The Effectiveness Of 5S Practices Towards OrganizationalPerformance: Studies In Federal And State Agencies In Sarawak

Audrey Anak PirosFaculty of Cognitive Sciences and Human Development

Universiti Malaysia Sarawak

ABSTRACTThis study was conducted to identify the effectiveness of 5S practices towardsorganizational performance in Federal and State agencies, particularly in Sarawak.Mixed method approach was adopted, in which data were obtained through thequantitative and qualitative methods. To be specific, explanatory case study wasapplied in order to help the researcher to examine the data obtained closely both at thesurface (quantitatively) and an in depth level (qualitatively) in order to explain the issueof 5S practices in both Federal and State agencies in Sarawak. For data obtainedthrough quantitative method, the research hypotheses of this study were analysed byusing Pearson Correlation test through “Statistical Package for Social Science (SPSS)”version 17.0. Results showed that the correlation between the implementation of 5Spractices with organizational performance were significant. On the other hand, thequalitative data of this study was obtained through semi-structured interview and wasanalysed by using content analysis technique. Findings from this study pointed out thatemployee involvement and top management’s role appeared to be significant elementsin driving the successful implementation of 5S program in both Federal and Stateagencies in Sarawak. In addition, findings from this study also indicated that most Stateoffices in Sarawak were serious in exercising 5S practices at the workplace compared toFederal offices in Sarawak. The consistency of most findings with past studies andrelated theories or quality models showed that 5S practices did play an effective role ininfluencing the organizational performance in both State and Federal offices inSarawak.

Background of the StudyToday, we are without doubt, in the midst of the Quality Movementrevolution and this phenomenon has been seen to affect every type ofbusiness, enterprise, organization and person. Goetsch and Davis (2010, p.6)have outlined that in any competitive marketplace, continuous cost reductionand quality improvement issues are essential if the organization is to stay

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on the operation. Research done by Abdullah and Rosli (2011) haveidentified that due to the strong competitive pressure from the globalmarket place, this have forced most of the Malaysian organizations todevelop and apply most of the quality management approaches in order tooffer higher quality products and services as a way to attract and keep theircustomers. This means that in order to be a competitor in the globalmarket, an organization must study the leading examples of quality.

One of the quality tools that is applied by most of the organizationsnowadays is 5S, where it is also associated with other key quality tools forinstance Kaizen, Continuous Improvement, Six Sigma and Just-in-Time (JIT)(Wakhlu, 2007, p.140). Most of the organizations have started the applicationof 5S in the clerical, warehouse area, service and maintenance (Hirata, 2001)and then advance to the production lines. In Malaysia, the Standards andIndustrial Research Institute of Malaysia or SIRIM has played an effectiverole to encourage the utilization of 5S concept among Malaysian industries(Ho et al., 1995). In relation to that, most local government agencies inMalaysia have introduced and implemented 5S to simply clean up their workareas and improve organizational productivity (Mohd Nizam et al., 2010) aswell as a tool in improving housekeeping, environmental performance, aswell as safety standards in a systematic way (Fotopoulos & Psomas, 2010).

Subsequently, it has been revealed that the effectiveness implementation of5S will normally affect the organizational performance as a whole. Theempirical analysis that was conducted by Salaheldin (2009) has demonstratedseveral key findings, where he revealed that there was a substantial positiveeffect on the successful implementation of quality programs towards bothoperational and financial performance. This shows that 5S practices have asignificant contribution to the effectiveness and efficiency of theorganizational performance. For example, several operating companies inTurkey and Brazil have successfully improved their quality product as wellas increasing their organizational effectiveness using 5S (Demirbag, Tatoglu,Tetinkus & Zaim, 2006).

This study will focus on identifying the effectiveness of 5S practices towardsthe department s financial and operational performance in Federal and State’agencies in Sarawak. It has been noted that the implementation of 5Spractices in every government agency in Malaysia, particularly in Sarawak,has been part of the government policy, as most of the government agenciesin Sarawak has successfully certified by Malaysia Productivity Council (MPC)(Borneo Post, 2012). As 5S activity is part of the government policy,Malaysian Administrative Modernisation and Management Planning Unit(MAMPU) is hoping that most of Federal and State agencies in Sarawak willbe aware on the importance of exercising the 5S practices in theorganization work process. Datuk Normah, the Director of MAMPU (MAMPUReport, 2010), pointed out the fact that government organization thatexercising 5S will increase in their productivity through a high level of workperformance and environment.

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Therefore, it can be concluded that 5S system can be categorized as acrucial TQM tool, where it can be used as a key strategy for maintainingcompetitive advantage and also as a way of managing organizations toimprove its overall effectiveness and performance towards achieving world-class status.

Problem StatementIn order to maintain the organization s excellent performance and to be’more competitive, most organizations are looking to find ways to reducecost, improve quality and increase productivity. It has been realized that the5S practices is a good starting point for all improvement efforts aiming todrive out waste from the manufacturing process, and ultimately improve acompany s bottom line by improving products and services, and lowering’cost (Hirata, 2001).

Hence, it is not shocking when some organizations in Malaysia still failed intheir attempts to implement and sustain 5S system while only very few localorganizations had sustained the implementation of 5S. This is because it hasbeen reported that most of the local federal and state agencies in Malaysiadid not have the initiatives to implement any quality movement programs asthey were not convinced the practice would improve their delivery systemand reduce operation costs (MPC Report, 2012, as cited in Borneo Post,2012). Previous studies have found that many organizations and companieshave difficulties in implementing total quality activities and programs due toseveral reasons. For example, research done by Kuek (2010) in JabatanPengangkutan Jalan (JPJ) Kuching has revealed that the issue of pitfalls inimplementing 5S practices in JPJ Kuching is because of lack of support andinvolvement from the top management towards the importance of 5S. Thisshows an image of a disorganized organization s environment. As a result,’this often leads to service inefficiency, wrong perception by the customerand decrease in organizational productivity. Research conducted by Zulnaidi(2008) has also revealed on complaint by the Minister of Housing and LocalGovernment who made a statement that most Malaysian local governmentwas unable to deliver good service to the public. This report gave usindications that the current performance of the Malaysian local governmentis still poor and need to be improved.

Reviews on several previous studies on the capability and effectiveness of 5Sin delivering benefits towards the organizational performance discovered thatmost of the research works are conducted by using both qualitative andquantitative methods, independently. However, only very few of them, ifany, have conducted their studies using mixed-method in order to have anin-depth view and analysis regarding the effectiveness of 5S towardsorganizational performance. Furthermore, it has been determined that mostprevious studies only look into the significant effect of 5S practices,specifically towards one organization only. Nevertheless, very few of pastworks have made simple comparison on government agencies. In relation tothis, the researcher actually aim to identify which government agencies(both Federal and State agencies) in Sarawak is really serious in exercising5S practices in their organization, as well as to explore how the

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effectiveness in the implementation of 5S can actually contribute to thesuccess of the organizational performance.

Research ObjectivesThe objectives of this study are:

1. To identify employee involvement and top management s role in the’implementation of 5S practices towards organizational performance inFederal and State agencies.

2. To identify the effectiveness in the implementation of 5S practices inFederal and State agencies towards the department s productivity.’

3. To identify the effectiveness in the implementation of 5S practices inFederal and State agencies towards the department s service delivery’efficiency.

4. To identify the effectiveness in the implementation of 5S practices inFederal and State agencies towards the department s safety work’environment.

5. To identify the effectiveness in the implementation of 5S practices inFederal and State agencies towards the department s customer focus’policy.

6. To identify the effectiveness in the implementation of 5S practices inFederal and State agencies towards the department s financial’performance.

7. To identify the effectiveness in the implementation of 5S practicesbetween Federal and State agencies in Sarawak.

Research QuestionsAs this study is conducted through mixed method approach, the researchquestions of this study are divided into quantitative research questions andqualitative research questions. Therefore, this research paper is aimed toanswer the following research questions:

Quantitative method1. Is there any significant relationship between employee involvement

and top management role in the implementation of 5S practicestowards organizational performance?

2. Is there any significant relationship between effectiveness in theimplementation of 5S practices towards the department s productivity?’

3. Is there any significant relationship between effectiveness in theimplementation of 5S practices towards the department s service’delivery efficiency?

4. Is there any significant relationship between effectiveness in theimplementation of 5S practices towards the department s safety work’environment?

5. Is there any significant relationship between effectiveness in theimplementation of 5S practices towards the department s customer’focus policy?

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6. Is there any significant relationship between effectiveness in theimplementation of 5S practices towards the department s financial’performance?

Qualitative method1. How does employee involvement and top management role in the

implementation of 5S practices can give impact towards organizationalperformance?

2. How does the effectiveness implementation of 5S practices leadtowards the improvement of the department s productivity?’

3. How does the effectiveness in the implementation of 5S practicesleads toward the improvement of the department s service delivery’efficiency?

4. How does the effectiveness in the implementation of 5S practices leadtowards the improvement of the department s safety work’environment?

5. How does the effectiveness in the implementation of 5S practices leadtowards the improvement of the department s customer focus policy?’

6. How does the effectiveness in the implementation of 5S practices inthe organization lead towards the improvement department s’financial performance?

7. Which government agencies in Sarawak have implemented 5Spractices more effectively?

Research HypothesisThe research hypotheses of this study are as follows:

Ha1: There is a significant relationship between employee involvementand top management role in the implementation of 5Spractices towards organizational performance.

Ha2: There is a significant relationship between the effectiveness inthe implementation of 5S practices towards the department s’productivity.

Ha3: There is a significant relationship between the effectiveness inthe implementation of 5S practices towards the department s’service delivery efficiency.

Ha4: There is a significant relationship between the effectiveness inthe implementation of 5S practices towards thedepartment s safety work ’ environment.

Ha5: There is a significant relationship between the effectiveness inthe implementation of 5S practices towards the department s’customer focus policy.

Ha6: There is a significant relationship between the effectiveness inthe implementation of 5S practices towards the department s’financial performance.

Conceptual Framework

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Independent Variable Dependent Variable

(Source: Vijande & Gonzalez, 2007)

Figure 1.1: The Effectiveness Implementation of 5S Practices towardsOrganizational Performance

The conceptual framework in Figure 1.1 above shows that employeeinvolvement and the top management s role in the organization does play’vital roles in contributing to the effectiveness in the implementation of 5Spractices (independent variable) towards the organizational performance(dependent variable). It is expected that both independent (theimplementation of 5S) and dependent (organizational performance) variablesare dependent on each other. In addition, from this conceptual framework,the researcher wanted to identify how the effectiveness implementation of5S practices (which were influenced by top management s role and’employee involvement) has a positive impact towards the department s’financial and operational performance in State and Federal offices inSarawak.

Significance of the StudyThis study is important to review and understand the effectiveness in theimplementation of 5S practices towards organizational performance infederal and state agencies in Sarawak. Although the significant effect of 5Spractices towards organizational performance has been addressed by manypast researchers and quality management scholars, but only very few ofthem, if any, have looked into the effectiveness of 5S practices betweenFederal and State agencies, particularly in the Malaysian context. Therefore,through the issue studied in this paper, it allows the researcher to be ableto significantly contribute towards enriching the boundary of the existingknowledge. This is because this study will help us to identify whichgovernment agencies in Sarawak that is really serious in exercising 5Spractices as part of their organization policy.

By integrating the research area of 5S practices and organizationalperformance, this study is able to significantly add value to anotherinterdisciplinary area, which is the combination between the total qualitymanagement practices and management approach. It is believed that theimplementation of any total quality movement in the organization willdirectly affect operational performance of the organization.

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OrganizationalPerformance

Operational Performance

Financial Performance

Implementation of5S Practices

Employee Involvement

Top ManagementRole

Findings from this research will significantly provide several positivecontributions to the studied organizations, which probably are the selectedFederal and State offices in Sarawak. Through this research, it may help theorganizations to actively implement and improved their current qualitymanagement policy and program, especially the 5S practices. In addition tothat, this study is seen to be significantly contributing to the field of HumanResource Development (HRD), such as safety and health at the workplaceand as well in training and development (T&D) issues. In terms of thesafety and health issue, it is believed that the implementation of 5S canprovide the organization with pleasant environment that can decrease thenumber of accident at the workplace. As for training and developmentscope, findings from this study will allow the government agencies inSarawak to continue to foster their employees awareness and support’towards the implementation of 5S practices. This can be done byencouraging the government servants to attend any training courses on totalquality movement awareness, in order to develop their knowledge on theimportance of implementing any quality tools, such as 5S practices, at theworkplace.

On top of that, another significance of this study is to contribute to theHuman Resource (HR) practitioners as well as the management team in thestudied organizations. The findings could be use by the HR practitioners asa mean to identify the needs of implementation 5S practices in anorganization. It is believed that the successful implementation of 5Spractices can contribute to high productivity and profitability of theorganizational performance (Tsikriktsis, 2007).

Limitations of the Study

The effectiveness in the implementation of 5S practices towardsorganizational performance as studied in this research paper has its ownscope and limitations. The issue studied in this paper is only confined tofocus on the effectiveness of 5S practices in the organization and not on theeffectiveness of other total quality management tools. Besides, although theresearcher intended to study the effectiveness of 5S towards organizationalperformance but the researcher has limited its scope to only study andidentify the effectiveness of 5S towards department s financial and’operational performance and not on the overall organizational performanceareas.

Another limitations or problems that cannot be avoided by the researcherthroughout the research are time constraint factor. Time constraint includesthe time for the researcher to collect the research data from therespondents as this research is conducted using a mixed-method approach.

Besides, as this research is conducted by using mixed-method approach, theresearcher have difficulty to obtained accurate answers and response(qualitative method) as desired by the researcher. This is because informantsare usually reluctant to share the information because of the gap betweenthe researcher and the informant. In addition, another problem in using

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quantitative method is where the researcher often have difficulty in gettingback the answered questionnaire in the desired quantity.

Definitions of TermsThe following terms are defined conceptually and operationally (in thefollowing order of sequence) in order to provide a clear understanding oftheir usage in this study.

a). 5SConceptually, 5S can be defined as one of the quality tools that is used toreduce waste and optimize productivity through maintaining an orderlyworkplace and using visual cues to achieve more consistent operationalresults (Janakiraman & Gopal, 2007, p. 140; Parrie, 2007; Gapp, Fisher &Kobayashi, 2008). In addition, some previous researchers have described 5Sas the acronym of five Japanese words which means housekeeping . The‘ ’concept of 5S stands for seiri (sorting out), seiton (neatness), seiso(cleanliness), seiketsu (standardization) and shitsuke (discipline) (Ho et al.,1995; Ho, 1997; Sui-Pheng and Khoo, 2001; as cited in Mohd. Nizam, NorKamaliana, Rosmaizura, Baba and Wan Hasrulnizzam, 2010; Parrie, 2007).

In line with those conceptual definitions, the researcher in this study hasdefined 5S practices is an effective technique to improve quality productsand services and also enhancing productivity of the firm s performance. ’

b). Organizational Performance

Organizational performance have been conceptually defined as a measure ofhow efficiently and effectively managers use available resources to satisfycustomers and achieve organizational goals (Jones & George, 2009, p.6;Keuning, 1998, p.11). In addition, Arumugam and Mojtahedzadeh (2011) andSalaheldin (2009) viewed that in certain cases, the firm s performance can’be measured based on their financial and operational performance.

The researcher in this study has defined organizational performance as away to measure how well the organization performs in maintaining theircompetitive advantages. In order to maintain their good performance, theorganization needs to manage their operational systems efficiently and alsobe able to use their financial expenses wisely in order to accomplish theirdesired goals.

b). (i).Operational Performance

Operational performance have been defined by Vijande and Gonzalez (2007)as firm's performance measured against standard or prescribed indicators ofeffectiveness, efficiency, and environmental responsibility such as, cycletime, productivity, waste reduction, and regulatory compliance.

On the other hand, the researcher in this study has operationally definedoperational performance as how well the company is managing theirinternal operation in terms of cost and waste reduction, improving the

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quality of products, improving flexibility, improving delivery performanceand as also in improving their productivity performance.

b). (ii).Financial PerformanceAccording to Boyle (2000), he viewed financial performance in a publicsector as a subjective measure of how wise and efficient a department usingthe yearly allocated money and also how well they are able to use theresources prudently.

In this study, the researcher has operationally defined financial performancein public sector by looking at the management of their financial expenses.Therefore, financial expenses for government offices agencies are actuallylooking into the measurement of the efficiency of their financial expenditureand cost-effective use of resources in such areas.

c). State AgenciesOperationally, the researcher has defined the term of State agencies in thispaper viewed as sectors that comprises the government operations that areestablished in Sarawak. State and local governments in Sarawak are engagedin activities that include education, building and maintenance of roads,provision of water, sewers, and health care.

d). Federal AgenciesFederal agencies has been operationally defined by the researcher as asystem of government in which powers and responsibilities are divided intonational levels to address national and regional needs.

Concept and Issues under Study(a)The concept of 5S The principle of 5S was developed in Japan by Takashi Osada in the early1980s and this principle has been commonly used among the Japanese firmsin order to enhance human capability and productivity (Kumar, Sudhahar &Dickson, 2007; Daud et al., 2006). This can be explained as a system toreduce waste and optimize productivity through maintaining an orderlyworkplace and using visual cues to achieve more consistent operationalresults (Janakiraman & Gopal, 2007, p. 140; Parrie, 2007; Gapp, Fisher &Kobayashi, 2008).

In line with this view, some other researchers defined the 5S principle as aquality practice which focused on a workplace organization and continuousimprovement system that lays the foundation for all other lean improvementactivities (Bain, 2010; Hirata, 2001). This is because the application of 5Stechniques could considerably raise the environmental performance inproduction line including housekeeping, health, safety and more (Titu,Oprean & Grecu, 2010).

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The 5S is the acronym of five Japanese words which means housekeeping .‘ ’Referring to Figure 2.1, the five 5 words in the concept of 5S stands forseiri (sorting out), seiton (neatness), seiso (cleanliness), seiketsu(standardization) and shitsuke (discipline) (Ho et al., 1995; Ho, 1997; Sui-Pheng and Khoo, 2001; as cited in Mohd. Nizam, Nor Kamaliana,Rosmaizura, Baba and Wan Hasrulnizzam, 2010; Parrie, 2007).

However, the initial development and successful implementation of 5Sconcept within the organizational culture is influenced by several of itscharacteristics. It has been identified that conducive cultural characteristics,such as employee involvement, management support and continuous focuselement, within organization have a greater effect to quality managementdevelopment and implementation (Fredendall, Robbins & Zu, 2006). Inaddition, organizations that are looking to implement 5S practices need tohave an organizational culture that considers learning fundamental for thesurvival of the organization (Pool, 2000; Nikolic & Nastasic, 2010).

(b). 5S SuccessThe successful implementation of 5S is typically very much depended on thecomplete developmental of 5S program. Earlier empirical studies in thequality management area that analyzed the successful 5S implementationwere conducted by Kaluarachchi (2009) and Hirata (2001). They have foundthat the critical factors for 5S implementation in most government andprivate organizations are influenced by management leadership, continuousimprovement system, measurement and feedback, improvement tools andtechniques, supplier quality assurance, human resource development,systems and processes, resources, education and training, and workenvironment and culture (Rafikul & Mohamad Reeduan, 2008).

On top of that, it is also indicated that the successful implementation of 5Spractices at the workplace was substantially correlated with the issue ofgaining quality certification, such as ISO certification. Study conducted byElfenbein, Fisman and McManus (2013) reported that having a qualitycertification can actually improved the consumer s perception towards the’organization s reputation and performance. Thus, this revealed that by’having a quality certification, this implied that the organization has beensuccessfully implemented the quality improvement program and as wellserious in continuously improving their internal operation (Chemmanur &Paeglis, 2004).

For this research paper, the researcher is very much interested to knowwhether the top management support as well as the employee involvementin the 5S program can really contribute to the sustaining and leveraging of5S practices and principle, which later influence the organizationalperformance as a whole (Fotopoulus & Psomas, 2010; Bain, 2010; Parrie,2007; Gapp, Fisher & Kobayashi, 2008).

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(b)(i). Employee InvolvementEffective organizations have employees who are committed and makecontributions to the organizational success. The successful implementationand adoption of 5S practices that was influenced by the employee awarenessand their active involvement within the organization has attractedconsiderable attention over recent years. Research conducted by Liyanage,Wijesinghe and Fosenka (2009) and Mendes (2012) outlined that theimplementation of 5S program requires awareness and commitment from allorganizational members across all departments and all management levels.In order to have a dedicated and committed employee towards theimplementation of 5S programs, the top management levels need to beproactive in introducing and promoting the importance of exercising 5Spractices among their subordinates (Goetsch & Davis, 2010, p.161; Fotopoulos& Psomas, 2010; Govindarajulu & Daily, 2004). This is because theimplementation of 5S practice is seen to become the agenda for a limitednumbers of employees because of their low awareness towards theimportance of having 5S system (Daud, Khairul, Zaidi & Wan Rosmanira,2006). Thus, in this scenario, it is believed that the level of awareness andthe active participation among the employees would bring positive effecttowards developing and implementation of 5S practices.

(b)(ii).Management SupportMost past studies have revealed that the successful transformation of anyquality movement programs within organization is solely dependent on therole of the top management. Commitment from top management is like aframework for environmental improvement. Research conducted byLiyanage, Wisenghe and Fosenka (n.d.) at several Sri Lankan s organizations’were pointed out that managers have to pay attention in developing certainfactors before the implementation of 5S in their organizations, as well asanother set of factors that needs to be emphasized to sustain theimplemented 5S, or even any other quality concept for a longer period oftime. This study was in line with research done by Khairur, Hayati andMohd.Shahriman (2010) on the effect of 5S in Higher Education Institutionin Selangor, where they have revealed that the top managementcommitment could influence the implementation of 5S activity. They addedthat commitment from the top management is very crucial because they arethe one who position the organization s direction. This study is supported’by statement from Holland and Light (1999, as cited in Tseng & McLean,2008), where they found out that top management members must be willingto allocate valuable organizational resources because the top managementcommitment to resources is vital to ensure project continuance and success.

Successful implementation of 5S requires a significant change in values,attitudes and roles of management levels of the organization. Theappropriate and complete development of 5S program is basically executedby top management members that eagerly support and facilitate their teams(Wakhlu, 2009, p. 101; Rafikul & Mohamad Reeduan, 2008). This is becausethe management s role in encouraging and supporting their employees is’critical to ensure successful implementation and ongoing application of the5S concept (Crosby, 1979).

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(c). 5S FailurePast studies have revealed that many organizations and companies havedifficulties in implementing total quality activities and programs. The issueof pitfalls in implementing total quality activities and programs, such as the5S programs are influenced by several factors. Hirata (2001) and Rahim et al.(2012) have reported that the reason behind the failure of 5S implementationis because 5S program often has been developed and implemented withoutproper plan and support structure, which later cannot served as amotivational and attitude change movement among the organizationalmembers. Furthermore, failure of 5S is also attributed to lack of peopleunderstanding towards the true objectives, target and personal role in the 5Sprogram (Bain, 2010; William, n.d.). Finally, the lack of supportive top andmiddle management members did also affect the successful implementationof 5S program and strategy.

On top of that, study done by Khairur, Hayati and Mohd Shahriman (2010)also revealed that some of the top managements in some organizations arevery reluctant to make decisions, especially when some of the oldequipments need to be discarded, some are very old unable to function andtake up more space. This is because top management believed that 5Sprogram is only for workers and they do not have to invest and participateactively in it (Rad, 2006; Salaheldin, 2007).Less attention from this topmanagement has lead to the development of 5S programs with vagueimprovement goals, unclear strategies and conflicting priorities among theirsubordinates (Daud, Khairul, Zaidi & Wan Rosmanira, 2006; Hirata 2001).

(d). Organizational PerformanceOrganizational performance can be defined as a measure of how efficientlyand effectively managers use available resources to satisfy customers andachieve organizational goals (Jones & George, 2009, p.6; Keuning, 1998, p.11).This is because organizations are commonly viewed as instruments ofpurpose, where it often can be seen as coordinated by intentions and goals(Khairur, Hayati & Mohd Shahriman, 2010) as they need to compete withone another and consciously seeking advantage in order to maintain goodranking performance.

As the organizational performance can be measured in terms ofeffectiveness and efficiency as mentioned before, therefore the wordefficiency can be defined as an access to the amount of resources that“ ”

the organization s use to achieve stated goals (Salaheldin, 2009). In contrast,’for organizational performance that is measure based on its effectiveness,this actually refers to the degree to which the organization has achieved oraccomplishes their desired goals (Daft, 2008, p.10). On the other hand,according to Richard et al. (2009), organizational performance encompassesthree specific areas of firm outcomes, which are:

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(a) Financial performance

(b) Product market performance

(c) Operational performance

However, in relation to the subject of the study in this paper, theresearcher is only interested to measure the effectiveness of 5S practicestowards the organizational performance based on two specific areas; i)financial performance and, ii) operational performance.

Generally, financial performance of an organization is often described as theresults of a firm's policies and operations in monetary terms. Measurementon financial performance is very important in every organization because itwill tell the managers how well the organization is performing financially(Daft, 2008, p. 462). However, the definition of firm s financial performance’for public sector and private sector is slightly different as private companiesare more focused on profits and return on investments.

As this study is intended to look on how well the effectiveness in theimplementation of 5S can actually influence the financial performance of thelocal government agencies, therefore the results of the organization s’financial performance for the government agency are basically not reflectedtowards the operating revenue that the firm s obtained. Hence, since the’government agencies are non-profit institutions, the financial performance ofthese agencies is normally measured by looking at their financial expenses.

The organization s financial expenses in the government agency can be’defined as how wise and prudent the organization manages their allocatedbudget and resources given to them (Boyle, 2000). In other words, financialexpenses of most government agencies are actually looking into themeasures of the efficiency of their financial expenditure and cost-effectiveuse of resources in such areas.

In linking the effectiveness implementation of 5S practices towards thegovernment s financial expenses, it is believed that well-developed and’successful implementation of 5S systems can help to minimizes waste, whichcan also lead to the improvement of the organization s cost savings’(Moriones & Diaz de Cerio, 2002).

On top of that, the improvement of operational performance is also beenlinked with the use of total quality management tools. Operationalperformance can be defined as a measure against standard or prescribedindicators of effectiveness, efficiency, and environmental responsibility suchas unit cost, quality, delivery, flexibility, and speed of new productintroduction (Ahmad & Schroeder, 2003; Gapp, Fisher & Kobayashi, 2008). Itis well known that 5S is a method and philosophy for organizing theworkplace. It is a foundation stone for all activities in support of operationalexcellence performance. Besides, it is believed that with well-developed

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operational plans, which includes the 5S systems, it can help the firm tospecify action steps towards achieving operational goal (Daft, 2008, p.215)which in turn is to improve productivity and its quality assurance (Daud etal., 2006).

In relation to the topic of this study, the researcher is interested to look onhow the implementation of 5S practices can influence the productivity,service delivery efficiency, safety work environment and customer focuspolicy of the government operational performance. Therefore, in order toenhance the firm s operational performance in the local government sector,’it is believed that the government s top management ability in effectively’managing any quality tools and methodology is very important (Norudin &Zalinawati, n.d.).

Theoretical Dicussions

(a). Maslow Hierarchy of Needs Theory

The idea of motivation has changed its understanding since Maslowdemonstrated that people are characterized by a diversity of needs. Theorganization which is tuned exclusively into adapting to the material needsof the employee requires thorough revision, as those material circumstancesare not the only ones in which the employees are interested (Montana &Charnov, 2008, p. 238; Daft, 2008, p.625). Maslow suggested that there arefive needs systems that account for most of our behavior and these fiveneeds system comprises psychological needs, safety needs, belongingnessneeds, esteem needs and self-actualization needs.

Figure 2.1: Maslow Hierarchy of Needs Pyramid

Based on Figure 2.1. above, Maslow as cited in Montana and Charnov (2008,p.239) stated that there is a natural trend in which individuals becomeaware of and therefore are motivated by each of these needs in ascendingorder. The fifth rank in the Maslow s Hierarchy of Needs in Figure 2.1’shows the psychological needs which is viewed as the very basic elementsthat contribute to the satisfaction of the employee. The safety rung in thepyramid reflects concern for safety and the third rung which represents thebelongingness needs, explains the normal human desire to be accepted and

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Self-Actualization

Esteem

Needs

Belongingness

Needs

Safety

Needs

Psychological

Needs

appreciated by others. The esteem needs in the pyramid explained factorsthat motivate a person to contribute his or her best to the efforts of thegroup in return for numerous forms of reward that recognition can assume.The final or the highest rung on the ladder stands for self-actualizationneeds, which explained the sense of satisfaction that an individualexperienced when he or she has obtained the greatest personal growth.

On top of that, the pyramid shape of Maslow s Hierarchy of Needs which is’depicted in Figure 2.1 also reflected the work context of the employeesatisfaction that has to be satisfied according to where they lie within thehierarchy. Once the person had satisfied with what they have achieved, theywill have the initiatives or progress to move to another higher level of needas a source of motivation.

In linking the theory that is made by Abraham Maslow to the issue beingstudied in this paper, it is noted that when the employee had satisfied ormet their needs, it will show the employee s positive attitudes that will’encourage their participation in the quality movement process. Thus, thesesatisfied and motivated employees will continue to work on mutualdevelopments and control and also improvement within the workplace byutilizing quality control techniques with all the members participating(Lawler III, Mohrman & Ledford, Jr., 1995, p.21).

(b).Expectancy TheoryExpectancy theory that was formulated by Victor Vroom in the 1960 s’(Montana & Charnov, 2008, p. 248), served as an approach that attempts toexplain behaviour in terms of an individual s goal and his or her’expectation of achieving these goals. This means that motivation is highwhen workers believe that high levels of effort lead to the attainment of thedesired outcomes.

Vroom s motivation theory makes a clear relation between motivation,’productivity and satisfaction (Montana & Charnov, 2008, p. 249). Refer toFigure 2.2, expectancy element as portrayed in the Expectancy Theory modelis about a person s perception about the extent to which effort will result’in certain level of performance. In this case, people are motivated to putforth a lot of effort on their jobs only if they think that their effort will payoff in high performance (Daft, 2008, p. 633). For the second major factors inthis theory, instrumentality is explained in determining whether successfulperformance will lead them to receive desired reward. This second factorexplained that an employee is motivated to perform at high level if theythink that they will be paid high or receives good recognition from theorganization (Jones & George, 2009, p.469). On the other hand, in order tomotivate the organizational members, managers need to determine whichoutcomes or rewards that have high valence for them. This situation refersto the third major factor in the theory, which is valence and it s actually’refers to the value of outcomes.

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Figure 2.2: Expectancy Theory Model(Source: Modified from Daft, 2008, p.633; Jones, George & Hill, 2009, p. 430)

This theory is very much related with the issue of the effectiveness in theimplementation of 5S in the organization. It is important for theorganization to recognize and understand the motivation factors that drivethe employee efforts to participate in the quality movement activity.According to Daft (2008, p. 622), employee motivation will affect productivityand part of a manager s job is to channel motivation toward the’accomplishment of organizational goals. In this study, the importantelements that drive the employee satisfaction and collective efforts inparticipating in 5S programs are their motivation to achieve the NPC andorganization s 5S objectives and have the desired outcomes that linked in’getting the quality certification from NPC. Furthermore, it is also noted thatthe effectiveness of an organization approaches on quality improvementpractices is highly dependent on its ability to manage the interrelationshipof individual within team and organizational needs and rewards (Hides, Irani& Sharp, 2000; Nelson, 2004).

(c). Leadership Theory

Different research studies have shown that leaders can make a significantdifference in the performance and efficiency of work teams andorganizations. In the context of quality management, leadership has beenidentified as part of the most important element in Total QualityManagement (TQM). This is because leadership theory provides guidanceand directions for the entire organization to successfully adopt andimplement any quality improvement program such as 5S, Six Sigma, Kaizen,Quality Control Circle (QCC) and etc. In addition to that, some current andprevious researchers have seen leaders as people managers, task managers,facilitators, inspirers, and information processors that lead the movement forquality (Hassan, Argia & Aziah, 2013; Fei & Rainey, 2003).

Besides, some researchers or scholars viewed and felt that another criticalrole that the leader in an organization plays in facilitating the qualitymovement activity is through an effective knowledge sharing towards itssubordinates (Ketvirtis, 2011; Farkas, 2003). In this sense, leaders are

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Expectancy ValenceInstrumentality

expected to define organizational strategy and mission, values and principlesthat will inspire the 5S oriented management practices.

Fei and Rainey (2003) in their previous study noted that most leaders inpublic sector organizations are able to demonstrate enthusiasm andoptimism, and emphasize commitment in sharing goal. In relations with theleadership responsibility as a critical contributor to the success factor ofTQM implementation, thus, it is believed that transformational type ofleadership (Lai, 2011; Fazli, 2011; Rui, Emerson, & Luis, 2010; Fei & Rainey,2003) is suitable for public sector organizations that actively exercise TQMpractices.

Transformational leadership can be described as a type of leadership stylethat changes and transforms individuals (Northouse, 2001, as cited in Hall,Johnson, Wysocki & Kepner, n.d.; Hassan, Argia & Aziah, 2013). In otherwords, transformational leadership can also be viewed as the ability ofleaders to get people to change, to improve, and to be led. This means thatthis type of leadership is able to make subordinates aware of theimportance of their jobs and performance to the organization (Jones &George, 2009, p. 513; Fei & Rainey, 2003). Furthermore, it is also identifiedthat an effective transformational leadership will result in performances thatexceed organizational expectations.

Previous studies have indicated that there is a significant relationshipbetween the influence of transformational leadership towards the successfulimplementation of TQM activities in an organization (West, Berman &Milakovich, 1998, as cited in Fei, 2002, p. 16; Aldaweesh, Karaghouli, &Gallear, 2012; Fazli, 2011; Hassan, Argia & Aziah, 2013). Fazli (2011) in hiswork has highlighted that the roles of transformational leaders in harnessingemployees commitment to TQM success through building trust, providing’inspiration and personal development. Furthermore, it is viewed thattransformational leadership could give positive impact towards qualitymanagement practices as top management or leaders will play the centralrole to motivate and guide their subordinates towards achieving theorganization s quality objectives (Mohammad & Rushami, 2012). Similarly,’Waldman (n.d., as cited in Rui, Emerson & Luis, 2010) also assumes thattransformational leadership has greater influence on TQM policies andpractices by drawing attention onto the importance of the transformationalleadership in continuing to transforms TQM practices into betterimprovement, which later can contribute to the successful performance ofthe public sector organizations.

In linking the theory of leadership with the issue of the implementation of5S practices in public sectors, it is important for top managements in theMalaysian government agencies to adopt a kind of transformationalleadership style because transformational leadership can generate positiveimpacts towards the implementation of 5S practices and also able to injecthigh motivation spirits among the employees to continue to be aware andactively participated in the 5S programs.

(d).Sociotechnical Systems (STS) Design TheorySocio-technical (STS) intervention can be viewed as including quality circles,total quality management, and self-directed work teams (Alireza, Yusof &

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Seyed Mohammad, 2011). In addition to that, according to Appelbaum (1997),this type of intervention has been among the most widely implementedcurrent organizational development (OD) interventions. This is becausesociotechnical system design theory is similar to structural changetechniques, but they typically emphasize the reorganization, empowermentand involvement of employee s work teams (Werner & DeSimone, 2009,’p.482; Kirkman, Lowe & Young, 1999). It is believed that there is a positiverelationship between the active participation of employee s work teams and’TQM, because these two elements can complement one another incontributing to organizational effectiveness (Lawler III, Mohrman & Ledford,Jr., 1995, p.78; Alireza, Yusof & Seyed Mohammad, 2011).

In linking this theory with the issue studied, it is crucial for management inthe public sector organizations to have a kind of intervention plan thatfocus on empowering the employees towards their responsibility in theirparticipation in the 5S practices. This is because the combination of totalquality and self-directed work teams in STS theory has been viewed as anintervention strategy that is strongly related to the improvement of anorganization s performance (Lawler III, Mohrman & Ledford, Jr., 1995, p.77).’

The Philosophy and Models of Total Quality Management (TQM) by Quality Gurus(a). Edward Deming’s PhilosophyThe TQM philosophy continued to emerge under Deming s guidance, for’which many regard him as the father of what is now known as TQM.Edwards Deming placed great importance and responsibility on management,for both individual and company levels. This is because Deming believedthat quality management should be pervasive and should not focus onmerely sorting good products from bad ones (Goetsch & Davis, 2010, p.5).According to Arumugam and Mojtahedzadeh (2011), Deming made asignificant contribution to Japan's later reputation for innovative high-qualityproducts and its economic power.

The PDCA (Plan, Do, Check and Action) cycle was developed by Deming tocoordinate most of the organization s continuous improvement, where this’cycle both emphasizes that any improvement activity must start with carefulplanning that can result in an effective action (Zulnaidi, 2008). Besides, thisquality cycle also place as a universal improvement methodology, whereDeming used this PDCA to constantly improve and reduce the differencebetween the requirements of the customers and the performance of theprocess (Zulnaidi, 2008).

Deming later introduced the 14 principles for management with the aim ofhelping people to understand and implement the necessary transformationthat need to done within the organization process and structure (Lorente,Dewhurst & Dale, n.d.; Zulnaidi, 2008). In addition, he also believed thatadoption of fourteen points was a signal that management intended to stayin business.

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Referring to the Deming s philosophy, we can say that the successful’implementation of any quality programs must start with a careful planningand received a considerable support and commitment across different levelwithin the organization. Therefore, the PDCA cycle approach and theDeming s 14 Points of Total Quality principles are related with the issues’studied in this paper.

Table 2.2: Deming’s 14 Management Principles

Deming’s 14 Points of Total Qualityi. Create constancy of purpose towards improvement of product and

serviceii. Adopt the new philosophy. We can no longer live with commonly

accepted levels of delay, mistakes and defective workmanshipiii. Cease dependence on mass inspection. Instead, require statistical

evidence that quality is built iniv. End the practice of awarding business on the basis of pricev. Find problems. It is management s job to work continually on the’

systemvi. Institute modern methods of training on the jobvii. Institute modern methods of supervision of production worker. The

responsibility of foremen must be changed from numbers to qualityviii. Drive out fear, so that everyone may work effectively for the companyix. Break down barriers between departmentsx. Eliminate numerical goals, posters and slogans for the workforce asking

for new levels of productivity without providing methodsxi. Eliminate work standards that prescribe numerical quotasxii. Remove barriers that stand between the hourly worker and their right to

pride of workmanshipxiii. Institute a vigorous program of education and retrainingxiv. Create a structure in top management that will push on the above

points every day

(Source: Adapted from Cohen, n.d.; Janakiraman & Gopal, 2007, p. 53)

For the PDCA cycle, it is actually aimed to coordinate most of theorganization s continuous improvement, where it is emphasized that any’improvement activity must start with careful planning that can result in aneffective action (Zulnaidi, 2008). In addition, the adoption of several criteriain the Deming s 14 Points of Total Quality principles can help in promoting’the appropriate, complete and continuous development of any Total Qualitymovement program encouraging full support from various levels of memberswithin the organization.

(b). Joseph M. Juran’s Philosophy

Besides Deming, Joseph M. Juran is also one of the popular Americanquality innovators and gurus. Most of his early works is directed at theexecutive level and field of quality management. His concerned on theimprovement of managerial operation later leads him to develop and

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introduce the Juran Trilogy for managing quality. Within this concept, thereare three main elements in managing quality, namely quality planning,quality control and quality improvement.

This trilogy concept emphasize on principle of good quality managementrequires quality actions to be planned out, improved and controlled. Qualityplanning's purpose is to provide operators with the ability to produce goodsand services that can meet customers' needs (Final Report for RMC, 2003).Next, in the quality planning stage, an organization must determine who thecustomers are and what they need, develop the product or service featuresthat meet customers' needs, develop processes which are able to deliverthose products and services, and transfer the plans to the operating forces.If quality planning is deficient, then chronic waste occurs (Nestorovic,Rodriguez, Kroh and Sebek, 2002)

Table 2.3: The Summary of Juran Trilogy of Quality

Juran TrilogyQuality Planning Quality Control Quality

Improvement Establish quality goals Identify who the customersare

Determine the needs of thecustomers

Develop product features that respond to customer needs

Develop processes that ableto produce the product features

Establish process controls; transfer the plan to the operating focus

Evaluate actual performance

Compare actual performance with quality goals

Act on the difference

Prove the need Establish the infrastructure

Identify the improvement projects

Establish project teams

Provide the teams with resource training and motivation to:

1. Diagnose the cause

2. Stimulate remedies

(Source: Nestorovic, Rodriguez, Kroh & Sebek, 2002)

Holding gains

Pareto Analysis

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QualityControl

QualityPlanning

QualityImprovement

Project-by-project

Figure 2.3: Juran Trilogy of Quality(Source: Janakiraman & Gopal, 2007, p. 52)

By referring to Figure 2.3, Juran believed that turning company goals usinghis trilogy concept into results or making results happen is done throughmanagerial processes. When an organization s goal is quality, they need’managerial processes that focus on quality. Besides, the Juran s trilogy also’helps to portray that most quality related problems were due tomanagement

and not because of the employees. Juran s Trilogy of Quality is very much’related with the issues being studies in this paper where he stressed thatthe role of the management is very important in executing the qualitymovement activity in an organization (Janakiraman & Gopal, 2007, p. 52). Inaddition, Juran also believed that motivated employees and high committedquality teamwork should be encouraged and led by top managementsupport.

(c). Ishikawa’s PhilosophyKaoru Ishikawa has promoted the concept of organization-wide qualitycontrol that called for continued customer service, where he stressed thatthis concept must be extend throughout the organization and should gainsupport from all levels of management (Pool, 2000; Janakiraman & Gopal,2007; p.54). He urged managers to resist becoming content with merelyimproving a product's quality, insisting that quality improvement can alwaysgo one step further.

Additionally, Ishikawa explored the concept of employee involvement inquality teams. Ishikawa refers this concept as a Quality Circles (QC)approach, where it is about the formation of quality team in organization.The formation of this team can help to execute the quality movementprocess and as well continuously contribute to the sustainability of theorganization performance over the long term (Isoeasy, 2006; Swinton 2004).In addition, Ishikawa also believed that all workers must be involved inquality improvement through teams to enhance the capability of individualworkers and improve work processes. All work must include both correctiveand preventive action to uncover and resolve problems downstream fromthe customer engagement point (Watson, 2004). This is the most costeffective way to operate. This statement is very much related to the researchtopic, where most of the effectiveness in the implementation of qualityprogram such as 5S is greatly influenced by employee involvement andawareness

Similar with his quality teacher, Deming, Ishikawa also came out with hisown quality model, which was called as Ishikawa s Fishbone diagram or’Cause-and-Effect diagram. The development of this diagram used to find andanalyze the root cause of problem (Swinton, 2004).

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Figure 2.4: Ishikawa’s Fishbone Diagram

The Ishikawa Diagram (Fishbone Diagram) as portrayed by Figure 2.4 aboveis the performance management tool for root and cause analysis. FishboneDiagram was named based on its fishlike shape. The head of the fishbonediagram is the problem that is being analyzed. The bones of fishbonediagram represent causes of the problem. Every cause within fishbonediagram can be further developed by its own causes.

This method is suitable to measure the effectiveness of 5S practices towardsorganization as studied in this paper. Zulnaidi (2008) viewed thatperformance management within Ishikawa s concept is the process of’measurement and management of business processes. With his cause andeffect diagram (Ishikawa s Fishbone Diagram) this management leader made’significant and specific advancements in quality improvement.

(d). Feigenbaum’s PhilosophyArmand Feigenbaum is the originator of Total Quality Control. He seesquality control as a business method rather than technically and believesthat quality has become the single most important force leading toorganizational success and growth (Watson, 2005). Feigenbaum s main focus’on quality management field is on the customer satisfaction (Zulnaidi, 2008).As a result, he has proposed and came out with one Total Quality Controltheory. This theory defined as quality control as an effective system forcoordinating the quality movement and improvement efforts across variousgroups in an organization (Zhang, 1997; Watson, 2005; Zulnaidi, 2008), thatcan help in contributing sustainability and growth of organizationalperformance.

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(e). Crosby’s PhilosophyPhilip Crosby is the American quality guru who introduced the concept ofZero Defect in the early 1970s. Crosby defined his Zero Defect concept‘ ’ ‘ ’

as getting things right at the first time as he is very concerned on the issueof prevention. In contrast with Juran philosophy, Crosby promoted thequality improvement as a continuous process and he believed that the keyto quality improvement is to inculcate understanding and strengtheningcommitment among managers (Raval, 2012; Janakiraman & Gopal, 2007,p.77). Crosby (1979) later has proposed 14 strategies which emphasizedprevention over detection and focused on changing corporate culture ratherthan on analytical or statistical tools (Zulnaidi, 2008).

Table 2.4: Crosby’s 14 Points of Quality Improvement

Crosby’s 14 Points1) Management Commitment2) Quality Improvement Team3) Quality Measurement4) Cost of Quality Evaluation5) Quality Awareness6) Establish an Ad Hoc Committee for Zero defect Programme7) Corrective Action

8) Supervisor Training9) Zero Defect Day10) Goal Setting11) Error Cause Removal12) Quality Council13) Do It Over again14) Recognition

(Source: Adapted from Crosby, 1979)

Referring to Table 2.4, Crosby believed that the effectiveness in theimplementation of any quality improvement process should include theresponsibility of top management, professionals and workers as well as forthe organization s members who were interested in transforming the’organization quality movement (Zulnaidi, 2008). This statement reflected theissues being studies in this paper where the researcher intended to see howthe effectiveness in the implementation of 5S practices within thegovernment agencies in Sarawak were actually influenced by themanagement commitment and active participation of the organizationmembers.

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Findings from Past StudiesThe Effectiveness of 5S Practices toward Organizational PerformanceOver the years, researchers have suggested many total quality tools andconcepts that have the potential to improve and sustain organizationalperformance. Past researchers and scholars, if not all, agree that TotalQuality Management (TQM) is always linked with the organizationalexcellence performance (Janakiraman & Gopal, 2007, p. 50; Vijande &Gonzalez, 2007; Prajogo & Sohal, 2004; Irani, Beskese & Love, 2004). It hasbeen gaining an increasing attention from researchers to explain andenhance the organizational performance in today s global competitive’environment.

In order to achieve organizational excellence, the members of theorganization s themselves need to be proactive and effectively apply the’total quality approach (Goetsch and Davis, 2010, p. 27) to theirorganizational structure and culture.

There are several published works about the effective implementation of 5Stowards the organizational performance. This can be proven where there areessentially several main reasons that explain why most organizationsnowadays implement the 5S systems (Quiros, Almaca & Justino, 2010;Khairur, Hayati & Mohd Shahriman, 2010; Arumugam & Mojtahedzadeh,2011; Elfenbein, Fisman & McManus, 2013). Among others are the followingreasons:

1) Improving the organization s image and reputation abroad’2) Increasing productivity and the organization's internal control and

existing systems of quality management that the company mayhave implemented.3) Increasing in the organizational quality service policies and productdelivery time. This is done through a reduction in the number of defectsand errors. 4) Assist the organization to implement standardization that helps an

organization achieve consistent output.

In addition, several researchers have agreed that 5S is a very powerful toolwhere they found that 5S is feasible to be implemented and incurred lessinvestment (Rose et al., 2011) in improving the organizational performanceson the aspects of economic opportunities and environmental sustainabilitythat include the benefits of quality, productivity, safety, cost, workplaceenvironment and waste reduction (Mohd Nizam et al., 2009; Ho, 2010; MohdNizam et al., 2010).

Research conducted by Daud et al., (2006) in one of the local authorityagencies in Malaysia reported that high productivity level of the servicequality in an organization very much influenced the effectiveness of 5Ssystem implementation. This is because the adoption of 5S systems into thestructure and culture of the organization can help in improving dailyoperation and shift start up times and reduces changeover time, which can

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lead to better customer satisfaction (Hirata, 2001; Bain, 2010; Mohd. Nizamet al., 2010). Consistent with this is the results revealed by Zulnaidi (2010)and Rosni (2011), where they viewed that 5S and any quality improvementtools could help an organization to improve the customer satisfaction andperceptions, which in turn will reduce the customer s complaints towards’service provided.

In addition to that, the effect of 5S can also be seen in other areas, whereit also provides the organization with pleasant environment and reduce thenumber of accidents and worker injuries (Rosni, 2011; Hirata, 2001; Bain,2010; Mohd. Nizam et al., 2010; Michalska & Szewieczek, 2007). Thus, it canbe said that the overall effect of 5S practices can actually directly affectoverall production costs through a reduction in company waste (Arumugam& Mojtahedzadeh, 2011; Mohd Nizam et al., 2010).

As noted, the implementation of 5S system is a good starting point for allimprovement efforts which aim to drive out waste and to improve theorganization s bottom line by improving products and services, and lowering’costs (Hirata, 2001; Rivera & Cox, 2008). Past study done by Quiros, Almaca& Justino (2010) revealed that it takes time for an organization to reap thebenefits from the 5S system and consistent implementation on the 5S systemis very crucial to achieve the desired benefits. This is because the successfulimplementation of 5S can contributes significantly not only to a betterfinancial performance, but also to the organization operational performance.

In addition to that, 5S practices have been viewed as one of themanagement approach in which the application of practices such asteamwork, internal customer relationship and supplier partnership will affectand involves a major cultural change in the organization (Rad, 2011).Subsequently, by implementing 5S practices into the organizational structureand culture, eventually productivity, efficiency and working spirit will bepromoted. It is not only useful to manage workplace physically but alsouseful to develop employee s attitude and discipline.’

Design of the StudyThe research was carried out by using mixed method research approach,where both qualitative and quantitative data collection techniques andanalysis procedures were used in this research design. According to Creed,Freeman, Robinson and Woodley (2004), mixed method research is anapproach that uses quantitative and qualitative data collection techniquesand analysis procedure either at the same time or one after the other butdoes not combine them. This implies that, by using this approach,quantitative data of the study are analyzed quantitatively and qualitative dataare analyzed qualitatively (Sauders, Lewis & Thornhill, 2009, p.153).

Mixed method research approach is chosen for this study because it allowsthe researcher to have better opportunities to answer the research questionsand to better evaluate the extent the research findings can be trusted andinferences made from them (Johnson, Onwuebuzie & Turner, 2007;Saunders, Lewis & Thornhill, 2009, p.154). This means that the findings from

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a primarily quantitative study can be better understood when complementedby a qualitative narrative account (Rusli & Hasbee, 2011, p. 134).

As this study is carried out by using mixed method approach, bothquantitative and qualitative methods are explained in this chapter. Forquantitative method, the researcher will distribute the questionnaire to theselected respondents. Quantitative method is where inferential statistics willbe used to analyze and determine the relationship between the independentvariable and dependent variable. Inferential statistics consists of two, whichare multivariate statistics and bivariate statistics. However, in this study,bivariate statistics is chosen because bivariate statistics is used to test thedirect effects model of framework, which normally to test the relationship ofindependent and dependent variables (Galiastao & Prinos, 2011). On theother hand, for qualitative method, the information is collected from aparticular sample through semi- structured interview. Through qualitativemethodology, it can help the researcher to have a deep understanding onhow things happen and those variables that are related in the study (Rusli &Hasbee, 2011, p.127).

In completing this research, a case study design is used as it allowed theresearcher to study a particular issue that is not thoroughly studied by pastresearchers, which is on the comparison of the 5S effectiveness towards theorganizational performance in local state and federal agencies. According toZaidah (2007), this type of research design will allow the researcher to“investigate contemporary real-life phenomenon through detailed contextual analysisof a limited number of events or conditions, and their relationships”. To be morespecific, as this study is conducted by using mixed method researchapproach, the researcher intended to use an explanatory case study.Explanatory case study will help the researcher to examine the data closelyboth at the surface and deep level in order to explain the research issue(Saunders, Lewis & Thornhill, 2009, p.146; Yin, 1984, as cited in Zaidah,2007).

Research Location, Population, Sample and Sampling Procedure(i). Research LocationThis research was done at the selected federal and state offices which arelocated in Kuching. A group of employees from every department within theselected organizations were chosen to be the respondents in this study.

(ii). Population, Sample and Sampling ProcedurePopulation and sample are very important in this study as it providescritical information or inputs that the researcher will used to makeinferences of the study. Population can be described as a complete set ofgroup of people that the researcher used in conducting their research(Yount, 2006). In this study, the population consists of a group of employeesin selected state and federal agencies in Sarawak. Nevertheless, to help theresearcher to conduct the study easier, the researcher can select samplefrom a defined target population that requires the construction of asampling frame. This process allows the researcher to define the target

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population without a need to worry about contamination of the listing withincorrect entries (Ross, n.d.).

There are two types of sampling procedures that are used in this study, asthis study is conducted using a mixed-method approach. For the quantitativemethod, the samples are drawn from the population by using simplerandom sampling technique. Simple random sampling is a probabilitysampling that enables the researcher to select the sample at random fromthe sampling frame. According to Rusli and Hasbee (2011, p.161), simplerandom sampling is best used when the researcher have an accurate andeasily accessible sampling frame that list the entire population. By usingsimple random sampling, each respondent from a group of employees(group of selected officials and clerical employees from State and Federalagencies in Sarawak), will have the same probability of being chosen at anystage during the sampling process in this study. Main advantages of usingsimple random sampling in this research is that it will enable theresearcher to select the sample without bias, where the sample selected canbe said to be representatives of the whole population. Furthermore, thistype of sampling procedure is also easy to understand and apply in researchactivities.

In getting an accurate number of samples under the simple randomtechnique, there is a suitable formula that was proposed by Luck, Taylorand Robin (1987) which is used to calculate and obtained the minimumsample size. In this case, the respondents will be selected randomly fromeach of the department within the organization. From a huge group of respondents population, only half of the population’will be taken to be the sample.

Thus, the formula to find the sample size is,

So = Z x (pq) / e ,² ²

Where,

So = Sample size, Z =confidence level, P = populationproportion, Q = 1-P,

E = degree of the accuracy in some of error in the population possibility.

Therefore, the minimum sample of respondent s from the big’population can be obtained after the above formula has been derived:

Where: S = minimum sample, So = sample size, N = Population

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S = __So__

(1+ So/N)

On the other hand, the researcher also selected purposive samplingtechnique in collecting the research data using the qualitative approach.Purposive sampling is a non-probability sampling technique that often usedwhen working with very small samples such as in case study research andalso to enable the researchers to reach the targeted sample quickly anddirectly (Saunders, Lewis & Thornhill, 2009, p.239). In this study, a smallersample is then purposively selected for the purpose of carrying out thequalitative approach of the study. This means that the researcher havechosen the purposive sampling technique as the researcher already havespecific predefined groups (group of selected superior and clerical staffsfrom both federal and state agencies) to be interviewed. This samplingtechnique will later help the researcher to answer all the research questionsand as well to meet the objectives of this study.

Prior to reach the targeted sample, the researcher has determined theselection criteria of the sample. There were three (3) officers and three (3)clericals (from both Federal and State agencies in Sarawak) who wereactively involved in 5S program were selected for the interview. Thiscriterion is chosen because this group of informant represents thoseemployees who have experience in the implementation of 5S practices attheir workplace.

Instrument of the StudyThe instrument used in this study is based on both qualitative andquantitative research approaches.

For quantitative method, questionnaire was sent out to the respondents byhand. The questionnaire was constructed by adapting and modifying severalprevious questionnaires that are very much related under the topic of study.In addition, every section within the questionnaire also needs to be qualifiedbased on the objectives of the study.

The questionnaire is divided into three sections, which are Section A,Section B and Section C. In Section B and Section C of the questionnaire, 5points Likert Scale was used. According to Bertram (2008), 5 points Likertscale is a non‐comparative scaling technique and are unidimensional (onlymeasure a single trait) in nature.

The researcher used 5 points Likert Scale to obtain the respondent s’preferences or degree of agreement with set of statements that isconstructed in the questionnaire. In this case, the respondents are asked toindicate their level of agreement with a given statement by way of anordinal scale. In addition, 5 points Likert Scale allows the respondents tohave wider choices of answer where the neutral option can be seen as aneasy option to take when a respondent is unsure on the statement that isconstructed in the questionnaire set. The questionnaire appeared asAppendix 2 of this study.

Table 3.1 shows the sample of Likert Scale that is used in the questionnaire

Table 3.1:

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Likert Scale

Score Responses1 Strongly Agree

2 Agree

3 Neutral

4 Disagree

5 Strongly Disagree

There are several advantages of using survey questionnaire in doing researchstudy. The advantages are:

1. Easy to compare the results or outcomes of the research betweenemployees in different department as the questions has beenstructured.

2. Respondents will not be influenced by the researcher.3. Easy to analyze the data collected as the data collected will be

analyzed using the Statistical Package for Social Sciences (SPSS). 4. The respondents are given more time in answering the

questionnaire.

Section A: Demographic Information Section A is basically related to the demographic characteristics, which

refer to the background of the respondents. There are six itemsincluded in this section, which are the respondent s age, length of’service, gender, race, marital status, and respondents department. ’

Section B: Implementation of 5S This section consists of twelve questions which are for the purpose of

measuring the successful implementation of 5S practices which wasinfluenced by several internal factors. The 5 points Likert Scale will beused in this section.

Section C: Effectiveness of 5S towards Organizational Performance This section aims to measure the effectiveness in the implementation

of 5S practices towards the organizational performance. This sectionconsists of two sub-sections which are looking on the 5S effectivenesstowards firm s financial performance and the effect of 5S on firm s’ ’operational performance. Similar like other sections, 5 points LikertScale was used.

Table 3.2:Research Instruments (Questionnaire)Section Items References

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A Demographic: Respondent s age, ’length of service, race, marital status and department/unit.

Number of question: 6

Modified from Masdia (2009).

B

Implementation of 5S: Measuring the successful implementation of 5Swhich was influenced by several internal factors.

Number of question: 12

Modified and adapted from Rosni(2011); Vijande and Gonzalez (2007).

C

5S Effectiveness towards Organizational Performance: Measuring the effectiveness of 5S implementation towards the organizational performance. This section is divided into firm s ’operational performance and firm s’financial performance.

Number of question: 15

Modified and adapted from Zulnaidi (2008); Fotopoulus and Psomas (2010).

For the qualitative part, semi-structured interview guide was used to collectthe data from the informant regarding the effectiveness in theimplementation of 5S in the State and Federal agencies in Sarawak. Semi-structured interview is used for this study because this technique will enablethe researcher freedom to exercise his or her own initiative in following upan interviewee s answer to question (Rusli & Hasbee, 2011, p. 144). This is’done in order to avoid biasness amongst the interviewees answers’(Golafshani, 2003).

The researcher constructed the interview questions based on thequestionnaire and also by referring to the literature review. On top of that,every section in the interview guides are arranged according to the researchobjectives. The interview questions are divided into several sectionsaccording to the objectives of the study. The interview guides appearedappendix 3 of this study.

Section A – Initial Question This type of question enables the interviewee to be ready to beinterviewed and the question may start with “How are you today?” Withinthis section, demographic questions are also included. Demographicquestion asked to the informants in order to get their informationbackground. Example of demographic question includes “What is your currentposition and which unit are you currently attached with?”.

Section B – Open Question The use of open question is designed to encourage the interviewee toprovide an extensive and developmental answer. An open question is likely

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to start with the following words: what , how or why . Some examples‘ ’ ‘ ’ ‘ ’of the open questions include “What do you understand about 5S?” or “Whydid the organization introduce and implement 5S practices?”.

Section C – Main Question This section is similar to main question section. This section is usedto explore responses that are significance to the research topic. Thequestions asked intend to answer the research objectives.

Section D – Closing Question This section consists of questions that wrapped up the interviewsession. This section is also used by the interviewer to obtain opinion andsuggestion regarding the research topic.

Pilot StudyA pilot study can be referred as a small experiment designed to test logisticsand gather information prior to a larger study in order to improve thelatter s quality and efficiency (Altman ’ et al., 2006; Woken, 2002).

For the quantitative part, the purpose of having pilot test is to ensure thatthe expectations of the researcher in terms of the information that will beobtained from the questionnaire are met (Aaker & Day, 1995, as cited inRusli & Hasbee, 2011, p.141). In addition, piloting on the questionnaire willalso help the researcher to identify the reliability of the measurement scaleused in the study before doing the actual study and as well to measure thevalidity of the data or scores. According Foster and Cone (2006), validity ofscores is the extent to which scores on a measure relate to scores on othermeasure.

In this research, pilot test was conducted after the survey questionnaire hasbeen approved by the supervisor. The questionnaire that has been developedwas verified in terms of the language or sentences used, its appropriatenessand the suitability of the questions. In other words, the questions should beformulated in polite and soft language (Ghauri et al., 1995, as cited in Rusli& Hasbee, 2011, p 137). In addition, the questionnaire was formulatedbilingually. It is believed that translation can iron out errors and distortions(Rusli & Hasbee, 2011, p.141).

In order to run the pilot study, the researcher has distributed for about 60sets of questionnaire and only managed to collect back 40 sets ofquestionnaire. This means that for about 40 respondents has been involvedin determining the reliability of the questionnaire in this study. The pilotstudy was conducted in one of the state agency that was located in Serian.

Based on the Cronbach s Alpha values portrayed in Table 3.3 above, it can’be said that three subsections in the questionnaire have exceeded the valueof 0.7. This indicates that these subsections (top management involvement

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and support towards 5S, 5S effectiveness towards department s operational’performance and 5S effectiveness towards department s financial’performance) have reached the standard of reliability and all questionsconstructed within these subsections are considered as reliable. However,there is only one subsection (employee awareness and involvement in theimplementation of 5S practices at workplace) has the value less than 0.7,which is 0.507. This indicates that most of questions constructed under thissubsection are not really reliable because it does not exceed the standard ofalpha coefficient value. Therefore, several items under this subsection willbe removed in order to increase the reliability value of this subsection andwill slightly increase the overall reliability of the questionnaire.

Table 3.3 below shows the Cronbach Alpha value for pilot test.

Table 3.3:Cronbach’s Alpha Value

Sections ItemsCronbach’s Alpha

CoefficientValues

Section B: Implementation of 5S1. Employee Awareness and Involvement In The Implementation of 5S Practices At Workplace2. Top Management Involvement and Support Towards the Implementation of 5S Practices At Workplace

6

6

0.507

0.807

Section C: 5S Effectiveness TowardsOrganizational Performance1. 5S Effectiveness Towards Department s’

Operational Performance2. 5S Effectiveness Towards Department s’

Financial Performance

11

4

0.893

0.804

Overall 27 0.897

Pilot study is not only compulsory to be done on the quantitativeinstrument, but it also needs to be done on the qualitative part of thisstudy. The purpose of having pilot test or pre-test on the interviewquestions is to reveal deficiencies in the design of a proposed interviewquestions. Furthermore, this step can be addressed before the time andresources are expended on a large scale of the study (Saunders, Lewis &Thornhill, 2009, p.325).

Before running the pre-test, the researcher needs to refine the constructedquestions in the interview schedule by checking on the wording for everyitems of the interview questions. In that case, it is also important for theresearcher to check with the supervisor on the clarity and appropriatenessof the language used in the proposed interview questions. This is done inorder to avoid misinterpretation by the informants during the interviewprocess.

32

After the interview guidelines has been verified and approved by thesupervisor, then only the researcher can run the pre-test. During this stage,the researcher will select one informant (the management level employee,either from federal or state agency) to be interviewed in order to test thesuitability and reliability of the interview questions.

Validity and ReliabilityAs this study is carried by using mixed method, the issue of reliability andthe validity of the data that are collected by using both qualitative andquantitative method are very crucial in order to maintain the richness of theresearch information.Reliability is the consistency of the measurement where the instruments isalways in the same way each time it is used under the same condition withthe same subjects or issue that is studied (Weinbach & Yegidis, 2006,p. 217;Rusli & Hasbee, 2011, p.223). It is noted that the measurement of subject issaid to be reliable if it can produce the similar results in similarcircumstances. On the other hand, according to Weinbach and Yegidis (2006)and Golafshani, (2003), validity refers to the degree to which a studyaccurately reflects or assesses the specific concept of the research area.

For the quantitative method the reliability and validity of the questionnairewas analyzed by using the Cronbach Apha technique from Statistical Packagefor Social Science (SPSS) Version 17.0. According to Yu (1979) and Santos(1999), they defined Cronbach Alpha is a measure of squared correlationbetween observed scores and true score. Cronbach's Alpha is also a measureof internal consistency and it is noted that a reliability alpha coefficient of0.70 or higher is considered acceptable in most social science researchsituations (Santos, 1999). The purpose is to ensure the items in the surveyquestionnaire are consistent in measuring the variables of the study(Sekaran, 2000).

On the other hand, for qualitative method, the interview process wasrecorded using the audio recorder and all the important answers were jotteddown. All the records were kept in a formal manner so that theinformation gathered is valid enough and the conclusion of the study can bemade. Saunders, Lewis and Thornhill (2009, p. 339) said that it is verycrucial to have a full record of the respondent s answer in the interview’session because this technique can serve as one of the means to controlbias and produce reliable data for analysis.

Another step to ensure the validity and the reliability of this qualitativemethod is by emailing or meeting again some of the informants to countercheck the data gained from the earlier interview session. This was done byshowing the informants the written transcript of the interview data in orderto clarify some of the interview answers found in the primary transcript.

Ethical Issue in Conducting ResearchResearch ethics is basically related to questions about how we formulate andclarify our research topics, design our research, collecting and analyzing

33

data, and in writing up our research findings (Saunders, Lewis & Thornhill,2009, p. 186).

As this research is conducted by using mixed method approach, the ethicsin collecting and gathering the quantitative information is also discussed.Consent to participate in research project is not a straightforward matter. Inorder to seek permission to conduct this study quantitatively in the targetedorganization, a letter of permission was obtained from the Faculty ofCognitive Sciences and Human Development (FCSHD), UNIMAS. The letter ofpermission appears in appendix 5.The consent letter was signed by the Coordinator of Postgraduate of FCSHDand then was sent out to the targeted organization. This has helped therespondents to have clear information about their rights and consequencesin giving the data. On top of that, the issue of honesty and integrity whencollecting the respondent s information quantitatively also need attention’from the researcher. In this case, the researcher has to respect therespondent s views and answer given in the questionnaire. In addition, the’confidentiality of the demographic information of the respondents also needsto be kept in an appropriate manner.

On the other hand, for the qualitative method, consent forms were given tothe selected informants. Consent forms were signed and endorsed by theinformants as to confirm their permission for the interview. Informantswere also informed of the assurance that the information given during theinterviews and outcomes will be kept in strictest confidence. The consentform appears in appendix 4.

Similar with the ethical issue in conducting the quantitative method, theissue of honesty and integrity is also crucial in ensuring the validity of thedata collected. In this case, the interviewer or the researcher needs torespect the informants views and response about anonymity on the’questions asked.

Data Collection Method and ProceduresThere are two types of data collection methods that were used in collectingdata for this study. The first data is known as the primary data and thesecond data is known as the secondary data. The primary data is a type ofmethod that was used by the researcher to collect and gather the data, suchas using the questionnaire and interview method. The secondary data is thedata that is basically from books, related journal or article.

For the quantitative part, the early stage that the researcher did was bysending out the consent letter by hand to several of the selected Federaland State agencies in Kuching. Once the researcher has received thepermission and feedback from the selected organization, the researcherstarted to distribute the survey questionnaire directly by hand to therespondents at the studied organization. In some other cases, the researcheralso gets access to distribute the survey questionnaire in the selectedorganization by acquiring assistance from other people who are working inthe selected organization to allocate the survey questionnaire. The distributedquestionnaires were collected a week after that. Then, the researcher has torecheck the number of the survey questionnaires that are submitted back toensure that the number of the survey questionnaires that were being sent

34

out to the respondents stay the same as the number of the surveyquestionnaires that were received from the respondents after they haveanswered them.

As this study is carried out by using the mixed method approach, part ofthe research data is collected through recording technique (as this studyinvolved the interview process). Similar with quantitative method, once thepermission was obtained from the top management of the selectedorganizations, then the interview session was scheduled according to theavailability of the informants. At the same time, the researcher has prepareda short and jargon-free summary of the interview session to be sent out tothe selected informants to inform them the overall content of the interviewand as well in preparing them with the session (Rusli & Hasbee, 2011, p.151). As the data will be collected through semi-structured interview, theinterview session was conducted in an informal and friendly situation. Thissituation has helped to increase warm relationship and trust between theinterviewer and the informants.

The interview session began by gaining access from the informants. It isbelieved that the way the researcher appears initially to the informants or tothe interviewees is very important because this factor will make theinterviewee more comfortable (Rusli & Hasbee, 2011, p.147; Saunders, Lewis& Thornhill, 2009, p. 327). Next, the informants were informed on what isexpected from their response at the initial stage of the interview session.For data collection, the information gathered from the informants wasrecorded based on the informant s answer. The informants answers were’ ’recorded by using an audio-recorder after the informants of the study wereagreeable to be recorded. This is because by audio-recording the interviewsession, the researcher was able to concentrate more fully and listenattentively to what is being said by the interviewee (Rusli & Hasbee, 2011,p.151).

Finally, before leaving, the researcher brought the informants to closure bywinding up the whole session and informed them that there was apossibility of the researcher to get back to them again if the interviewtranscript is unclear or vague.

Data Analysis TechniqueThe data analysis technique for mixed method approach involved severalprocesses and techniques.

For the quantitative method, the research data was screened and analyzedthrough descriptive statistics and inferential statistics by using the StatisticalPackage for Social Science (SPSS) version 17.0.

Before the quantitative data was analyzed to test its significance towards theresearch hypotheses, the data needs to be screened to ensure that the datahave been entered correctly. According to Coakes and Steed (2007, p. 29),data screening technique is useful in making sure that the distributions ofvariables that are to be used in analysis are normal. This is because ifvariable distributions deviate dramatically, this may affect the validity of theresults that are produced. The data screening technique involved the processof checking and screening the missing and outlier data. In addition, the data

35

screening technique is also known as part of the data cleaning process inthe quantitative method.

The probability of errors in data entry is common and therefore data fileswere carefully screened. To check if data have been entered correctly, thedata was screened using the frequencies or descriptive commands“ ” “ ”within the descriptive statistics method. The result of this technique shows aStatistics box on the SPSS output that tells the researcher whether there“ ”

was an out-of-range values occurs for each variable or whether there is anumber of missing values for each variable. The data screening resultindicated that there were no missing values appeared at each of thevariables. Thus, this implied that there was no number of losses of data orno biasness in the data.

On top of that, the researcher used the data screening technique to assessthe normality of the data collected (Coakes & Steed, 2007, p. 31). Thestandard Skewness and Kurtosis test were used to examine the normality,± ±linearlity and homoscediscity (Hair, Anderson, Tatham & Black, 1998). If allthe questions constructed in the questionnaire are exceed the minimumstandard by which Kurtosis value is less than 2 and Skewness value is less±than 1, this means that the question are normal.±Conversely, for the demographic data (as appeared in the Section A of thesurvey questionnaire), it was analyzed using the descriptive statistics.Descriptive statistics were used in this study to summarize and to makesome general observations about the data collected (Coakes & Steed, 2007,p.51).The overall demographic characteristics data of the respondents wereexplained in the form of percentages and frequencies.

In order to test the research hypotheses, the inferential statistics was usedto explain the whole population from a sample of data. In this study, theresearcher uses the Pearson Correlation test to determine whether there is asignificant relationship between two variables (Coakes & Steed, 2007, p.58).In identifying whether the research hypotheses tested using this techniquewas significant or not, the primarily concerned was with the significancelevel represented in the correlation column output. If the significant“ ”Sig. value is equal with p = 0.00 or less than 0.05 (p “ ” < 0.05), then the

researcher can conclude that the alternative research hypotheses in thisstudy are accepted or failed to be rejected.

Then again, to identify the strength of the relationship between the variablesin the study, Pearson Correlation coefficient was used. When using PearsonCorrelation in analyzing the data, the strength of the relationship wasidentified by looking to the value of r that is shown in the Pearson“ ”Correlation table. Normally, the sign of the correlation coefficient indicatesthe strength of relationship or the degree of association between twovariables. However, if there is no relationship, the correlation coefficientwill show the value of zero.

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Table 3.4 that was adapted from Muchinsky (1993) show the strength of therelationship between the independent and dependent variables

Table 3.4: Pearson Correlation Value

Value of “r” Strength of relationship betweenvariables

0.00-0.20 Very low or no relationship

0.20-0.40 Low relationship

0.40-0.60 Moderate relationship

0.60-0.80 High relationship

0.80-1.00 Very high relationship

(Source: Muchinsky, 1993)

On the other hand, Table 3.5 shows the summary of data technique analysisthat is used to analyze each of the research objectives in this study.

Table 3.5: Summary of Data Analysis Technique

Research Hypothesis Data Technique Analysis1. Demographic Variable Descriptive statistics

(Frequency and Percentage)

2. There is a significant relationship between top management supports in the implementation of 5S practices towards organizational performance.

Pearson Correlation

3. There is a significant relationship between employeeactive involvements in the effectiveness implementation of 5S practices towards organizational performance.

Pearson Correlation

3. There is a significant relationship between the effectiveness implementation of 5S practices towards the firm s productivity.’

Pearson Correlation

4. There is a significant relationship between the effectiveness implementation of 5S practices towards the firm s service delivery efficiency.’

Pearson Correlation

5. There is a significant relationship between the effectiveness implementation of 5S practices towards the firm s safety work environment.’

Pearson Correlation

6. There is a significant relationship between the effectiveness implementation of 5S practices towards the firm s customer focus policy.’

Pearson Correlation

7. There is a significant relationship between the effectiveness implementation of 5S practices towards the firm s financial performance. ’

Pearson Correlation

37

On the other hand, the analysis of the research data that was collectedqualitatively involved several phases. According to Miles and Huberman(1994; as cited in Rusli and Hasbee, 2011, p. 188), the analysis of qualitativedata are divided into data reduction, data display and drawing conclusionand verification.

Data reduction involved the process of selecting, focusing, simplifying,abstracting and transforming the transcribed data. The transcriptions of thedata need to be done first to allow the researcher to involve actively withthe gathered data (Saunders, Lewis & Thornhill, 2009, p. 485). Next, for datadisplay, the data was compressed and organized appropriately that helps theresearcher to draw research inferences. In this second stage, reorganizingand compressing the data will lead the researcher to search for key themesand patterns or relationships in rearranging the research data (Powell &Renner, 2003). The third element or stage in the qualitative analysis isdrawing conclusion and verification. Drawing conclusion process enables theresearcher to assess and analyzing the meaning of the data in order toidentify its implications on the research study. Nevertheless, for verificationprocess, it allows the researcher to revisit the data as many times asnecessary in order to verify the emergent of the conclusion.

However, prior to the data analysis process, the researcher needs totranscribe the interview data by using the qualitative content analysistechnique. According to Hsieh and Shannon (2005, p.1278) in Zhang andWildemuth (1997), qualitative content analysis can be defined as a systematicclassification process of coding and identifying themes or patterns throughthe subjective interpretation of the content of text data. In other words, itcan be said that it is part of data analysis technique that involved theextraction of interview data into the form of interview transcripts collectedfrom research participants that reflect experientially on the topic of study.

In addition, Hsieh and Shannon (2005) in Zhang and Wildemuth (1997) havediscussed that there are three approaches to qualitative content analysis,namely: i) conventional qualitative content analysis, ii) directed contentanalysis and iii) summative content analysis. All those three approaches aredesigned based on the degree of involvement of inductive reasoning.However, the researcher in this study uses summative content analysiswhich starts by manifesting the content and then extends the analysis toinclude latent meanings and themes. The goal of this approach is to explorethe usage of the words in an inductive manner.

There are several basic steps used by the researcher when developing andconducting quantitative content analysis research. In addition, a set ofsystematic and transparent procedures for processing data in the qualitativecontent analysis technique is needed to support the validity and thereliability inferences of the qualitative data (Miles & Huberman, 1994, ascited in Zhang & Wildemuth, 1997).

Before content analysis can begin, it needs to be preserved in a form thatcan be analyzed. This means that the recorded interviews data will betranscribed by the researcher into an interview transcript before the contentanalysis can begin. This process is referring to the first step in thequalitative content analysis technique, which is preparing the data. Next, theresearcher needs to define the unit of analysis, where the interviewtranscript has to be unitized before they can be coded. This step also

38

requires the researcher to systematically work through each transcript byassigning codes and these codes may be in the form of numbers or words,to specific characteristics within the text (Rusli & Hasbee, p.191, 2011).Defining the coding unit is one of the most fundamental and importantdecisions (Weber, 1990, as cited in Zhang & Wildemuth, 1997), where thedifferences in the unit decision can affect coding decisions as well as thecomparability of outcomes with other similar studies.

The third step in qualitative content analysis is to develop categories and acoding scheme. After the transcript has been coded, it will then be brokendown into manageable categories which include word and specificcharacteristic identified within the transcript. The coding process will helpthe researcher to come out with specific themes and patterns. Themes andcategories normally emerged from the data through the researcher s careful’examination and constant comparison. After developing the coding scheme,the coding will be tested through coding a sample of the research data. Thisis to identify the clarity and consistency of the coding scheme. If theresearcher experienced that the level of coding consistency is low, thecoding rules must be revised. Later, when sufficient consistency has beenachieved, the coding rules can be applied to the entire corpus of text. Atthis stage, the consistency and the clarity for coding of the whole corpus oftext also need to be rechecked by the researcher.

Finally, the next step in the qualitative content analysis technique is drawingconclusion from the coded data. This step is referring to drawing“conclusion and verification in the third stage of qualitative analysis data”process mentioned by Rusli and Hasbee (2011, p. 188). Drawing conclusioninvolves the process of making inferences and presenting the constructionsof meanings derived from the data. The easiest way to present the meaningof the data is by using the concept map. Concept map is used to interpretthe data and also to ensure better understanding of the findings.

Findings and DiscussionsData Screening ResultBefore the researcher further analyze the data, the researcher needs toscreen all the data in making sure that the data have been entered correctlyand that the distributions of variables that are to be used in analysis arenormal. The data will be screened by using the Frequencies or“ ”Descriptive commands in the Statistical Package of Social Science (SPSS)“ ”

software. The data screening technique is also known as part of the datacleaning process in the quantitative method, where it involved the processof checking and screening missing and outlier data. The standard Skewness±and Kurtosis test are used to examine the normality, linearlity and±homoscediscity (Hair, Anderson, Tatham & Black, 1998). In addition to that,this process will also enable the researcher to identify whether the questionswere normally distributed or not. The data screening test were done on 24questions that have been constructed in the survey questionnaire.

Items SkewnessValue(±1)

Kurtosis Value(±2)

UnivariateNormalityAssumption

Missing

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Implementation of 5SImplementation_of_5S1Implementation_of_5S2Implementation_of_5S3Implementation_of_5S4Implementation_of_5S5Implementation_of_5S6Implementation_of_5S7Implementation_of_5S8Implementation_of_5S9

-.797-.781-.74710.107-.754-.744-.360-.674-.490

.334

.334

.206133.369.228.498-.452.168-.053

NormalNormalNormal

AbnormalNormalNormalNormalNormalNormal

000000000

Effectiveness of 5S Towards Department’s Operational PerformanceEffectiveness_of_5S_towards_OP1Effectiveness_of_5S_towards_OP2Effectiveness_of_5S_towards_OP3Effectiveness_of_5S_towards_OP4Effectiveness_of_5S_towards_OP5Effectiveness_of_5S_towards_OP6Effectiveness_of_5S_towards_OP7Effectiveness_of_5S_towards_OP8Effectiveness_of_5S_towards_OP9Effectiveness_of_5S_towards_OP10Effectiveness_of_5S_towards_OP11

-.528-.461-.844-.814-.295-.345-.460-.697-.637-.344-.376

.386-.050.678.920-.432-.192-.302.223-.008-.058.105

NormalNormalNormalNormalNormalNormalNormalNormalNormalNormalNormal

00000000000

Effectiveness of 5S Towards Department’s Financial PerformanceEffectiveness_of_5S_towards_OP12Effectiveness_of_5S_towards_OP13Effectiveness_of_5S_towards_OP14Effectiveness_of_5S_towards_OP15

-.132-.335.269-.285

.111

.168-.026.334

NormalNormalNormalNormal

0000

Based on the result obtain, it is indicated that there are 23 questions out of24 questions that have normal distributions, while only 1 question that havethe non-normal distributions. This means that 23 questions out of 24questions had exceed the minimum standard by which Kurtosis value is less

40

than 2 and Skewness value is less than 1. The screened data result is± ±shown above.

Demographic Characteristics of RespondentsOver 300 sets of questionnaire were distributed to the respondents at two (2)of the Federal agencies in Sarawak and also to the respondents at anothertwo (2) State agencies in Sarawak. In this study, the researcher was able tocollect 230 sets of questionnaire and only 221 sets of questionnaire that havebeen fully answered by respondents from those four (4) governmentagencies, as mentioned earlier. The demographic background of therespondents in the questionnaire is analyzed using the descriptive statistics.

Table 4.2.1 until 4.2.7 showed the summary of the demographiccharacteristics of the respondents.

Table 4.2.1:Overall Frequencies for Demographic Characteristics of Respondents

Items Valid MissingGender 221 0

Age 221 0

Marital Status 221 0

Race 221 0

Length of Service 221 0

Department 221 0

Table 4.2.1 shows the overall frequencies for demographic variables in thequestionnaire. Referring to the data stated in the table, it indicated that allthe demographic variables are valid and there are no missing values in eachof the variable.

Table 4.2.2:Respondents’ Gender

Gender Frequency Percentage(%)

41

Male 114 51.6

Female 107 48.4

Total 221 100

Table 4.2.2 above portrayed that 51.6% (114 respondents) were malerespondents who have participated in the study and the rest were female,which accumulated for about 48.4% (107 respondents).

Table 4.2.3:Respondents’ Age

Age Frequency Percentage (%)Below 25 years 21 9.5

26-35 years 95 43.036-45 years 53 24.0

46 years and above 52 23.5Total 221 100.0

Referring to Table 4.2.3, it showed that most of the respondents whoanswered the questionnaire were around 26-35 years old, which represented43% (95 respondents). The second highest percentage of the respondentswhose age were 36-45 years and this group accumulated for about 24.0% (53respondents) and 23.5% from the overall percentage was represented byrespondents whose age were 46 years and above (52 respondents). Theminority group was those below 25 years and it accounted for only 9.5% (21respondents).

Table 4.2.4:Respondents’ Marital Status

Marital Status Frequency Percentage (%)Married 157 71.0Single 61 27.6Others 3 1.4Total 221 100.0

Based on Table 4.2.4, it indicated that most of the respondents whoparticipated in the study were married and this group accumulated for about71% (157 respondents) from the overall percentage. On the other hand,27.6% of the respondents are single (61 respondents) and others onlyrepresents 1.4% (3 respondents) from the overall percentages.

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Table 4.2.5:Respondents’ Race

Race Frequency Percentage (%)Malay 136 61.5Chinese 20 9.0Bidayuh 29 13.1Iban 25 11.3Others 11 5.0Total 221 100.0

Table 4.2.5 showed the frequency and percentage on the respondents race.’Based on the data portrayed in the table, it showed that most of therespondents are Malay, which represented 61.5% (136 respondents) andfollowed by Bidayuh which represented 13.1% (29 respondents). On the otherhand, only 11.3% (25 respondents) of the respondents participated in thisstudy were Iban, while Chinese only represented 9.0 % (20 respondents).Meanwhile, there were 5.0% of other races, which represents 5 respondents.

Table 4.2.6:Respondents’ Length of Service

Length of Service Frequency Percentage (%)Below 1 year 7 3.2

1-5 years 72 32.66-10 years 45 20.4

10 years and above 97 43.9Total 221 100.0

Table 4.2.6 showed the frequency and the percentage for the respondents’length of service. Majority of the respondents have worked in theorganization for about 10 years and above and it accounts for about 43.9%(97 respondents). The second highest percentage showed by employees whoworked for about 1-5 years and it represented 32.6% (72 respondents).Meanwhile, for employees whose work with the organization in between 6-10years, it only accounted for about 20.4% (45 respondents) and only 3.2% (7respondents) from the overall percentages were represented by respondentswhose length of service is below 1 year.

Table 4.2.7:Respondents’ Department

Department Frequency Percentage (%)JPJ 91 41.2JPN 43 19.5KPA 1 0.5SDC 47 21.3

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SST 39 17.6Total 221 100.0

* JPJ: Jabatan Pengangkutan Jalan Negeri Sarawak * SDC: Samarahan District Council* JPN: Jabatan Pendaftaran Negeri Sarawak * SST: Sarawak State Treasury Office* KPA: Kuching Port Authority

Referring to Table 4.2.7, it indicated that most of the respondents whoparticipated in the study were from JPJ, which accumulated for about 41.2%(91 respondents) and followed by respondents from SDC, which represents21.3% or 47 respondents. On the other hand, 19.5% or 43 respondents arefrom JPN and for about 17.6% (39 respondents) of respondents are fromSST. Meanwhile, only 1 respondent from KPA that participated in this studyand it only accounted for about 0.5% only.

Ha1: There is a significant relationship between employee involvement andtop management s role in the implementation of 5S practices towards’organizational performance.

Table 5.2.1.1:Relationship between the employee involvement and top management role in theimplementation of 5S practices towards organizational performance.

Variables r = .712**

p = .000Implementation of 5S

Organizational Performance

The result of Pearson Correlation in between the effectivenessimplementation of 5S with organizational performance shows that the test issignificant, where the correlation value, r = 0.712 and significant value, p =0.000 or p < 0.05. Thus, the first hypothesis (Ha1) which assuming thatthere is a significant relationship between the effectiveness implementationof 5S (the combination of employee involvement variable and topmanagement support variable) and organizational performance was accepted.

Objective 1: To identify employee involvement and top management s’role in the implementation of 5S practices towards organizationalperformance in Federal and State agencies.

Table 5.2.1.2:Employee Awareness towards 5S Practices

Question Findings InformantsDo the organization s members, across’all levels, know about the principle of5S?

Yes

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AllWhat are the factors that cause theorganization s members become more’aware on the importance of 5Spractices at workplace?

Training 1,3,4Department’sinitiatives

3,5

Practicallyinvolved

2,4,6

Table 5.2.1.3:Employee Involvement in the 5S Program at Workplace

Question Findings InformantsDoes the organization s members’fully involved and support the 5Sprogram? Yes

All

In your opinion, what are the factorsthat contribute to the employeecontinuous involvement in the 5Sprogram in this organization?

Top managementsupport

1,2,3,4

Department’sinitiatives

1,5

Recognition 1,2,3,5Passion 1,2,3

Facilitatorroles

1,2,5

Being force 6

Table 5.2.1.4:Top Management’s Role in 5S Activity

Question Findings InformantsHow does the managementplay their role in 5S activity(in terms of their supportand involvement)?

Committed andsupportive

All

Knowledgesharing

1,3,5

Assessing 5S 1,2,3,5

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progress

The discussions cover findings from both quantitative and qualitativemethod, as this study was conducted by using mixed method approaches.

The quantitative findings portrayed in Table 5.2.1.1 indicated that the firsthypothesis (Ha1) in this study was accepted. This means that the findingswere consistent with previous studies made by several researchers. Studiesconducted by Rafikul and Mohamad Reeduan (2008) and Kaluarachchi (2009)have found that the critical factors for 5S implementation in mostgovernment and private organizations were influenced by managementleadership, employee involvement, continuous improvement, education andtraining. This statement was supported by Fotopoulus and Psomas (2010),Bain (2010) and Parrie (2007), where they also agreed that the topmanagement support, as well as the employee involvement in the 5Sprogram could really contributed to the sustaining and leveraging of 5Spractices and principle, which later influenced the organizationalperformance as a whole.

In addition to that, the relevant theories that support the quantitativefindings for this research were the Expectancy Theory, Leadership Theoryand Sociotechnical (STS) Theory. In linking the Expectancy Theory that wasdeveloped by Victor Vroom with findings in Table 5.2.1.1, it is believed thatthe successful implementation of 5S was influenced by active involvement ofemployees across all levels because active employee participation is mainlyderived from their level of motivation. Past studies by Govindarajulu andDaily (2004) have identified that the

important elements that drive the employee involvement in any qualityprogram is by motivating the employee greater participation in the qualityimprovement efforts.

Besides highlighting on the employees motivation factor as found, the’quantitative findings was also supported by Leadership Theory, whichexplained on the role of the leaders in providing guidance and directionsfor the entire organization to successfully adopt and implement any qualityimprovement program. It was believed that the successful 5S implementationwas geared by the top management initiatives in introducing and promotingthe importance of 5S practices among their subordinates (Goetsch & Davis,2010, p.161; Fotopoulos & Psomas, 2010; Govindarajulu & Daily, 2004).

On top of that, findings portrayed in Table 5.2.1.1 are also supported bySociotechnical (STS) Theory. In linking this theory with the findings, it wascrucial for management in the public sector organizations to have a kind ofintervention plan that focus on empowering the employees towards theirresponsibility in their participation in the 5S practices. This was because thecombination of total quality and self-directed work teams in STS theory hasbeen viewed as an intervention strategy that was strongly related to theimprovement of an organization s performance (Lawler III, Mohrman &’Ledford, Jr., 1995, p.77).

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On the other hand, the qualitative findings portrayed in Table 5.2.1.2indicated factors that contribute to employee awareness towards 5S practices.Factors such as training and department s initiatives as stated by informants’were consistent and supported by previous quality models and relatedtheories. As stated in Deming s 14 Management s Principles and Crosby s’ ’ ’14 Points of Quality Improvement, it is very much important for theorganization to take proactive initiatives to organize or send their membersfor any quality training, so that they will be continuously aware and trainedin the principles of 5S. Besides that, Juran (n.d.) in his Juran Trilogy ofQuality also stressed that it was important for quality members to havecontinuous training for better understanding and awareness.

However, for factor of ‘practically involved’ as mentioned bythree of the informants, this factor have not yet been identifiedin any related past studies. This finding might not have beenextensively discussed in past studies and thus, it wassignificant to this study. Most of the informants felt that oncethey have practically been involved in the 5S activity, they willtotally become aware on the importance of 5S. This finding was supported by statement of informant 6, whostated that,

“Since I am practically involved in this thing, I am become more aware onwhat actually 5S is and what those benefits gain from this practice”.

Figure 5.1 portrayed the concept map that summarized the factorsthat contribute to employee awareness towards 5S.

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Factors contribute to employee awareness towards 5S Training(1,3,4)Deming (n.d.); Crosby (1979); Juran (n.d.)Department's initiatives(3,5)Werner & DeSimone (2009); Lawler III, Mohrman & Ledford, Jr. (1995)Practically involved(2,4,6)

Figure 5.1: Factors Contribute To Employee Awareness

Meanwhile, findings shown in Table 5.2.1.3 indicated the factors thatcontributed to the employee involvement in the 5S activity in theorganization. Majority of the informants listed that top management supportplayed important roles in encouraging and continuously motivate theemployees to actively participate in 5S activity. This could be supported byone of the statement mentioned by informant 1.

Informant 1 stated that, “Another recipe to motivate the continuous involvement of the staffs is thetop management support towards this program. Thanks to all the zoneleaders, the facilitators and the top management because they are reallycommitted and supportive in encouraging our staffs to seriouslyexercising this quality practices”.

This finding was consistent with previous studies. Pastresearchers stated that in order to have a dedicated andcommitted employee towards the implementation of 5S programs, thetop management levels need to be proactive in introducing andpromoting the importance of exercising 5S practices among theirsubordinates (Goetsch & Davis, 2010, p.161; Fotopoulos & Psomas,2010). In addition to that, the factor ‘top management support’was also consistent with statement found in Deming’s 14Management Principles. Referring to the Deming’s philosophy, thesuccessful implementation of any quality programs must start witha careful planning and received a considerable support andcommitment from top management level within the organization.

Statement by Deming is also in line with Juran’s Philosophy andCrosby’s “14 Points of Quality Improvement”, where both of thesequality gurus believed that the effectiveness implementation ofany quality improvement process should include the responsibilityof top management, professionals and workers as well as for theorganization’s members who were interested in transforming theorganization quality movement (Morales, 2001; Zulnaidi, 2008).

The ‘department’s initiatives’ factor as mentioned by informant 5was also one of the factors that helps in promoting the activeemployees’ participation in 5S and this statement was found inSociotechnical (STS) Theory. Similar with quantitative findingsdiscussed earlier, Lawler III, Mohrman and Ledford, Jr. (1995),

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in Sociotechnical Theory, stated that it was important for theorganizations to have a kind of intervention plan that focus onencouraging and make their employees more aware towards theirresponsibility in their participation in the 5S practices.

Besides that, some informants felt that recognition was one of the critical‘ ’factors that drive their sense of involvement in the 5S activity. This can besupported through one of the statement mentioned by informant 1.

Informant 1 stated that,“Normally, the members in this zone, I mean the winning zone, will begiven a certificate from the director…As a result from their goodachievement in exercising the 5S practices. This certification can beclassified as a reward for the staffs for their active involvement andcontribution in the 5S program”.

Statement by informant 1 was supported by Maslow Hierarchy of NeedsTheory, where Maslow viewed the esteem needs in the second rung ofpyramid as the factors that motivate a person to contribute his or her bestto the efforts of the group in return for numerous forms of reward thatrecognition can assume. In line with this statement, Crosby (1979) in his“14 Points of Quality Improvement” listed that recognition wasone of the factors that contribute to the active participationamongst employee in the quality movement activity.

On top of that, the factor on ‘passion’ as mentioned by informant1, 2 and 3 was also one of the motivation drivers that have beenidentified to contribute to the employee involvement in the 5Sactivity. This factor is supported by elements found in theExpectancy Theory that was developed by Victor Vroom. This was because itwas important for the organization to recognize and understand themotivation factors that drive the employee efforts to participate in thequality movement activity. In this study, the important elements that drivethe employee satisfaction and collective efforts in participating in 5S activitywere their motivation to continuously perform at high level and have thedesired outcomes that linked to their organization s aim in getting the 5S’certification from NPC.

In addition to that, facilitator s roles also play a vital role in facilitating the’5S activity to run successfully. This was because past researchers have seenleaders as people managers, task managers, facilitators, inspirers, andinformation processors lead the movement for quality (Hassan, Argia &Aziah, 2013; Wakhlu, 2009; Fei & Rainey, 2003). Figure 5.2 portrayed the concept map that summarized the findingson the factors that contribute to employee involvement in 5Sactivity in organization.

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Figure 5.2: Factors Contribute To Employee Involvement

For factor such as ‘being force’ as mentioned by the informant 6during the interview session, it was indicated that this factorhave not yet been identified in any related past studies or inany related quality models. The researcher assumed that thisfinding has not been extensively discussed in past findings, andthus, this finding was significant to this study. This wasbecause, during the interview session, informant 6 has statedthat one of the effective ways that the management do in order tofully involve their employees in any quality programs is byforcing them to join. If the organizational members, across alllevels, were not being forced to join, they will not be aware andas well not really committed to run the program successfully.

Informant 6 stated that,“To be honest with you, we are force to join and to be the members in the5S steering committee. The zone leader will point at you and ask you to

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Factors contribute to employee involvementTop management support(1,2,3,4)Juran (n.d.); Crosby (1979);Deming (n.d.); Geotsh & Davis (2010); Fotoupoulus & Psomas (2010)Department's initiatives(1,5)Deming (n.d.); Werner & DeSimone (2009); Kirkman, Lowe & Young (1999)Recognition(1,2,3,5)Crosby (1979.); Maslow (n.d.)Passion(1,2,3)Vroom (1960)Facilitator roles(1,2,5)Hassan, Argia & Aziah (2013); Fei & Rainey (2003); Wakhlu (2009)Being forced(6)

join without asking whether you are really interested or not. For me, onceyou have involved, you have to be more responsible and have to seriouslyexercising it.”

In addition to that, for qualitative findings displayed in Table 5.2.1.4, thesefindings indicated on the top management s role in the 5S activity in the’organization. From the interview, it can be concluded that most of theinformants listed committed and supportive and assessing 5S ’ ‘ ’ ‘

progress as the top management s role that drives the successful’ ’implementation of 5S practices in the organization.

The role of management as committed and supportive as stated by all‘ ’informants in successfully driving the implementation of 5S was consistentwith past studies made by several researchers. Research conducted byLiyanage, Wisenghe and Fosenka (n.d.) at several Sri Lankan s organizations’were pointed out that managers have to pay attention in developing certainfactors before the implementation of 5S in their organizations, as well asanother set of factors that needs to be emphasized to sustain theimplemented 5S, or even any other quality concept for a longer period oftime. This study was in line with research done by Khairur, Hayati andMohd.Shahriman (2010) on the effect of 5S in Higher Education Institutionin Selangor, where they have revealed that the top managementcommitment could influence the implementation of 5S activity. They addedthat commitment from the top management is very crucial because they arethe one who position the organization s direction. This study is also in line’with several works published by Fei and Rainey (2003) and Holland andLight (1999, as cited in Tseng & McLean, 2008), where they noted that topmanagement commitment was a vital resource to ensure project continuanceand success. In addition to that, Ishikawa (n.d.) in his Organization-wide‘Quality Control concept stressed that the successful implementation of any’quality movement program should stemmed from supportive and committedtop management level.

Besides that, the role of knowledge sharing as mentioned by several‘ ’informants in the interview session was also consistent and supported bystatements from several past studies. Ketvirtis (2011) and Farkas (2003)pointed out that another critical role found in the leadership theory was therole of a leader in facilitating the quality movement activity. This could bedone through an effective knowledge sharing towards its subordinates. Inthis sense, leaders are expected to define organizational strategy andmission, values and principles that would inspire the 5S orientedmanagement practices.

On top of that, the role of management in continuously assessing the 5S‘progress was also one of the recipes that contributed to the successful’implementation of 5S in the organization. Holland and Light (1999, as citedin Tseng & McLean, 2008) in their studies found out that top managementcommitment in assessing any quality progress was vital to ensure projectcontinuance and success. Juran (n.d.) in his Juran Trilogy of Quality‘ ’agreed that continuously assessment done by the management can lead andguide the organizations to continuously improve their quality improvementprogram.

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Figure 5.3 portrayed the concept map that summarized the qualitativefindings on top management s role in 5S activity.’

Figure 5.3: Top Management’s Role in 5S Activity

From the overall discussion on findings (based on quantitativeand qualitative methods) regarding the employee involvement andtop management’s role in the implementation of 5S practices atworkplace, it can be concluded that the active involvement ofemployees’ and as well top management’s role were the key successto the implementation of 5S practices at the workplace. Once the5S program is successfully implemented, it will give positiveimpacts on the culture and most importantly on the performance ofthe organization. Thus, the successful implementation of 5S cancontribute significantly not only to a better financial

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Top management's role in 5S activityCommitted and supportive(All)Khairur, Hayati & Mohd.Shahriman (2010);Holland & Light (1999, as cited in Tseng McLean, 2008);Fei & Rainey (2003); Liyanage, Wisenghe & Fosenka (n.d.); Juran (n.d.); Crosby (1979); Ishikawa (n.d.)Knowledge sharing(1,3,5)Ketvirtis (2011); Farkas (2003)Assessing 5S progress(1,2,3,5)Juran (n.d.); Holland & Light (1999, as cited in Tseng & McLean, 2008)

performance, but also to the organization’s operationalperformance. This statement can be supported by response given byinformant 3.

Informant 3 stated that,“Successful implementation of 5S are actually supported by severalelements…one of them is the top management support…that is the mostimportant because the top management that will the mechanism to driveall those activity related to 5S…and then cooperation from other membersand facilitators, whether they are committed or not”.

On top of that, it was also indicated that findings fromqualitative method have complemented the findings collectedthrough quantitative method. In addition to that, there wereseveral new findings have been pointed out through qualitativemethod. Ha2: There is a significant relationship between theeffectiveness in the implementation of 5S practices towards thedepartment’s productivity.

Table 5.2.2.1:Relationship between the effectiveness in the implementation of 5S practices towardsthe department’s productivity.

Variables r = .686**

p = .000Implementation of 5S

Productivity

Table 5.2.2.1 indicated that the hypothesis testing wassignificant, where the significant value, p = 0.000 or p < 0.05.Therefore, the second hypothesis (Ha2) in this study was acceptedor failed to be rejected.

Objective 2: To identify the effectiveness in the implementation of 5Spractices in Federal and State agencies towards the department s’productivity.

Table 5.2.2.2:

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Effect of 5S Practices towards Department’s ProductivityQuestion Findings Informants

Do you agree that the implementation of 5S has helped the employee to reduce the amount of time wasted searching for tools and equipment? (Yes/No).

Yes All

How do you view the productivity ofthis department after the implementation of 5S?

Internaloperationincreased

All

Staff’sefficiencyincreased

All

Result portrayed in Table 5.2.2.1 showed that the second hypothesis (Ha2) inthis study was accepted or failed to be rejected. This means that theassumption made by the researcher was consistent with previous studies. Inaddition to that, it was also indicated that the quantitative findings alsosupported the responses given by majority of the informants during theinterview session (refer to Table 5.2.2.2).

Findings from both methods can be supported by statement done by severalprevious researchers where they found out that this principle has beencommonly used in most firms in order to enhance human capability andproductivity (Khairur, Hayati & Mohd Shahriman, 2010; Kumar, Sudhahar &Dickson, 2007; Daud et al., 2006). On top of that, findings on staff s‘ ’efficiency increased given by majority of the informants in Table 5.2.2.2’was consistent with studies done by Hirata (2001), Bain (2010) and Mohd.Nizam et al. (2010). They found out that the adoption of 5S systems into thestructure and culture of the organization could help in improving theorganizational members daily operation and shift start up times in doing’their daily task. Figure 5.4 shows the concept map that summarized the qualitative findingson the effect of 5S practices towards department s productivity. ’

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Effect of 5S practices towards department's productivityInternal operation increased(All)Kumar, Sudhahar & Dickson (2007); Daud et al. (2006); Khairur, Hayati & Mohd Shariman (2010)Staff's efficiency increased(All)Hirata ( 2001); Bain (2010); Mohd. Nizam et al. (2010)

Figure 5.4: Effect Of 5S Practices towards Department’s Productivity.

Ha3: There is a significant relationship between the effectiveness in theimplementation of 5S practices towards the department s service’delivery efficiency.

Table 5.2.2.3:Relationship between the effectiveness implementation of 5S practices towards thedepartment’s service delivery efficiency.

Variables r = .635**

p = .000Implementation of 5S

Service Delivery

Result portrayed in Table 5.2.2.3 indicated that the relationship between theimplementation of 5S with department s service delivery was significant as’the value of p = 0.000. Therefore, the third hypothesis (Ha3) of this studyfailed to be rejected.

Objective 3: To identify the effectiveness in the implementation of 5Spractices in Federal and State agencies towards the department s’service delivery efficiency.

Table 5.2.2.4:Effect of 5S Practices towards Department’s Service Delivery

Question Findings InformantsDo you agree that with theimplementation of 5S does help thedepartment in providing products orservices to customers in the specifictime provided? (Yes/No). How?

Yes, 5S provides efficient and quick All customer service

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As the third hypothesis (Ha3) in this study was accepted, this proved thatthe assumption done by the researcher on the relationship between theeffects of 5S practices with department s service delivery was significant. In’addition to that, the qualitative findings as portrayed in Table 5.2.2.4 wasfound to be similar with the quantitative findings and both of these findingswere found to be consistent with past studies.

There were several published works about the effectiveness in theimplementation of 5S towards the organizational performance, where one ofthe 5S benefits was to increase the organizational quality service policiesand product delivery time (Quiros, Almaca & Justino, 2010; Khairur, Hayati& Mohd Shahriman, 2010; Arumugam & Mojtahedzadeh, 2011). Furthermore,research conducted by Daud et al., (2006) in one of the local authorityagencies in Malaysia reported that high productivity level of the servicequality in an organization was very much influenced by the effectivenessimplementation of 5S system. This is because the adoption of 5S systemsinto the structure and culture of the organization could help in improvingdaily operation and shift start up times and reduces changeover time, whichcan leads to better customer satisfaction (Hirata, 2001; Bain, 2010; Mohd.Nizam et al., 2010).

Figure 5.5 showed the concept map that summarized the qualitative findingson the effect of 5S practices towards department s service delivery. ’

Figu

re 5.5: Effect Of 5S Practices towards Department’s Service Delivery.

Ha4: There is a significant relationship between the effectiveness in theimplementation of 5S practices towards the department s safety work’environment.

Table 5.2.2.5:Relationship between the effectiveness in the implementation of 5S practices towardsthe department’s safety work environment.

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The effect of 5S practices towards department's service deliveryEfficient and quick customer service(All)Hirata (2001); Bain, (2010); Mohd. Nizam et al., (2010); Quiros, Almaca & Justino (2010); Khairur, Hayati & Mohd Shahriman (2010); Arumugam & Mojtahedzadeh (2011).

Variables r = .649**

p = .000Implementation of 5S

Safety

The relationship between the implementation of 5S practices with thedepartment s safety work environment in the Pearson correlation test was’significant, as the significant value, p = 0.000. Therefore, fourth hypothesis(Ha4) in this study was accepted or failed to be rejected.

Objective 4: To identify the effectiveness in the implementation of 5Spractices in Federal and State agencies towards the department s’safety work environment.

Table 5.2.2.6:Effect of 5S Practices towards Department’s Safety Work Environment

Question Findings InformantsWhat will be your comment orview on the effect of 5S practicestowards department s safety work’environment?

Clean andpleasant

environment

All

Reduceaccident

2,3,4,6

The quantitative findings portrayed in Table 5.2.2.5 showed that the fourthhypothesis in this study was accepted, where most of the respondents inthis study agreed that the implementation of 5S practices in theirorganization did have a positive impact towards the department s safety’work environment. Besides that, it was also indicated that qualitativefindings portrayed in Table 5.2.2.6 did answer the fourth objective in thisstudy. Findings from both methods were fpund to be consistent with paststudies.

Previous studies found out that the principle of 5S could be explained as asystem to reduce waste and optimize productivity through maintaining anorderly workplace and using visual cues to achieve more consistentoperational results (Janakiraman & Gopal, 2007, p. 140; Parrie, 2007; Gapp,Fisher & Kobayashi, 2008). This implied that 5S has helped in providing theorganization with pleasant and enjoyable work environment (Rosni, 2011).On top of that, answers given by informant 2,4 and 6 regarding the impactof 5S in reducing the number of accident and worker injuries was also inline with previous studies done by Michalska and Szewieczek (2007), Hirata(2001), Bain (2010) and Nizam et al. (2010).

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Figure 5.6 shows the concept map that summarized the qualitative findingson the effect of 5S practices towards department s safety work environment.’

Figure 5.6: Effect Of 5S Practices towards Department’s Safety Work Environment.

Ha5: There is a significant relationship between the effectiveness in theimplementation of 5S practices towards the department s customer’focus policy.

Table 5.2.2.7:Relationship between the effectiveness in the implementation of 5S practices towardsthe department’s customer focus policy.

Variables r = .648**

p = .000Implementation of 5S

Customer Focus Policy

Based on the result shown in Table 5.2.2.7 above, it showed that therelationship between the effectiveness in the implementation of 5S practicestowards the department s customer focus policy was significant, where’p<0.005. This means that the fifth hypothesis (Ha5) of this study wasaccepted.

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The effect of 5S practices towards the department's safety work environment.Clean and pleasant environment(All)Rosni (2011); Janakiraman & Gopal (2007); Parrie (2007); Gapp, Fisher & Kobayashi (2008)Reduce accident(2,3,4,6)Hirata (2001); Bain (2010); Nizam et al. (2010); Michalska & Szewieczek (2007)

Objective 5: To identify the effectiveness in the implementation of 5Spractices in Federal and State agencies towards the department s’customer focus policy.

Table 5.2.2.8:Effect of 5S Practices towards Department’s Customer Focus Policy

Question Findings InformantsDoes the customer s’satisfaction and perceptiontowards the department s’performance and capabilityimprove with theimplementation of 5S? (Yes/No).Can you elaborate more?

Yes, it doesreduced

complaints andgrievances

1,3,4

Yes, it doesincreasecustomer

satisfaction andperceptions

1,2,3,4

Based on the quantitative result portrayed in Table 5.2.2.7, the relationshipbetween the effectiveness implementation of 5S practices towards thedepartment s customer focus policy was significant. This implied that the 5S’practices did have a positive effect towards the department s customer focus’policy in both Federal and State agencies in Sarawak. On top of that, thequalitative findings also reported that most of the informants agree that theimplementation of 5S has helped the organization in achieving the customercharter s objectives. This qualitative finding can be supported by answers’given by informant 1.

Informant 1 stated that,“Our customer service has improved and of course lah this 5S practiceshas helps us in reducing the customer complaints and grievances,drastically. This is because we have provided complaint form or ‘borangaduan’ for our customer to fill in if they are satisfy or not satisfy with theservice provided…from this survey, then we can know lah, which area arewe lack of…because customer is our vital asset…if the customer’sperception towards JPJ is negative, it can make our reputation low bah. Ibelieved that when the service becomes efficient, the customers are happyand then the complaints will drop lah…”

It was indicated that findings from both quantitative and qualitative methodswere consistent with past studies and also related with several elements inquality management models. Previous works revealed by Zulnaidi (2010) andRosni (2011) have found out that 5S practices could help an organization toimprove the customer satisfaction and perceptions, which in turn willreduce the customer s complaints towards service provided. This finding’

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was in line with the elements found in the philosophy of Feigenbaum, oneof the most popular quality gurus, where his main focus on qualitymanagement field was on the improvement of customer satisfaction. Besidesthat, findings of this study was also consistent with research conducted byDaud et al., (2006) where it was found that the adoption of 5S systems intothe structure of the organization can help in improving daily operation andshift start up times, which can lead to better customer satisfaction (Hirata,2001; Bain, 2010; Mohd. Nizam et al., 2010). Figure 5.7 shows the concept map that summarized the qualitative findingson the effect of 5S practices towards department s customer focus policy.’

Figure 5.7: Effect Of 5S Practices towards Department’s Customer Focus Policy.

Ha6: There is a significant relationship between the effectiveness in theimplementation of 5S practices towards the department s financial’performance.

Table 5.2.2.9:Relationship between the effectiveness in the implementation of 5S practices towardsthe department’s financial performance.

Variables r = .443**

p = .000Implementation of 5S

Financial

The result of Pearson Correlation between the effectiveness implementationof 5S with department s financial performance showed that the test was’significant, where the significant value, p = 0.000 or p < 0.05. Thus, thesixth hypothesis (Ha6) in this study is accepted.

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The effect of 5S practices towards department's customer focus policy Reduce customer's complaints and grievances(1,3,4)Zulnaidi (2010); Rosni (2011)Increase customer satisfaction and perceptions(1,2,3,4)Hirata (2001); Bain, (2010); Mohd. Nizam et al., (2010); Daud et al. (2006); Feigenbaum (n.d.)

Objective 6: To identify the effectiveness in the implementation of 5Spractices in Federal and State agencies towards the department s’financial performance

Table 5.2.2.10:Effect of 5S Practices towards Department’s Financial Performance

Question Findings InformantsIn your opinion, howdoes this 5S practices caninfluence thedepartment s financial’performance?

Reduce financialexpenses

1,2,3,5

Minimizing waste All

The quantitative result shown in Table 5.2.2.9 indicated that the hypothesistesting between the effectiveness implementation of 5S with department s’financial performance was significant and the sixth hypothesis (Ha6) wasaccepted. This implied that most of the respondents who participated in thisstudy agreed that the implementation of 5S practices has helped bothFederal and State agencies in Sarawak in minimizing waste and assist thedepartment s in reducing its financial expenditure. In addition to that, the’quantitative findings was supported by responses given by the informants(refer to Table 5.2.2.10). One of the informants s strongly agreed that 5S’practices could help the department in minimizing waste.

Informant 1 stated that,“Effect on financial performance...eerrmm…in terms of minimizing wasteand assisting the organization in reducing its financial expenditure, I willsay yes… Why I said like that aaa…because for example, the use of paperin this organization…in this organization, since 5S has been implemented,we have divided the paper into several categories…we tagged the paperinto ’new paper’, ‘colour paper’, ‘use paper’ and ‘recycle paper’…When theyhave arranged the paper in such a way, meaning that the accessibility ofthe paper become easier and the wastage also become less…because the‘recycle paper’ can be used again bah…so, the department don’t have tospend to buy new paper again…This means that the demand to get newpaper can be reduced and this can lowering the cost of procurement ofthe department…procurement of stationeries lah”.

Both (qualitative and quantitative findings) are found to be consistent withpast studies. In the context of government s organization, it was believed’that that well-developed and successful implementation of 5S systems couldhelp to minimize waste, which can also lead to the improvement of theorganization s cost savings (Moriones & Diaz de Cerio, 2002). In addition,’several past researchers have agreed that 5S was a very powerful tool wherethey found that 5S was feasible to implement and incurred less investment(Rose et al., 2011) in improving the organizational performances on theaspects of economic opportunities and environmental sustainability. Thus, itcan be said that the overall effect of 5S practices can actually directly affect

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overall production costs through a reduction in company waste (Arumugam& Mojtahedzadeh, 2011; Mohd Nizam et al., 2010). Figure 5.8 shows the concept map that summarized the qualitative findingson the effect of 5S practices towards department s financial performance.’

Figure 5.8: Effect Of 5S Practices towards Department’s Financial Performance

Objective 7: To identify the effectiveness in the implementation of 5Spractices between Federal and State agencies in Sarawak.

Table 5.2.3.1:The Implementation of 5S Practices between Federal and State Agencies in Sarawak

Question Findings InformantsIs there any allocated budgetgiven by the State or Federalgovernment for the purpose ofthe implementation of 5S practicesat the workplace? (Yes/No).

Yes 5No 1,2,3,4

Unsure 6

From your point of view, do youthink that State government isvery serious in exercising 5Spractices if compared to Federalgovernment?

State agencies aremore serious

1,3,4

Both Federalagencies and State

agencies areserious

5

Unsure 2,6

Findings shown in Table 5.2.3.1 above pointed out on the informants’views and comments regarding the implementation of 5S practices betweenFederal and State agencies in Sarawak. In addition, findings shown in Table5.2.3.1 were indicated as not yet been identified in any related past studiesor in any related theories. The researcher felt that this finding wassignificant to this study, as these findings might help the selectedorganizations or related government bodies to improve the current qualitypolicy (especially 5S practices policy) implemented in both Federal and Stateagencies in Sarawak. Based on the findings, majority of the informants

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The effect of 5S practices towards department's financial performanceReduce financial expenses(1,2,3,5)Mariones & Diaz de Cerio (2002); Ross et al. (2011)Minimizing waste(All)Arumugam & Mojtahedzadeh (2011); Mohd. Nizam et al. (2010).

commented that there was no budget allocated for their department,specifically to do the 5S activity. This finding could be supported by answergiven by informant 1 (representing Federal agency), who stated that,

“As far as I concern, under the department financial record, we do nothave a specific allocated budget for 5S…because 5S is a quality activity,this means that we do not have specific allocation budget provided forany quality improvement programs”.

Informant 3, who represented one of the State agencies in Sarawak, alsoagreed that there was no budget allocated for their department to do the 5Sactivity. Informant 3 stated that,

“There is no specific budget allocated for us, for the purpose of doing 5S…hmmm…we run this activity by using our own pocket money. Therefore, inthis case, we have to contribute our own money…we have this ‘Tabung5S’…”

In contrast, informant 5 stated that there is an allocated budget given bythe State government to do the 5S activity. Informant 5 stated that,

“It is actually like this…we are not encourage to include any qualityactivities, like 5S, ICC, QIT, 6P’s or ESS, in making our budgeting paper.However, to ask certain allocation of money from the State government,we have to state or mentioned that we need an extra amount of money tobe allocated for the purpose of doing the quality activities, as thesecretary of the State government that emphasized us to implement thiskind of things…but the extra expenditure that we requested must not overlah…because we already noted that to continuously implement any qualityactivities, we need a huge sum of money, especially in getting or renewthe certification from NPC…The budgeting paper will be revised by our AGand then it will be submitted to Dewan Undangan Negeri or DUN. Oncethe State government had approved it, then only we will receive or getcertain amount of money allocated for doing all the quality activities”

In addition, findings in Table 5.2.3.1 also discussed on which governmentagencies in Sarawak that was really serious in exercising the 5S practices atthe workplace. It was indicated that informant 1, 3 and 4 viewed and feltthat the State agencies in Sarawak were more serious in exercising 5Spractices compared to those Federal agencies in Sarawak. This finding could be supported by answers given by informant 1(representing the Federal agency) and informant 3 (representing the Stateagency).

Informant 1 stated that,

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“From my point of view…ermm…because the Sarawak State secretary veryserious in this lah…the secretary, Tan Sri Mohidi, really looks into thismatter seriously, that’s why he pushed all the state agencies really go intoit… the top management in state government will feel ashamed bah ifmost of the state agencies in Sarawak doesn’t achieved anything in qualitymanagement programs or activities. I can say that state government doesnot want their reputation to be downgraded…from what I know, most ofthe directors in state agencies will pressure and compete each other…like Isaid earlier on, they will feel ashamed if they did not contribute anythingto the state government…compared to federal agency, the competition isless”.

Informant 3 stated that,

“In my opinion, I will say yes. It is prove that State government reallyserious in implementing 5S if compared to Federal government, inSarawak…You can google or see that most of the government agenciesthat have won several awards on 5S from NPC are from State agencies,like Sarawak Land and Survey, Baitulmal, Sarawak State Treasury Office,and also those state offices in Wisma Bapak Malaysia building atPetrajaya…Even here, we ever visited by one of the Federal agency to seehow we implement 5S…errmm…To be honest, we are actually received acircular, where we are being encouraged and insist by the Stategovernment to practice this 5S…They wanted all state agencies in Sarawakto seriously practicing 5S…we still keep the circular in our file, whichshows that the state government really give emphasis to us to implement5S”.

Furthermore, answers given by informant 1, 3 and 4 regarding their views,which stated that State agencies in Sarawak were really serious inimplementing 5S practices at the workplace were in line and also supportedby quantitative findings, as portrayed in Table 5.2.3.2 below.Table 5.2.3.2:Implementation of 5S Practices in Federal and State Agencies in Sarawak

Department Frequency Mean ValueJPJ 91 3.758JPN 43 4.028KPA 1 2.675SDC 47 4.024SST 39 3.889Total 221 3.677

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* JPJ: Jabatan Pengangkutan Jalan Negeri Sarawak * SDC: Samarahan District Council* JPN: Jabatan Pendaftaran Negeri Sarawak * SST: Sarawak State Treasury Office* KPA: Kuching Port Authority

Findings shown in Table 5.2.3.2 indicated the implementation of 5S practicesin both Federal and State agencies in Sarawak, which were based ongovernment s departments. The mean value column was used to’ ‘ ’determine which government agencies that was really serious in practicingor exercising 5S practices. JPN (represents Federal agency) shows the highestmean value, which accumulated for about 4.028 and followed by SDC(represents State agency), which accounts for about 4.024. Meanwhile, KPA(represents State agency) recorded the smallest mean value amongst the five(5) government agencies, which accounted for about 2.675.

Thus, it could be concluded that the State agencies in Sarawak were seriousin implemented 5S practices at the workplace. This is because the overallmean value recorded for State agencies in Sarawak (which represented byKPA, SDC and SST) is higher if compared to the accumulated mean valuesfor Federal agencies (which represented by JPJ and JPN).

Table 5.2.3.3:Importance of Getting NPC Certification

Question Findings Informants

What is your view about gettingthe quality certification fromNPC? Is it really important forthe government agencies?

Department’sreputation

All

Motivation 1Benchmarking 5Recognition 1

Assessing leader’sability

5

Findings shown in Table 5.2.3.3 above pointed out views given by theinformants (which represented both Federal and State agencies in Sarawak)on the importance for an organization in getting the 5S certification fromNational Productivity Council or NPC.

Based on the findings, all six (6) informants commented and agreed thatgetting quality certification from NPC was important for the sake of thedepartment s reputation. ’

Informant 3 stated that,“Yes, very important because for the sake of the reputation...becausewhen we have been certified by NPC and have the certificate, people,especially the customer… their perceptions towards the department’sservice will become positive. If the customers have that kind of perception,this means that they are really satisfy with our customers’ charter”.

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This finding was found out to be in line with past studies. Study conductedby Elfenbein, Fisman and McManus (2013) reported that having a qualitycertification can actually improve the consumer s perception towards the’organization s reputation and performance. Thus, this revealed that by’having a quality certification, this implied that the organization has beensuccessfully implemented the quality improvement program and as wellserious in continuously improving their internal operation (Chemmanur &Paeglis, 2004; Quiros, Almaca & Justino, 2010).

Besides that, informant 1 commented that having a quality certification wasable to make their department and as well as the staffs to be acknowledgedor recognized by the public, where informant 1 mentioned on the followingstatement,

“This certification is very important because people will look at certainlevel of achievement…meaning that your organization is highly recognizewith that 5S certification”

Answers given by informant 1 on the factor of recognition were indicated‘ ’to be consistent with several elements found in past theories and relatedquality philosophy. Expectancy theory formulated by Victor Vroom is statedthat the recognition or rewards received by an organization or an individualimplied their serious effort in doing or implementing certain task. In linkingthis theory with the factor of recognition , this implied that an‘ ’organization that has received a quality certification from NPC was anorganization that really emphasized or seriously implemented the 5Spractices. In addition, element in the Expectancy Theory was found out tobe in line with one of the element in Crosby s 14 Points of Quality“ ’Improvement by Philip Crosby (1979). Crosby mentioned that the factor of”recognition would helps to motivate and also able to assist an‘ ’

organization to be continuously improved their quality improvementprogram.

On the other hand, informant 5 felt that being certified or having thequality certification could actually help an organization in creatingbenchmark on their quality performance with other organizations.

Informant 5 commented that,“At the same time, we also want to know are we on the right track to getthe certification level from NPC… because we have to have the perceptionfrom external customers or outsiders in order for us to benchmark any ofour quality progress or 5S progress”.

Answer given by informant 5 was indicated to be consistent with severalpast quality philosophies. Juran (n.d.) in his Juran Trilogy of Quality“ ”mentioned that it was important for an organization to evaluate their actualquality performance with others, in order to determine whether they are onthe right track or not. This philosophy was supported by Crosby (1979),where he also agreed that an organization should have a kind of qualitymeasurement to assess their quality progress.

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On top of that, the factor of motivation as response by informant 1‘ ’during the interview session was also indicated to be consistent with pasttheories. Maslow in his theory of Maslow Hierarchy of Needs stressed that“ ”an individual will be motivated to continuously participate in an activitywhen they are being recognized or appreciated. The esteem needs in thepyramid explained factors that motivate a person to contribute his or herbest to the efforts of the quality group in return for numerous forms ofreward that recognition can assume. Furthermore, Vroom also highlightedthe importance for the organization to recognize and understand themotivation factors that drives the employee efforts to participate in thequality movement activity. In this case, being certified by related bodies likeNPC, will automatically motivate the organization s members and as well’makes them feel proud. This can be supported by statement mentioned byinformant 1.

Informant 1 stated that,“On top of that, if the organization is only practicing 5S but not certified byNPC, it’s like effortless, meaningless…so, people, especially the staffs, willtend to be lazy, not motivated to participate because there is noacknowledgement bah”.

Assessing leader s ability was one of the factors why it was important for‘ ’ ’an organization (whether it is a private or public organization) to get qualitycertification. This factor was listed by informant 5 during the interviewsession.

Informant 5 stated that, “Besides that, this certification actually can help us in assessing the abilityof a leader in leading any of our quality activities...For example aaa…ifthere is changed within the steering committee or changed in terms ofleadership, as I mentioned just now, the top management wanted to seehow the new appointed members and leaders in the 5S steeringcommittee are able to achieve or to exceed the requirements in gettingthe certificate from NPC, like what the previous leader in the committeehave did lah…because sometimes, the new appointed members or leadersdo not really have that deep or wide knowledge on 5S, like the previousleader have…so, basically here, we are actually wanted to see their abilitylah in driving our organization to achieve the NPC certification”.

Answer given by informant 5 was found to be consistent with past theory,which is the Leadership Theory. Past researchers believed that theappropriate and complete developmental of 5S program is basically executedby top management members that eagerly support and facilitate their teams(Wakhlu, 2009, p. 101; Rafikul & Mohamad Reeduan, 2008). In other words,being certified by others implied the ability of leaders to get people tochange and also to improve any quality changes that they have brought into

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the organization s culture (Jones & George, 2009, p. 513; Fei & Rainey,’2003).

Figure 5.9 shows the concept map that summarized the qualitative findingson the importance for both Federal and State agencies in Sarawak in gettingquality certification from NPC.

Figure 5.9: The Importance of Getting NPC Certification

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Importance of Getting NPC CertificationDepartment's reputation (All)Chemmanur & Paeglis (2004);Quiros, Almaca & Justino (2010); Elfenbein, Fisman and McManus (2013) Motivation(1)Maslow (n.d.); Vroom (n.d.)Benchmarking(5)Juran (n.d.); Crosby (1979)Recognition(1)Crosby (1979); Vroom (n.d.)Assessing leader's ability (5)Wakhlu (2009); Rafikul & Mohamad Reeduan (2008);Jones & George(2009); Fei & Rainey (2003)

Summary of Hypotheses Testing

Table 5.2.4.1 showed the summary of hypotheses testing for this study.

Table 5.2.4.1:Summary of Hypotheses Testing

Research Hypothesis Measures Significance1. There is a significant

relationship between the employee involvement and top management role in the implementation of 5S practices towards organizational performance.

PearsonCorrelation

(r = 0.712)

p<0.005

(Accepted, where p =0.000)

2. There is a significant relationship between the effectiveness implementation of 5S practices towards the department s productivity.’

PearsonCorrelation

(r = 0.686)

p<0.005

(Accepted, where p =0.000)

3. There is a significant relationship between the effectiveness implementation of 5S practices towards the department s service delivery ’efficiency.

PearsonCorrelation

(r = 0.635)

p<0.005

(Accepted, where p =0.000)

4. There is a significant relationship between the effectiveness implementation of 5S practices towards the department s safety work ’environment.

PearsonCorrelation

(r = 0.649)

p<0.005

(Accepted, where p =0.000)

5. There is a significant relationship between the effectiveness implementation of 5S practices towards the department s customer focus policy.’

PearsonCorrelation

(r = 0.648)

p<0.005

(Accepted, where p =0.000)

6. There is a significant relationship between the effectiveness implementation of 5S practices towards the department s financial performance.’

PearsonCorrelation

(r = 0.443)

p<0.005

(Accepted, where p =0.000)

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Summary Qualitative Findings

Figure 5.10 and Figure 5.11 showed the qualitative findings on theeffectiveness in the implementation of 5S practices towards organizationalperformance in Federal and State agencies in Sarawak and factors thatcontribute to the successful implementation of 5S practices at workplace.

Figure 5.10: Factors Contributing to the Successful Implementation of 5S Practices

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The successful Implementation of 5S Practices At WorkplaceEmployee InvolvementTop management supportJuran (n.d.); Crosby (1979);Deming (n.d.); Geotsh & Davis (2010); Fotoupoulus & Psomas (2010)Department's initiativesDeming (n.d.); Werner & DeSimone (2009); Kirkman, Lowe & Young (1999)RecognitionCrosby (1979); Maslow (n.d.)PassionVroom (1960)Facilitator roleHassan, Argia & Aziah (2013); Fei & Rainey (2003); Wakhlu (2009)Being forcedRole of Top ManagementCommitted and supportiveKhairur, Hayati & Mohd.Shahriman (2010);Holland & Light (1999, as cited in Tseng McLean, 2008);Fei & Rainey (2003); Juran (n.d.); Crosby (1979); Ishikawa (n.d.)Knowledge sharingKetvirtis (2011); Farkas (2003)Assessing 5S progressJuran (n.d.); Holland & Light (1999, as cited in Tseng & McLean, 2008)

Figure 5.11: The Effectiveness in the Implementation of 5S Practices towardsOrganizational Performance in Federal and State Agencies in Sarawak

Based on the summary of the qualitative findings, which are portrayed viathe concept maps (refer to Figure 5.10 and 5.11), the researcher concludedthat the implementation of 5S practices in both Federal and State agenciesin Sarawak did have a significant effect towards the department s’operational and financial performance. From this study, it can be concludedthat the role of the top management did play vital roles in driving thesuccessful implementation of 5S and as well as in encouraging membersacross all level in the organization to actively participate in the 5S activity.

In addition to that, findings from both quantitative and qualitative methodsdid show that members in most State agencies in Sarawak are aware on theimportance of 5S and also are really serious in exercising 5S practices attheir workplace, if compared to Federal offices in Sarawak.

Implications of the Study

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The effectiveness implementation of 5S Practices towards Organizational PerformanceOperational PerformanceProductivityKumar, Sudhahar & Dickson (2007); Daud et al. (2006); Khairur, Hayati & Mohd Shariman (2010)Service DeliveryHirata (2001); Bain, (2010); Mohd. Nizam et al., (2010); Quiros, Almaca & Justino (2010); Khairur, Hayati & Mohd Shahriman (20100; Arumugam & Mojtahedzadeh (2011).Safety work environmentRosni, (2011); Janakiraman & Gopal (2007); Parrie (2007); Gapp, Fisher & Kobayashi (2008)Customer focus policyHirata (2001); Bain, (2010); Mohd. Nizam et al., (2010); Daud et al. (2006); Feigenbaum (n.d.); Rosni (2011)Financial PerformanceReduce financial expensesMariones & Diaz de Cerio (2002); Ross et al. (2011)Minimizing wasteArumugam & Mojtahedzadeh (2011); Mohd. Nizam et al. (2010).

(i). TheoryIn terms of the implication to theory, findings from this study indicated thatall four theories listed in the chapter of literature review, which were theMaslow Hierarchy of Needs theory, Expectancy Theory, Leadership Theoryand Sociotechnical (STS) Theory are parallel with the objectives andhypotheses of this study. This was because most of the elements found orstated in those theories, such as the elements of motivation, leadership andorganizational performance, are parallel with findings gained from bothquantitative and qualitative method.

(ii). Research MethodologyIn terms of the contribution of this study towards research methodology,study conducted by using mixed method approach (combination ofquantitative and qualitative approaches) was able to provide deeperunderstanding of this research. This is because findings obtained throughquantitative method can complement and also can be enhanced with thequalitative findings of this study.

In addition, data collection procedures for the qualitative method wereconducted by recording of the interview conversation using an up-to-dateaudio recorder application installed on i-Pad. This application providedconvenience features for researchers to record the conversation andconcurrently transcribe information obtained or any additional data in realtime. On the other hand, for the data collection procedures throughquantitative method, the researcher revealed that with more number ofrespondents who participated during the study, it can assist to enhance thevalidity and reliability of the data obtained. Thus, the instrument used inthis study also has contributed to the methodology of research which couldbe used as a basis in future study.

(iii). OrganizationWith respect to the implication to organization, findings from this studyindicated that the role of management was very important to ensuremembers were motivated to undertake their role seriously in 5S activity inthe organization. This was because management in the organization shouldhave a closer look at the factors that could motivate and contribute to theemployees continuous involvement as it would help them to appreciate the’extra mile staff has to put in for both routine operations and 5S activities. Itis noted that when the employee had satisfied with their job and are givenvalue rewards based on their active involvement, it will show theemployee s positive attitudes that will encourage their continuous’participation in the quality movement process (Masdia, 2009; Maslow, n.d.;Vroom, n.d.). In addition to that, the department s initiatives in organizing’and upholding program such as Gotong-Royong Perdana 5S could help the‘ ’organization in continuously making their members more aware towards theimportance of continuous improvement activity.

(iv). Human Resource PractitionersFindings from this study can be used by the Human Resource (HR)practitioners or HR managers in the organization to identify the importanceor the key effectiveness of implementing any quality improvement programs,

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such as 5S, ICC, Six Sigma or Kaizen, in the organization. It was believedthat organizations that continuously practice quality improvement programs,like 5S, will help in improved the customer perception towards thedepartment s performance and capability. Thus, the HR managers or’practitioners should have an effective initiatives or proactive action inpromoting quality awareness and as well as in facilitating the members inquality programs, recommending suitable rewards to motivate staff andapply control when necessary.

Recommendations

Several recommendations were proposed as response to findings of thisstudy. The recommendations of this study can be divided into four mainaspects, which are the recommendation for future quality leaders andfacilitators, recommendation for organization, recommendation for relatedgovernment bodies or agencies and recommendation for future researcher.

(i). Quality Leaders and Facilitators It cannot be denied that the role of leaders and facilitators were importantin facilitating and driving the successful implementation of 5S practices inthe organization. Zulnaidi (2010), Rafikul and Mohamad Reeduan (2008)revealed that the strategies in implementing quality improvement processshould include the responsibility of top management, professionals andworkers as well as for the organization s members who were interested in’transforming the organization quality movement. This is becausecommitment from the top management is very crucial because they werethe one who position the organization s direction.’Therefore, it is recommended that future leaders and facilitators shouldrecognize on several factors that contribute to the successful implementationof 5S and as well as to be aware with factors that influence the employees’active involvement in 5S program. On the same note, leaders and facilitatorsare also recommended to be the knowledge sharer for their subordinates.‘ ’This is because leaders are expected to define and to channel anyorganizational strategies and missions, values and principles that will inspirethe 5S oriented management practices.

(ii). OrganizationFindings from this study provide means for the selected governmentorganizations, which involved in this study, to revise or to keep their goodmomentum for continually practicing 5S.

Findings obtained from both quantitative and qualitative methods in thisstudy revealed that most state offices in Sarawak are more aware andserious in exercising 5S practices compared to several federal offices inSarawak. Proactive initiatives taken by the state offices and theirmanagement in continuously implemented and improved their 5S activityshould be followed by managements in the federal offices in Sarawak. Inaddition to that, federal offices in Sarawak must strive to inculcate morepositive culture such as encouragement of teamwork, effectivecommunication across the organization as well as placing an importance of

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information sharing among staff. On top of that, organization has to set aclear direction for everyone towards achieving the intended 5S standard.

(iii). Related Government Bodies or AgenciesAll organizations of which this case study was conducted at havesuccessfully implemented 5S practices. However, findings from this studyindicated that it is quite hard for most government agencies in Sarawak(both federal and state agencies) to continuously exercise 5S practices due tobudget constraint. It is undeniable that in order for an organization to beacknowledged and certified by Malaysian Productivity Council (MPC), theyhave to pay certain amount of money to renew or to get the qualitycertification. In addition to that, findings also revealed that the failure formost government agencies in Sarawak to implement 5S is also due toinsufficient organization s budget in running the quality activity’continuously.

As such the researcher recommended that related government bodies oragencies need to allocate certain amount of budget for most governmentoffices to carry out or to implement the 5S practices. In addition to that,the departmental heads need to issue circulars to all government offices toseriously implement the 5S practices in all of its divisions or units. On topof that, the researcher also recommended that the Malaysian ProductivityCouncil (MPC) reduce the payment for the renewal of the certificates for allfederal and state agencies that implement the 5S programs.

(iv). Future ResearcherThere are few limitations identified in this study. One of them was timeconstraint. As this study was carried out by using mixed method approach,the researcher has to juggle or manage well the time given. From theresearcher s experience, it took quite a long time for the researcher to’collect quantitative and qualitative data from five (5) different governmentagencies in Sarawak, as the response from respondents or informants fromthose selected government agencies was quite slow. Therefore, it wasimportant for the future researcher to plan and manage their schedule well.

It was also recommended for future researcher to consider exploring theviews from various public and private organizations in Sarawak. This is vitalto ensure that a wider coverage of information and perception can begathered. At the same time, it will enable the future researcher to makecomparison between the effectiveness of 5S practices amongst private andpublic sectors in Sarawak.

ConclusionTo sum up, this chapter discussed the summary of the whole study frombeginning to the end, discussions on the main findings (comparison betweenquantitative and qualitative finding), and discussions on the implications andas well recommendations that was suitable for every party.

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As this study was carried out by using mixed method approach, there weresome interesting findings resulted from this study. It was indicated thatfindings from qualitative method could complement and enhanced findingscollected through quantitative method. In addition, findings from this studyhave helped the researcher to conclude that the employee involvement andtop management s role appeared to be significant elements in driving the’successful implementation of 5S program. Thus, the researcher has stressedthat these elements need concentration and focus by management and theHuman Resource (HR) team in the organization.On top of that, the consistency of most findings with pas studies and relatedmodels or theories showed that 5S practices did play an effective role ininfluencing the organizational performance in both State and Federalagencies in Sarawak. Further, findings from this study could also be usedfor future researcher to make a further comparison, by looking on whichgovernment agencies in Sarawak that are seriously implementing qualityimprovement programs, not specifically on 5S practices independently.Therefore, the researcher hopes that this study can provide more overviewand deeper understanding on the effectiveness implementation of 5Spractices in Federal and State agencies in Sarawak.

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