Nottingham University Business School, University of Nottingham Malaysia, Semenyih, Selangor, 43500, Malaysia.
Faculty of Management, Multimedia University, Cyberjaya, Selangor, 63100, Malaysia.
F1000Res. 2021 Oct 28;10:1094. doi: 10.12688/f1000research.73330.2. eCollection 2021.
In the country's shared prosperity vision, Malaysia aspires to uplift the bottom 40% household income group (B40) by addressing wealth and income disparities. By 2030, the nation seeks to eradicate poverty through the provision of employment opportunities and career progression plans. A grey area between the nation's aspirations and actions in practice can be observed because the goals have not been achieved despite numerous efforts aimed at the upliftment of the B40 group. The nation is still way behind its targeted outcomes despite various policies being implemented, which could be attributed to the mismatch between government policies and that of organisational practice. Thus, this study explores the rationale of strategic government intervention in managing B40 talent in the IR4.0 era. : A general qualitative inquiry method that used 11 semi-structured interviews was carried out with representatives of Malaysia's policy makers', training providers, and trainees. All Interview questions centred around measures, importance and outcomes of B40 youth training from a multi-stakeholder perspective. Data were thematically analysed in five stages using NVivo. Training, which includes IR4.0 era digital skills, is the key to uplifting the B40 youth to eradicate poverty. Proactive measures are imperative in the success of B40 youth training towards poverty eradication. This study contributes to the existing literature and helps practitioners by addressing the current gap in Malaysia's aspirations versus organisational practice. Stakeholders should formulate proactive strategies to ensure that the right trainees are matched with the right training providers and government policies. A linkage between government policies and industry requirements needs to be established as opposed to the present discontinuity. A structured training needs analysis should be applied through a collaboration between industries and governments. Then, B40 individuals commonly found in lower-level positions can be pooled into the career pathway towards a shift into M40.
在国家共同繁荣的愿景下，马来西亚希望通过解决财富和收入差距来提升底层 40%（B40）家庭的收入水平。到 2030 年，马来西亚将通过提供就业机会和职业发展计划来消除贫困。在国家的抱负和实践之间可以观察到一个灰色地带，因为尽管为提升 B40 群体做出了许多努力，但这些目标仍未实现。尽管实施了各种政策，国家仍远远落后于其目标结果，这可能是由于政府政策与组织实践之间不匹配。因此，本研究探讨了在 IR4.0 时代，政府战略性干预管理 B40 人才的基本原理。本研究采用一般定性探究方法，通过 11 次半结构化访谈，对马来西亚政策制定者、培训提供者和受训者的代表进行了调查。所有访谈问题都集中在多利益相关者视角下，围绕 B40 青年培训的措施、重要性和结果展开。研究数据采用 NVivo 软件进行主题分析，共分为五个阶段。在 IR4.0 时代，培训（包括数字技能）是提升 B40 青年、消除贫困的关键。对于 B40 青年培训的成功，积极主动的措施至关重要。本研究有助于填补马来西亚组织实践与期望之间的差距，为现有文献做出贡献，并为实践者提供帮助。利益相关者应制定积极主动的策略，以确保将合适的培训对象与合适的培训提供者和政府政策相匹配。需要在政府政策和行业要求之间建立联系，而不是现在的不连续性。应该通过行业和政府之间的合作，应用结构化的培训需求分析。然后，通常处于较低层次职位的 B40 个体可以被纳入职业发展途径，朝着 M40 的转变。
