvements, and divesting non-core unprofitable businesses and assets. The GLCs transformation program encompasses four phases spanning 10 years from mid 2004 until 2015. The transformation of GLCs is expected to generate benefits to at least fi ve stakeholders—customers, employees, suppliers, Bumiputra business community, and other private companies operating within the same industries. More efficient and competitive GLCs are expected to increase the level of competition thereby benefiting the entire economy. GLCs account for 7.2% of the total number of companies listed in Bursa Malaysia and 34.9% of market capitalization as of May 18, 2007. In terms of employment, GLCs employed 325,722 personnel or about 3% of the national workforce in 2006.
Table 9.3 Objectives and Strategies Outlined for Institutions in National Integrity Plan
Institution |
Objectives |
Strategies |
|
|
|
Family |
1. Family and individual |
1. Creating a resilient, strong, caring, and |
|
development based on |
happy family based on noble values |
|
integrity through the concept |
2. Building an environment within and |
|
of building a happy family |
around the family that ensures the |
|
2. Enhancement of integrity in the |
safety and well-being of family |
|
management of physical and |
members as well as protecting the |
|
spiritual health |
rights of children, women, and the |
|
3. Strengthening of moral values |
elderly |
|
3. Enhancing integrity through |
|
|
as the basis for the |
|
|
development of identity |
continuous learning and education |
|
|
|
Community |
1. Strengthening of good |
1. Inculcate noble values through |
|
neighborliness and community |
neighborliness and community |
|
values |
activities |
|
2. Strengthening of grass roots |
2. Establish networking between |
|
organizations and institutions |
community and other organizations |
|
in the community |
3. Strengthen patriotism and inter-ethnic |
|
|
|
|
3. Strengthening of patriotism and |
relations |
|
inter-ethnic unity as well as |
4. Enhance awareness on environmental |
|
awareness for environmental |
|
|
conservation |
|
|
protection |
|
|
|
|
Civil Society |
1. Enhancement of integrity of civil |
1. Strengthen commitment of NGOs |
NGOs |
society organizations (NGOs) |
toward integrity-enhancing efforts in all |
|
2. Enhancement of the role of |
fields |
|
|
|
|
NGOs in promoting integrity |
2. Strengthen tri-parties cooperation |
|
3. Greater cooperation between |
between NGOs, the government, and |
|
the private sector in integrity- |
|
|
NGOs, the government and the |
|
|
enhancing efforts |
|
|
private sector in enhancing |
|
|
|
|
|
integrity |
3. Ensure the non-partisan role of NGOs |
|
|
4. Strengthen NGOs as an essential |
|
|
component in the democratic system |
|
|
|
|
|
(continued) |
© 2011 by Taylor and Francis Group, LLC
188 Public Administration in Southeast Asia
Table 9.3 (continued) Objectives and Strategies Outlined for Institutions in National Integrity Plan
Institution |
Objectives |
Strategies |
|
|
|
Socio-cultural |
1. Developing individuals with |
1. Develop knowledgeable and skillful |
|
integrity within a socio-cultural |
individuals imbued with ethics, |
|
environment that upholds |
integrity, and accountability |
|
integrity |
2. Raise health standards, as well as the |
|
|
|
|
2. Enhancement of integrity in the |
levels of fitness, happiness, and |
|
management of matters |
productivity |
|
pertaining to health, as well as |
3. Promote the inculcation and practices |
|
physical and spiritual |
|
|
of noble values |
|
|
development |
|
|
4. Strengthen inter-ethnic unity and |
|
|
3. Strengthening of noble values, |
|
|
develop ‘Malaysian race’/Bangsa |
|
|
unity, and national identity |
Malaysia |
|
|
5. Promote a creative, innovative, and |
|
|
responsible culture through the |
|
|
dissemination of news and |
|
|
information |
|
|
|
Religious |
1. Promoting cooperation, |
1. Enhance cooperation, understanding, |
|
understanding, and mutual |
and mutual respect between |
|
respect among followers of |
followers of different religions |
|
different religions |
2. Enhance the appreciation and practices |
|
|
|
|
2. Upholding and practice of |
of noble values through religious |
|
noble religious values |
teachings |
|
3. Upholding and practice of |
3. Enhance character building of Muslims |
|
Islam as a religion of progress |
in accordance with Islamic teachings |
|
|
|
Economic |
1. Enhancing the integrity of the |
1. Strengthen corporate sector integrity |
|
corporate sector |
2. Promote and strengthen business |
|
|
|
|
2. Enhancing corporate social |
ethics |
|
responsibility and |
3. Strengthen cooperation among all |
|
accountability |
|
|
sectors through the concept of |
|
|
|
|
|
3. Widening and strengthening |
Malaysia Incorporated in promoting |
|
good business ethics |
integrity |
|
4. Strengthening the unity |
4. Strengthen cooperation between |
|
between the different ethnic |
corporations and trade unions |
|
groups and regions through |
5. Continue the social justice programs |
|
economic activities |
|
|
involving various ethnic groups and |
|
|
|
|
|
|
between regions |
|
|
|
Political |
1. Upholding the sanctity of the |
1. Uphold the sovereignty and enhance |
|
constitution and the country’s |
the integrity and effectiveness of |
|
political system |
Parliament |
|
2. Upholding the sovereignty and |
2. Enhance the integrity of the electoral |
|
integrity of Parliament as a |
system |
|
legislative body |
|
|
|
|
© 2011 by Taylor and Francis Group, LLC
Public Ethics and Corruption in Malaysia 189
Table 9.3 (continued) Objectives and Strategies Outlined for Institutions in National Integrity Plan
Institution |
Objectives |
Strategies |
|
|
|
|
3. Practice of politics based on |
3. Enhance the image of politics by |
|
integrity and the promotion of |
developing a healthy, democratic, |
|
a healthy, ethical, and |
and mature political culture integrity |
|
democratic political culture in |
4. Enhance the image and sense of |
|
accordance with our own |
|
|
responsibility of political parties and |
|
|
mould |
|
|
politicians |
|
|
|
|
|
4. Strengthening the principles of |
5. Enhance the committee and |
|
transparency, accountability, |
|
|
understanding of members of |
|
|
and good governance |
|
|
Parliament/State Assemblies and |
|
|
|
|
|
|
politicians on integrity as well as their |
|
|
roles and responsibilities |
|
|
6. Enhance transparency and close all |
|
|
avenues and opportunities for |
|
|
corruption, malpractices, and abuse |
|
|
of power |
|
|
|
Administrative |
1. Strengthening the principles of |
1. Strengthen the effectiveness of good |
|
transparency, accountability, |
governance |
|
and good governance |
2. Enhance the effectiveness of the |
|
|
|
|
2. Enhancing the integrity of the |
public delivery system |
|
public service machinery |
3. Conduct awareness campaigns to |
|
|
|
|
|
wipe out corruption, malpractices, |
|
|
and abuse of power; and enhance |
|
|
integrity |
|
|
4. Strengthen the administration of |
|
|
justice |
|
|
5. Strengthen human resource |
|
|
management |
|
|
|
Source: Adapted from National Integrity Plan, 2004.
9.6 Assessment and Recommendations
It remains a challenge for the government to root out corruption in upholding public ethics and public trust in the political system where the institutional capacity of relevant regulatory bodies can be further improved to ensure transparency, fairness, and accountability. This means that the adequacy of anti-corruption measures and the commitment of political leadership are arguably crucial as such negative corruptive practices will affect government performance. Notwithstanding the difficulties in completely eradicating administrative corruption in the country’s bureaucracy, the underlying scenario is that the nature of political trust has changed to a more distrustful nature and this is unlikely to change until evident improvement is made in order to limit their power and promote accountability, transparency, and good governance.
Institutional reforms are paramount to addressing prosecutions as not many investigated cases/individuals are prosecuted. Firstly, the position and power of the attorney general is not
© 2011 by Taylor and Francis Group, LLC