PROCEEDING IMPROVEMENT MAINTENANCE ...

3rd INTERNATIONAL CONFERENCE ON BUSINESS AND ECONOMIC 2206 RESEARCH ( 3rd ICBER 2012 ) PROCEEDING 12 - 13 MARCH 2012. GOLDEN FLOWER HOTEL, BANDUNG, INDONESIA ISBN: 978-967-5705-05-2. WEBSITE: www.internationalconference.com.my

IMPROVEMENT MAINTENANCE WORK THROUGH ADOPTING A MAINTENANCE CULTURE: FOCUSED THE DETERMINANT FACTOR WHICH INFLUENCE MAINTENANCE CULTURE Suwaibatul Islamiah Abdullah Sani, Abd Hakim Mohammed, Fatin Syazwina Abdul Shukor and ‘Eizzatul’ Ain S. Faculty of Geoinformation and Real Estate University Technology Malaysian [email protected] M.Saidin Misnan Faculty of Built Environment, University Technology Malaysian ABSTRACT Maintenance is seen as an unimportant activity in most developing countries thus, it is not given high priority due to insufficient/ minimal knowledge about the concept. By enhance the perception on maintenance work need adopt the culture approach in maintenance field. Maintenance culture is an important aspect in developing and encouraging people behavior and work commitment toward maintenance work. Regarding to this, maintenance culture should been comprehensively studied through examining and indentifying the determinant factors which influence maintenance culture. Therefore, for achieve this purpose the authors was conducting study to indentify and propose determinant factors influencing maintenance culture base on review of previous research in other culture area. The findings therefore will help to understand the impact of reliability maintenance culture toward maintenance work improvement. .

Field of Research: maintenance work, maintenance culture, factor influence maintenance culture ----------------------------------------------------------------------------------------------------------------------------------

1. INTRODUCTION According Robiah Abdul Rashid (2010), state the most valuable asset of a country is stock-building basic infrastructure to act as a community or society. However, there are no buildings that are free of damage face time and weather factors. Therefore, one method of maintaining a building is through the work of regular maintenance. Lee (1987) state the maintenance of important for the development of a country. The successful development country when the awareness and attention to adequate maintenance is being understood by the whole society or community (Olufunke, 2011). According recent studies the successful maintenance activities and performance of buildings is highly dependent the effectiveness by maintenance management (Olanrewaju, 2009; Arazi, 2009;


However, many people in management do not understand the importance of building maintenance and it management. People are not realize that the efficiency of building maintenance system contributes to the income of company; owning or renting the building (Emma and Shahrul, 2009). Current research shows that maintenance problem is an important discussed in the construction industry and issues of concern to developing countries have serious concequences for economic and social development (UNCHS, 1993). 2. CONCEPT OF MAINTENANCE CULTURE Culture in action, on the other hand, concerns the interactions between individuals and working life, and should be understood in terms of the decisions, choices, options and explanations concerning norms of behavior and practice. The need for maintenance culture in the organization is necessary, because each organization is as a human society that requires a pattern of beliefs, behaviors, practices and so-called cultural pattern that drives people to act or behavior. Through this cultural pattern of all actions that are guided each individual by the values, beliefs or assumption. The concept of maintenance culture actually began in the field of nuclear plant industry as a result of human error in maintenance of machinery and equipment has increased the rate of accidents in the industry. As the need for the development of safety culture within the industry have resulted in a study done by researchers such as Reiman and Oedewald (2004) have made studies of the maintenance culture of measurement and evaluation of the core duties of the maintenance activities in industry nuclear plant and several other studies that examine value, the psychological characteristics of the work, the individual's perception of the organization and core task is seen as a measure of organizational culture to the determination of maintenance culture. However, many studies are done to measure the culture of maintenance, but did not discuss about how to create a culture of maintenance in the organization. According Enofe (2009) concept of maintenance culture has been adopted by organizations to reduce maintenance problems which are influenced by the policy or organizational culture explains how maintenance activities become a practice to the organization. The role of organizational managers significantly influences the effectiveness of maintenance activities that create and maintain a working environment that allows the involvement of employees in achieving organizational objectives. Thus the effort to cultivate maintenance of the organization is an important asset because it is capable of creating a competitive organization thereby making the organization a culture of value. Most of the present study, in view of the process of improving the existing work environment is recognizes the development /adopted/ cultural practices involving a change of culture change within the organization. Cultural development process is not meant to create something new but the concept of cultural development can be defined as activities that were planned and systematic place in the long term or short in which it is committed to changing the old life to new life Eti et al (2006) states tend to grow in culture situations not realized in the event of changes to the external environment of the organization. Furthermore the changes to the environment such as the development of information technology require changes to the work environment. This situation requires the organization to focus


on building a work culture creates an environment in which the moral and ethical development of the employee's responsibility to improve the maintenance of high quality. The result of an agreement between intrinsic and extrinsic elements within each individual subsequently shared with other groups of the existence of a new culture of maintenance. Figure 1 below shows the framework for maintenance culture :Figure 1 :- Framework Maintenance Culture

3. OBJECTIVES OF RESEARCH The objectives of this paper are:a) To examines the determinant factors which influence maintenance culture through searching and reviewing previous research. b) To present the findings review of previous research as a guide to indentify factor influence culture in the context of maintenance culture. c) To discuss every factor in the context of maintenance culture


4. DESIGN/METHODOLOGY/APPROACH OF RESEARCH To fulfill the highlighted of objective this research the determinant factors/variable influence maintenance culture were developed based on secondary method. When the research methodology applied to this study consisted of critically reviewing the literature from previous research in other culture area. The review of literature review involved published and unpublished data such as conference, seminar, journal, book, symposium proceedings and theses. The review includes both local and international reading materials.

5. FRAMEWORK DETERMINANT FACTOR INFLUENCE MAINTENANCE CULTURE This study has explored, analyzed and presented some major factors affecting maintenance culture based on previous research. Based on review of previous study found fifty references in other culture area are studies related to maintenance culture. This study has identified nine determinant factor influencing the creation and development maintenance culture. These factors include leadership; communication; motivation, reward systems and recognition; empowerment; involvement; Policy System; Teamwork; Traning and Education. Table 1 and Figure 2 summarizes the study finding while depicting the explored factor are as collective and presents the categories of factors and no of researhers discuss these factors. Table 1 shows the determinant factors of culture researched by previous researchers and categories of factors No.

Factor

1.

Leadership

2.

Involvement

3.

Communication

4.

Traning and Education

5.

Teamwork

Researchers Anderman et al (1991), Lucas et al (2002), Leithwood & Riehl (2003), TSE (2006), Demir (2008), Ngang (2011), Patrick (2011), Mohammadreza (2010), Saidin (2009), Filho, (2009), Thanwadee Chinda (2008), Jakot (2009), Cabrera et al (2007), Rafiq (2007), Saidin (2006; 2008), Parker (2006), Farrington (2005), Andi (2005), Sadus dan Griffiths (2004), Flin dan Yule (2004), Terry et al (2003), Sorenson (2002), O’Toole (2002), HSE (2001), Flin et al(2000), Donald dan Center (1994), ACSNI (1993), Zohar (1980), Viljoen dan Wavaren (2008), Tungkunan et. al, (2006), Yusof et al (2006), Carlo et al (2006), Rita, (2003), Bubshait, (2000), Berry (1997), Juran dan Gyna (1993), Person (1992), Smith (2006), Eti, et al (2004; 2006). Zabidi(2006), Patrick (2011), Saidin (2009), Filho, (2009), Jakot (2009), Cabrera et al (2007), Rafiq (2007), Saidin (2006; 2008), Parker (2006), Farrington (2005), Andi (2005), Sadus dan Griffiths (2004), Terry et al (2003), O’Toole (2002), HSE (2001), Hale (2000), Daniel (2009), Viljoen dan Wavaren (2008), Tungkunan et. al, (2006), Carlo et al (2006), Rita, (2003), Goetch dan Davis (2000), Bubshait, (2000), Juran dan Gyna (1993). Zabidi(2006), Saidin (2009), Filho, (2009), Cabrera et al (2007), Saidin (2006; 2008), Parker (2006), Farrington (2005), Andi (2005), Sadus dan Griffiths (2004), O’Toole (2002), HSE (2001), Hale (2000), Donald dan Center (1994), ACSNI (1993), Zohar (1980), Daniel (2009), Yusof et al (2006), Carlo et al (2006), Rita, (2003), Goetch dan Davis (2000), Bubshait, (2000), Adebanjo & Kehoe (1999). Patrick (2011), Saidin (2009), Jakot (2009), Saidin (2006; 2008), Andi (2005), Sadus dan Griffiths (2004), O’Toole (2002), HSE (2001), Donald dan Center (1994), ACSNI (1993), Zohar (1980), Yusof et al (2006), Carlo et al (2006), Rita, (2003), Bubshait, (2000), Bowen (1996), Olufunke (2011), Enofe (2009). Zabidi(2006), Benson (2010), Saidin (2009), Cabrera et al (2007), Choudhy et al, (2007), Saidin (2006; 2008), O’Toole (2002), HSE (2001), Hale (2000), Daniel (2009), Tungkunan et. al, (2006), Yusof et al (2006), Carlo et al (2006), Rita, (2003), Goetch dan Davis (2000), Adebanjo & Kehoe (1999), Person (1992).


F 6. 7.

Motivation

Policy System, Strategy and Planning Work

8.

Reward and Recognition

9.

Empowerment

Anderman et al (1991), Saidin (2009), Cabrera et al (2007), Hudson (2007), Saidin (2006; 2008), HSE (2001), Donald dan Center (1994), Donald dan Center (1994), ACSNI (1993), Zohar (1980), Carlo et al (2006), Rita, (2003), Bubshait, (2000), Adebanjo & Kehoe (1999), Person (1992). Patrick (2011), Saidin (2009), Filho, (2009), Cabrera et al (2007), Saidin (2006; 2008), Farrington (2005), Andi (2005), Sadus dan Griffiths (2004), O’Toole (2002), Donald dan Center (1994), ACSNI (1993), Viljoen dan Wavaren (2008), Tungkunan et. al, (2006), Yusof et al (2006), Adebanjo & Kehoe (1999).

Patrick (2011), Saidin (2009), Saidin (2006; 2008), Sadus dan Griffiths (2004), Terry et al (2003), Viljoen dan Wavaren (2008), Yusof et al (2006), Carlo et al (2006), Rita, (2003), Bubshait, (2000), Adebanjo & Kehoe (1999), Juran dan Gyna (1993). Patrick (2011), Saidin (2006; 2008), Viljoen dan Wavaren (2008), Tungkunan et. al, (2006), Yusof et al (2006), Carlo et al (2006), Rita, (2003), Goetch dan Davis (2000), Bubshait, (2000), Juran dan Gyna (1993), Person (1992).

Figure 2 shows the anaylisis number of researcher discussed about these factors


6. FINDING & DISCUSSION Based on the findings in Table 1 and figure 2 , it can be concluded that nine the determinant factors influence maintenance culture. These factors are leadership; communication; motivation, reward systems and recognition; empowerment; involvement; Policy System; Teamwork; Traning and Education. This part has been discussing the every factor in context maintenance culture. 6.1 Leadership Most of Researchers in culture area believe role of leadership is critical creating culture influence. These mean the most important determinant of successful fostering culture maintenance base on role of Leadership as the process of influencing the behavior group in organization to encourage them performs the quality work to achieve common goals (Gary Yukl, 2006). According to Eti, et al (2006); Saidin (2009); Yusoff et al, (2006); Sorenson (2002) and other researcher argue the leadership has been expressed by senior managers of that commitment ability to demonstrate the positive attitude and promote the commitment with Involvement worker across all levels in organization. Leadership in the maintenance require managers to provide a vision, heading strategic be understood by all individuals and to promote the values that are applied starting from the grassroots. Saidin (2008) in safety stress that leadership is an essential part of the process management and it also an integral part of the social structure and culture of the organization. If the manager is to be successful in dealing with people and influencing behavior and action, it requires leadership style which helps to foster a supportive organizational culture. While some researchers in education area argue the role of leadership had shown by transforming leadership it also help the fostering culture (Lucas et al, 2002; Demir, 2008; Ngang, 2011). Transformational leadership refers the leader moving the follower beyond immediate self-interest through idealized influence Charisma, Inspiration, intellectual stimulation or individualized consideration (Bass, 2000). Creating Success role of leadership can be achieved some of action: 1. Promotion of vision and policy 2. Motivation of all staff Continues 3. Open communication 4. Reward and recognition 5. Leaders act as role models 6. Provide training for staff 6.2 Involvement/Participation Involvement is one of the factors that influence the maintenance culture. The results of most previous studies have seen the involvement of factors from two different perspectives for employee participation and involvement at the commitment level management. Most researchers like Juran and Gyna (1993); Carlo et al, (2006); Sadus and Griffiths (2004); Parker (2006) and etc noted employee involvement is crucial in the process of claiming the workers participated in the action and business organizations. While Weigman (2002) in the safety area suggest involvement not only at the worker level but also involvement both upper and middle management level. Management involvement by promotion the seminars and training, show the commitment of all work activities and good communication across all levels in organization. The reasons need maintenance personnel involve in maintenance management activity. This is intended to provide opportunities for employees to voice their opinions about


maintenance activities and find solution to improve process management. When all parties involved in organization it create a work environment or maintenance culture. Rita (2003) in Quality area and Saidin (2009) in Safety area suggest several methods to promote the involvement factor such as employee involvement as a team, inclusive, professional commitment and involvement in the work plan. 6.3 Communication The success fostering maintenance culture depends of a factor communication. Communication can help improve weaknesses in the maintenance of which it acts as a tool that connects each member of the organization for sharing information and knowledge with each other. This is because the planning, organizing, directing, and conducting maintenance works required to deliver all the information communication involves all aspects of employment within the organization and can connect all the elements to make the interaction at all levels of the upper and worker levels. Most of researhers in safety and quality field stressed that communication as important aspect that influence creating culture in organization (Zohar, 1980; Saidin, 2009, Filho, 2009, Cabrera et al, 2007, Yusof et al, 2006, Carlo et al, 2006, Rita, 2003, Adebanjo & Kehoe (1999) and etc. Zohar (1980); Yusof et al, (2006) suggest that good communication can be achieves by effective communication that frequent and open contact between managers and worker. Effective communication results from the feedback conversion/ understanding the received order information by communications receiver. Feedback can be seen through actions and communication actions delivered in simple language and maintenance information, policies and objectives, the issues arising served with open communication to subordinates so that the transmitted information can reach the intended target. According Gokce (2007), there is a need ensure that the vision is communicated effectively so that it is eventually translated into the concrete actions of the members of the organization. Any leadership action in an organization domain has potential symbolic value, so what leaders do in the realm of structure, policies, procedures, work practices, traditions, rewards, and managing relationships both inside and outside the organization will reflect their own beliefs and dedication to the cultural conditions they are trying to create. Another researchers believe successful communication in creating maintenance culture base on open communication from management level to woker level. The leadership made communications to promote the maintenance and carrying out communications on an open communication policy by developing a two-way communication so that direct communication direction from top leaders to subordinates in coordinating understanding between leaders and subordinates (Donald and Center, 1994; Hale, 2000; Filho, 2009; Zabidi, 2006). 6.4 Education and Training Another factor influence maintenance culture is education and training. Education and job training that require interpersonal skills, ability to work in teams, solve problems, make decisions, analyze maintenance management, economic and technical skills for maintenance. As long as the organization to receive education and training, employees will be trained so they can be effective in maintenance for the organization and in their own. Based on studied by Olufonko (2011) found that education is necessary for imbibed maintenance culture. People must be adequately educated because education stresses the need for people to realize that they can and must play a part in the determination and direction of their lives. When people are properly educated as to the importance of maintenance culture, they will thus be encouraged to maintain facilities that would bring positive changes to their living standards. It is discovered that when people are mobilized and they are made aware of the roles they need to


play in maintaining projects of development; they will be committed to the course of change (Adedokun, 1998). While UNESCO (1999) and Enofe (2009) noted that training must be given to maintenance personnel, which aim to develop skill, expertise and experience in maintenance. In addition, ongoing training needs of staff and organizational development is necessary to maintain capacity in the marketplace, enrich the skills and knowledge workers will increase productivity of the organization (Cascio, 1998; Amran et al, 2004). Different of Saidin, (2008) suggests that, new employees must be trained before there begin their work. This is purpose to provide the performed with good, to understand, to recognize the new work. The management is responsible for ensuring that the both new and experienced employees received the training. 6.5 Teamwork/Cooperation Cooperation in organization maintenance work as a part influence maintenance culture. In organization maintenance people have interact each other as a team and work together implement the planned activities. Base on Pearson, (1992); Goeth and Davis, (2000); Rita, (2003); Carlo et al, (2006); Hale, (2000); O’Toole, (2002) and etc agreed that teamwork is very important in obtaining the success of the planned activities. With teamwork, each member has the skills and capabilities are complementary. Together they play their role for the advancement of the organization. They work in an environment of mutual trust, they voice their opinions and ideas through discussion and any problems resolved together. In context maintenance culture cooperation is able to increase individual knowledge of the work is given and an increase in the quality of work in which a collection of ideas from various sources providing inputs that are better than the result of a individual only thinking. When there is cooperation of each member will be comfortable sharing more effective solution strategies and the various techniques, the task can be known and shared. According Choudhy et al, (2007) cooperation should be done through employee participation and commitment of top management. Acting leader plays an important role in establishing cooperation with workers and to empowerment opportunity to jointly involve in decision making to achieve organizational goals (TSE, 2006). Various activities can be organized to form a construction group (Zabidi, 2006) including directing the work group, team development, management reports, the results of the conflict resolution group, functional groups, quality improvement and goal setting groups (Rita, 2003).

6.6 Motivation Motivation is also key elements influence culture maintenance. Some of researchers in culture area also agreed that motivation should be given as a encouragement person or group to create a high level of commitment in the implementation of the work in earnest. Anderman et al (1991), Saidin (2009), Cabrera et al (2007), Rita, (2003), Bubshait, (2000), Adebanjo & Kehoe (1999), and etc. Similarly, in the field of maintenance, motivation can make the work environment filled with enthusiasm and every member will be looked at seriously to the task received. Motivation is also acting as a psychological process that gives rise to passion, direction, and perseverance through voluntary actions to perform maintenance. Adebanjo and Kohoe (1999) in quality field suggest that motivation may be given in terms of training and education, the involvement of top management, performance measurement and the encouragement and support. However, Rita 2003; Saidin 2009; Carlo et al (2006) addressed that the success methods to develop motivation gives incentives are base reward system, individual recognition and individual motivation.


6.7 Policy System, Strategy and Planning Work System Policy, strategy and planning work as a part of determinant factors influence maintenance culture. Most researcher in the culture area agreed that the safety policy, strategy and planning work are contribute to influence culture in organization. According to Sadus and Griffiths (2004) noted policy and strategy that consist mission statement and slogan must be used to be promoted the communication media, for example posters, exhibitions, internet and etc. across all members in organization. The role of policy behavior as system to comply with all regulations caused the work is a program policy, standards and beliefs that rule must be followed by an individual or organization to achieve the goals. (Viljoen and Waveren, (2008) in quality field stressed that management should provide a goal and strategy in organization through internal commitment and external commitment. Internal commitment to goals takes place when management and employees jointly define the tasks to achieve the goals. Internal commitment creates an environment that leads to employee commitment and should be given preference to efforts where only management dictates of the goals while external commitment is evident when management defines the goals on behalf of employees, including the task required to achieve these goals.

6.8 Reward and Recognition Reward and recognition system identified is one of the factors that influence the maintenance culture. Some of researcher especially in safety and quality field believe that the grant award and a certificate given to the members of the organization will raise awareness in the performance of good works and thus increase the motivation to work hard. Patrick (2011), Saidin (2009), Sadus and Griffiths (2004), Viljoen and Wavaren (2008), Carlo et al (2006 ), Rita, (2003) and etc. Also In addition, the role of rewards and recognition is to encourage employee involvement in operation activities. According to Wiegeman (2002) stated that in the safety field reward system are needed to shape behavior towards implementing a good job. The process of implementation of this reward can also be done through giving money incentives and public praise and recognition by management for employees. Saidin (2009) consider the leader is responsible for paying tribute to evaluate their performance through formal or informal, and as a result of the performance of external leaders will honor the payment based on performance, such as wages, bonuses, increments, etc while the internal appreciation over the talent owned by praise and recommendation. Most of researcher had opinion the method in the form of external recognition of the financial incentives more effectively to the motivation of a person. But in maintenance culture context this methods not only give monetary rewards but is also very important internal awards such as certificates, performance evaluations, conducting training programs, creating for work environment conducive and so on.

6.9 Empowerment According Eti el, (2006) stated employee empowerment is crucial in order to create commitment in the employee's minds to this end; the management should involve all employees work in defining objectives, specifying how to achieve objective and setting ambitious but realistic targets. Autonomy is the core concept of


empowerment, while the management retains control through information systems, choice of processes and tools available. Empowerment is the process of delegating decision - making authority to lower levels within the organization. Some of researchers in the culture area point that empowerment culture as a factor in creating a culture based on trust and give opportunity employees make decision in job execution. Viljoen and Waveren (2008) in highlight employees are encouraged to take the initiative and broaden their scope. Empowerment leads to improvements in ownership and responsibility and acts as evidence of trust in their own self managements employees' abilities

8. CONCLUSION AND FUTURE RECOMMENDATION Changes the work culture towards a culture of maintenance requires a full commitment from all parties, especially the staff and management who are directly involved in the implementation of maintenance activities. If everyone understands the importance of maintenance the maintenance work can be improved and cost of will minimized. Cultural maintenance is actually a good cultural applied at the workplace for encourage employees concerns of the maintenance. Maintenance culture should be regarded as the norm within the organization, the beliefs and principles, rules, attitudes and practices in employment in the asset and facility management organization. Although the findings showed the determinant factor and discussion each factor in maintenance context. Nine significant factors are indentified influence maintenance culture. These factors are leadership, involvement/participation, communication, training and education, rewards system and recognition, policy, empowerment, motivation and teamwork.

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