Student ID: 20128527841.0INTRODUCTIONACESM is a college opened and recognized in three years ago. This college placing student among those interested in the field of medicine and sports. This college place eight employees/staff and 5 of them are the lecturer that involved directly teaching all subject. All 50 SPM graduates with interest in pursuing their career in exercise and medicine field. 2.0EMPLOYMENT2.1Human resource planning Theory Define as an ongoing process of systematic planning in order to achieve optimal use of organization's most valuable asset which is human resources. The objective of human resource planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply ("Human Resource Planning," 2011).Practices Human resource planning process for ACESM involved:1. Analysis of Organization Plan and Objectives give an idea about the volume of future work activity, 2. Forecasting Demand For Human Resource is the estimation of the number and type of personnel required at different levels and in different departments this is when this college used human resource planning process before going for recruitment of a person, 3. Forecasting Supply for Human Resource deal with allocation of persons to different departments depending upon the work-load and requirements of the departments, 4. Estimating Manpower Gap which look on both side of demand and supply to determine deficits suggest the number of persons to be recruited from outside whereas surplus implies redundant to be redeployed or terminated5. Matching demand and supply involved thorough observation on shortages and surpluses of manpower to enable the human resource department to know overstaffing or understaffing. GapsACESM are demanding for labor since their students are going to add more in the future. Therefore, they are demanding for more lecturers to fulfill the need of teaching service for students. They are planning to increase more fresh graduate bachelor degree lecturers into their list of employment because a new courses will be introduced and add choices to the student who are registering to the college. On the other hand, ACESM want to increase their management team because of small numbers of employee who are handling on the student welfare. 2.2Recruitment Theory Recruitment effective recruitment and selection is central and crucial to the successful functioning of a company. It depends on finding people with the necessary skills, expertise and qualifications to deliver the Companys strategic objectives and the ability to make a positive contribution to the values and aims of the organization. Recruitment means search of the prospective employee to suit the job requirements as represented by job specification, a technique of job analysis. It is the first stage in selection which makes the vacancies known to a large number of people and the opportunities that the organization offers. In response to this knowledge, potential applicants would write to the organization. The process of attracting people to apply in called recruitment. The various sources of recruitment are generally classified as internal source and external source (Veneeva, 2006). Internal Sources: This refers to the recruitment from within the company. The various internal sources are promotion, transfer, past employees and internal advertisements. External Sources: External sources refer to the practice of getting suitable persons from outside. The various external sources are advertisement, employment exchange, past employees, private placement agencies and consultants, walks-ins, campus recruitment, trade unions, etc.Practices In ACESM is very simple and there is no difficult stage starting from advertising advertisement gives to us a wider range of candidates from which to choose the post or vacancies until screening the candidates. There are three method of external recruitment used in ACESM which are: SelectionTo select means to choose. Selection is a part of the recruitment function. It is the process of choosing people by obtaining and assessing information about the applicants with a view of matching these with the job requirements and picking up the most suitable candidates. The selection process involved in ACESM is the: The initial screening and/or preliminary interview The application form InterviewingInterview is an oral examination of candidates for employment. No selection process is complete without one or more interviews. Interview which is an essential element of the process, by and large still remains subjective. Background investigation The background investigation in selection process may include verification of reference from past teachers, employers, police verification and medical examination.Gaps There is a small gaps can be discovered from the theory and the practices which is the ACESM does not want to recruit someone inside the organization which means college do not want their employee to be as the same but recruiting externally to ensure the mobility of idea, skill, experience, knowledge, changes can be done by someone that have different perspective to make it more effective and there is no redundant implementation have been done to the college. 2.3Establishing career movement, including transfer and promotionTheory Heads of HR Department have flexibility to invite certain officers to apply for promotion, or allow officers to come out for promotion (Itika, 2011). 1. Increase transparency and impartiality and provide an opportunity to consider eligible officers' potential and organizational succession planning. 2. Where necessary and appropriate, promotion interviews are held to assist in assessment to supplement information provided in staff reports. 3. It is good management practice to provide promotion feedback to the staff that were considered but were not selected after a promotion exercise, to enhance communication.4. Departments respond to enquiries from staff arising from promotion exercises. Practices ACESM does not take much effort since there is no frequent since past three years because most of the managers were hire to hold that post from the beginning. Moreover ACESM do not implement internal recruitment method since they need a lot new staff to support daily operation. Gaps the clear huge gaps from both theory and practices is that ACESM have the labor shortage problem since they want to retain and gain a numbers of employees but increasing number of student lead to increasing demand of lecturers. Then from the management views there is no point of promoted staff when they have to maintain their financial for the purpose of hiring a lot of lecturers to cover subjects. Therefore, there is no career movement from their perspective since they know what the things that they are demand for. 2.4Setting policies and administering disciplinary action systems Theory The supervisor shall intervene fairly and timely to address incidents and cases of grossly inefficient job performance/unacceptable personal conduct and unsatisfactory job performance. Any written warning must be sure to include certain information which are dates of the incidents happens and actions that prompted that earlier warnings. The disciplinary document should, of course, include the purpose of the current warning and a recitation of the work rule that was violated or the problem being addressed. A thorough written warning explains to the employee how his or her actions harmed the company. Unwarranted and unsupported statements, as well as personal attacks, should be avoided. Explains to the employee the consequences if the situation does not improve ("Positive actions to get the best from your employees," 2013). Lastly, the warning should include the date, the names of everyone present when the warning was issued (these are potential witnesses in the event a lawsuit is filed by the employee), a space for the employees signature (the employee should be told his or her signature does not mean he or she agrees with the warning only that he or she acknowledges receiving it), and a space for any comments the employee wants to add to the warning. If the employee refuses to sign the warning, make a note on the form that the employee refused to sign it. Types of disciplinary action include Written Warning, disciplinary suspension without pay, demotion and dismissal. Practices Management progressive discipline maintains order and enforces University rules. It affects employee morale and productivity positively. It helps rehabilitate employees who choose to correct their behavior and helps to justify termination of employment of those who do not. Discipline which is not properly administered and thereafter is reversed or rescinded has the negative effect of discrediting the rule, policy, procedure, and supervisor. Employee will have progressive discipline sets clear standards and warn of consequences for noncompliance. It assures predictable, progressive, and equitable treatment. It promotes fair decisions, and it provides a process to appeal disciplinary decisions.The University has established a probationary period for all newly-appointed employees. The purpose of the probationary period is to assure the supervisor that the employee can satisfactorily fulfill the demands of the position. An effective disciplinary policy in ACESM provides the following progressive steps to be followed: A first offense may call for a verbal warning A next offense may be followed by a written Warning Another offense may lead to a suspension Last offense may then lead to termination of employment. A disciplinary policy should also recognize that there are certain types of employee problems that are serious enough to justify either a suspension, termination of employment.Gaps There is not much gaps can be point out here since the process are the same in taking the disciplinary action towards staff. There is a rule and regulation in ACESM such as the access card need to be tapped as early as 9.30 a.m. at the morning and 6.00 p.m. at the evening for the record of employee working time whether it was being followed or not. If not its become the disciplinary problem among the staff and it was not good to still continued in the office environment and lowered down productivity levels of college. Then, ACESM apply the probationary period for the employee who just entered into the organization to make sure they are on trial so that any problems occurred they can still correct it. Therefore, there is no wasting time of having the same recruitment process over and over again to maintain the best employee. 2.5Terminating employeesTheory Involuntary terminations are caused by employment problems such as unsatisfactory performance, excessive absenteeism or tardiness, or poor attitude. Employees with such problems are typically not terminated by employers without being given a warning of their performance deficiencies and an opportunity to improve. Terminations resulting from more serious types of employee offenses, such as insubordination, dishonesty, misconduct, theft, unethical practices, fraud, and falsification of records. Employees who have committed such offenses generally can be discharged without warning. There are exceptions to these terminations which are discrimination, public policy and just cause promise. Practices ACESM apply termination of employee based on any misconduct or anything involved the unlawful behavior from employee. Listed below are examples of misconduct which may be considered to be Gross Misconduct and may warrant a Final Warning, Demotion or termination. Theft, including unauthorised possession of Company property. Breaches of confidentiality, prejudicial to the interest of the Company, Being unfit for duty because of the drugs or alcohol. Refusal to carry out a management instruction which are within the individuals capabilities Breach of confidentiality / security procedures. Physical assault, breach of the peace or verbal abuse. False declaration of qualifications or professional registration. Failure to observe Company rules, regulations or procedures. Wilful damage of property at work. Incompetence or failure to apply sound professional judgement. GapsThere are a lot of cases happen lead to termination of our employee which are the moral problems, disciplinary problem, major misconduct, hierarchy problems also productivity problems, and theft. Therefore, termination id needed to ensure the college is not being affected since this is education sectors, maintaining the image is very important to produce high quality students and generation without people or public questioning their credibility as students. There is one gap that can be seen here is to what extent the effectiveness of the termination procedure lead to the solution of the problems among the staff and lecturer because it hard to destroyed what have been built by previous person. 3.0TRAINING AND DEVELOPMENT3.1Holding and induction program Theory This induction policy, associated procedures and guidelines aim to set out general steps for managers and staff to follow during the induction process. The Company expects that the implementation of good induction practice by managers/supervisors will:1. Enable new employees to settle into the Company quickly and become productive and efficient members of staff within a short period of time. 2. Ensure that new entrants are highly motivated and that this motivation is reinforced. 3. Assist in reducing staff turnover, lateness, absenteeism and poor performance generally. 4. Assist in developing a management style where the emphasis is on leadership. 5. Ensure that employees operate in a safe working environment. 6. Will reduce costs associated with repeated recruitment, training and lost production.Practices Preparations should be made for the arrival of the new entrant well in advance for the successfully rating performance of ACESM, for example, arrangements should be made to provide desk, equipment and lockers etc. Most new employees tend to be concerned primarily with two matters:a. Whether they can do the job andb. How they will get on with their new colleagues.It is therefore important to introduce them to their new workplace and colleagues at the earliest opportunity. An introductory talk will be appropriate at this time and can be combined with the provision of general information and exchanging any necessary documentation. This talk should be as brief as possible, because the employee is unlikely to be receptive to detailed information at this stage, and should be conducted by someone who is well prepared and has sufficient time available. Our managers will refer to the Induction Checklist and use it as a basis for discussion thus ensuring all documentation is complete. Therefore ACESM always make a details checklist which is induction checklist to ensure that nothing missing on the day of new staff coming to avoid problem. The Induction checklist is a very useful way of ensuring that information is imparted to new employees when they are likely to be most receptive. GapsThe induction programs are necessary to be done at any organization to make sure the next day problem arise. The induction program is the program in the form of orientation toward newly employed employee to help them familiarize with the new environment. But there is something that ACESM done to simplified the induction program which is the induction checklist of what to do first until the end of the programs. 3.2Establishing and administrating performance management and appraisal system Theory Performance appraisal includes the comparison of performance scales of different individuals holding similar areas of work responsibilities and relate to determination of worth of the scales for the achievement of organization objective. Steps in Appraising Performance1. Establishing Performance Standard: The process of evaluation begins with the establishment of Performance Standards. While designing a job and formulating a job description, performance standards are usually developed for the position. Weights and points to be given to each factor and these then should be indicated on the Appraisal Form, and later on used for appraising the performance of the employees. 2. Communicating Performance Expectations to Employees: communicate the as above standards to the concerned employees. It should be noted that here communication means that the standards have been transmitted to the employee and he has received and understood them a two-way communication in same context and contents. 3. Measuring Actual Performance: determine what actual performance is, it is necessary to acquire information about it we should be concerned with how we measure and what we measure. Four sources of information are frequently used personal observation, statistical reports, oral reports and written reports. 4. Comparing Actual Performance with Standards: The next step is comparison of actual performance with the standards by doing so the potentiality for growth and advancement of an employee can be appraised and judged.5. Discussing the Appraisal with the Employee: Under these discussion good points, weak points, and difficulties are indicated and discussed so that performance is improved. 6. Initiating Corrective Action: The final step is the initiation of corrective action whenever necessary. Coaching and counseling may be done or special assignments and projects may be set. Practices Functions of Performance Appraisal: First, it enables our management to evaluate an individual's performance in the current job to identify strengths and overcome weaknesses. Second, it provides information to assist management plan postings, transfers and promotions. In so doing, we are able to compare performance and potential between officers of the same rank.Procedure: At the beginning of the reporting cycle, the appraisee should agree with the appraising officer on the main objectives or responsibilities over the reporting period. The list of objectives or responsibilities should be reviewed between the appraisee and the appraising officer during the reporting cycle to see if changes are necessary. At the end of the reporting cycle, the appraising officer will write his assessment. He will pass his assessment to the countersigning officer for the latter's views.To provide feedback to the appraisee, the appraising officer and the countersigning officer decide between them who should interview the appraisee to discuss with him/her the performance during the reporting period. The interviewing officer should show the entire report to the appraisee before the interview. A summary of the discussion at the interview and the points made by the appraisee should be recorded in the appraisal form. After the interview, the appraisal form is passed to the grade manager for his assessment.Gaps The obvious gaps here is the procedure is not details as the theory since it was done to a small number of staff and there is not enough officer to evaluate employee performance accordingly. The process of appraising employee become much simple and does not proves it equality, fairness and effectiveness. There is lack of employee observation inside the organization because ACESM does not continuously record all the achievement of an employee all the times and sometimes its became obsolete and were left behind. In simple word the record is not completely updated. Then the problem occur when the time come to evaluate employee there is a lot of data missing and this will give the employee bad impression, the communication will be ruined and the feedback towards employer becomes negative. 4.0PAYMENT AND REWRADED SYSTEM4.1Developing a wage structure Theory Pay systems provide the foundation for financial reward systems. There are basic rate systems, where the worker receives a fixed rate per hour/week/month with no additional payment. There are systems based in part on the worker gaining and using additional skills or competencies Pay systems provide the bases on which an organization rewards workers for their individual contribution, skill and performance. Pay structures are different they are used to determine specific pay rates for particular jobs, usually based on the nature of the job, its content and requirements (Burke, 2008). A pay structure provides the framework within which the organization places the pay rates for its various jobs or groups of jobs. Pay systems fall into two main categories: Those where pay does not vary in relation to achievements or performance (basic rate systems) Those where pay or part pay does vary in relation to results, profits, and performance (including the acquisition of skills).Basic rate systems are the easiest to operate, and apply to many workers in this country. The worker receives a fixed rate per hour, week or month. Practices Pro-rated rate When you prorate salary, you determine how much an employee earned during a partial work period. Its a necessary step in determining the fair amount of pay for an employee that begins employment in the middle of a pay period, as well as for one who ends employment in the middle of a pay period. Additionally, if youre an employee and need your pay prorated, its helpful to understand the process, so you can ensure that youre receiving the salary you have earned Note the employees yearly salary Divide the yearly salary by 12 to determine how much the employee earns in each monthly pay period, rounding it to dollars and cents Examine the month for which need to prorate the employees salary to see how many work days there are in that month Determine the daily pay rate for the employee by dividing the monthly salary by the number of work days in the month of prorating Multiply the employees daily pay rate by the number of days the employee worked in that monthGaps The wage structures of the lecturer are very high nowadays especially involved science and English lecturer that were much demanded nowadays. Therefore, ACESM are using prorated rate as the medium of payment towards their staff and lecturers. So that our financial manager are able to standardized their working days with their salary per month. As a result ACESM want to acquire more part time lecturers rather than permanent because it will make them easier to determine the payment of their staff and the calculation of the wages will be easier too. But there is a gap between theories and practices which are ACESM are only using one technique to calculate all payment. Moreover, this is complicated to handle since every single day the employee leaves need to be recorded. 4.2Establishing incentive schemesTheory Incentive schemes may be short- or long-term. Schemes based on individual performance, such as weekly or monthly production bonuses or commission on sales, generally offer a short-term incentive. Longer-term schemes such as profit sharing and share option schemes may not provide as much incentive to individual workers as schemes based on personal performance. Performance related pay is generally used to link progression through a pay band to an assessment of an individual's work performance during a particular reference period, often a year. Alternatively, the reward may be an additional sum of money paid in the form of a bonus. Assessments usually relate to an individual's achievements against agreed objectives relating to output and quality of work but may also include an element of evaluation of personal characteristics, such as adaptability, initiative and etc. Practices Individual performance-related pay schemes are where the employee receives either a bonus, or an increase in base pay on meeting previously agreed objectives or based on assessment by our manager, or both. They are typically used for middle managers in private sector organizations and for professional staff. The advocates of individual performance-related pay schemes claim that they are an obvious way to align to objectives of middle managers with the goals of the organization. If performance targets set are based on the goals of the ACESM, then it appears obvious that making part of the rewards of employees contingent on achieving those targets will mean that employees are motivated to achieve the goals of the organization.Gaps There is no gap here because individual performance-related pay is used to measure the payment based on performance of particular employees. The particular employee with high performance will receive high payment. These schemes are mostly used in marketing department which they require commission for their contribution when they are bringing students to the college. This to ensure that employee will put performance and rewards identical or consistent. Advising benefits TheoryAnnual Paid LeaveThe number of days statutory annual paid leave that you are entitled to will vary depending on which company you work for and the hours that you work. Generally speaking, employees are entitled to between 8 and 16 days annual paid leave per year, in addition to 12 days national holidays (with a total of 15 16 holidays depending on the state you reside in).Working HoursAs a full time employee working in Malaysia you will be expected to complete a 48 hour week on a Monday Friday Basis. However, your hours may vary depending on the type of employment you undertake. In all states, except in the states of Kedah, Kelantan and Terengganu, offices are closed during weekends. On Fridays, workers are given a lunch break from 12.15pm to 2.45pm, in order to enable Muslims to pray.Health and Sickness BenefitsEmployees are entitled to 60 days full pay for sick leave, including 14 22 days for non-hospitalization. Your years of entitlement will vary depending on the number of years of service worked.As operated by the Social Security Organization, the Government of Malaysia provides a social insurance scheme that aims to protect employees and their families in the event of accidents that result in disablement, death or affliction with occupational diseases.Retirement BenefitsThe Employees Provident Fund (EPF) is a scheme that provides retirement benefits to employees. These benefits are accrued for employees and employers through contributions from salaries, which are compulsory for all (Employee Benefits in Malaysia, 2013 ). PracticesHoliday :17 paid holiday

Vacation :Employees shall be granted 12 vacation days on a prorated basis from 1 to 1.5 years of service.

Retirement :Employees Provident Fund (EPF) in excess of the statutory EPF contribution is 2% for 1 to 3 years of service and 3.5% for more than 3 years of service.

Total & Permanent disabilityDeath & Loss of body part due to accident:

:36 x monthly basic salary

36 x monthly basic salary

Sick leaves Maternity leaves Paternity leave

Wedding leave Compassionate leave

Replacement leave :::

::

:14 days per year for the first 2 years of service.60 consecutive days for birth up to 5th child. Male employees are eligible to 2 working days leave for the birth of their own child up to 5th child. 5 days leave for legal marriage per employment.3 consecutive working days on the death of their immediate family member.Entitled for outstation employee on weekdays

Gaps Benefits one point of rewards from the employer to the employee but benefits is being given not in the form of money but in the form of leaves, holiday, vacation and etc. the benefit is depend on the employer inside the organization. Benefit is given to every employee entitled for it. As an employee in Malaysia you will be entitled to a number of rights and benefits, regardless of your nationality or citizenship. However, it is fundamental that before commencing with employment there, you obtain and submit the relevant documentation that enables you to lawfully work in the country. It is also important that you have a clear understanding of your full rights and benefits as an employee working in Malaysia under the Employment Act 1955.5.0HEALTH AND SAFETY 5.1Organizing safety programsTheory It is the policy of the Company to require departmental managers to produce appropriate health and safety policies or guidelines. The model contents of a guideline are: a clear statement of the role of the department, regulations governing the work of the department, clear reference to safe methods of working, for example nursing procedures, manufacturers' manuals, information about immediate matters of health and safety concern, such as fire drills, fire exits, first aid, training standards, the role and identity of the Health and Safety Representative, names of specialist advisers who can be approached about the work of the department, the manager responsible for organization and control of work, accident reporting procedures, departmental safety rules, fire procedures, and policies agreed by the Company. Health and Safety training shall be incorporated within annual training programs, as part of the development of a systematic training plan. Practices Safety measures deals with prevention of accidents and with minimizing the resulting loss and damage to persons and property. ACESM have five basic principles must govern the safety programs. 1. Factors resulting to accidents have to be traced out, analyzed and eliminated. 2. Identify potential hazards and provide effective safety facilities and equipment take prompt remedial action. 3. The top management must continuously monitor the safety performance. 4. Management and supervision must be fully accountable for safety performance in the work place. 5. All employees should be given thorough training in safe methods of work and should receive continuing education and guidance on eliminating safety hazards and on prevention of accidents. Gaps The gaps between theory and practices are that ACESM have a simple safety and health procedure which is more towards safety of their respective employee, employer and their students. There is more procedure pertaining to the safety of an organization. ACESM has all the safety measure to ensure the compulsory need of safety such as the first aid boxes, fire extinguisher, and the fire exits but in ACESM there is no safety officers handle those entire things. Furthermore, the college they are struggling to create an annual training for the manager and all the staff on the safety and health training to increase awareness. 6.0EMPLOYEE SERVICES/WELFARE 6.1Counseling Theory Employee counseling gives individuals a valuable opportunity to work through problems and stresses in a strictly confidential and supportive atmosphere. Counseling provides access to several basic forms of helping in giving information, direct action, teaching and coaching, advocacy, and providing feedback and advice, for example. Typically, counseling involves the individual employee meeting with a psychological adviser, usually on a one-on-one basis. (Gerstmann, 2014)It is not uncommon for the individual employee and counselor to meet one or twice a week for several weeks. However, the number and frequency of meetings required will depend upon the nature of the perceived difficulty and the nature of the intervention needed. The focus of counseling sessions is to encourage discussion of personal and work-related difficulties. This is often followed by the adoption of an active problem-solving approach to tackle the problems at hand. The specific aims of employee counseling are to: Explore and find the key sources of difficulty. Review the individuals current strategies and styles of coping. Implement methods of dealing with the perceived problem, thereby alleviating the issue. Often, this step may involve also improving interpersonal relations at work and/or improving personal performance. Evaluate the effectiveness of the chosen strategies. Practices Counseling is an attempt to correct a situation and prevent it from getting worse without having to use the disciplinary procedure. Where improvement is required, our employees have been given clear guidelines as to: What is expected in terms of improving shortcomings in conduct or performance? The time scales for improvement When this will be reviewed The employee must also be told, where appropriate, that failure to improve may result in formal disciplinary action. A record of the counseling should be given to the employee and a copy retained in their personnel file. It is imperative that any counseling should be followed up and improvements recognized and recorded. Once the counseling objectives have been met, any record of the counseling will be removed from the employees file. If during counseling it becomes clear that the matter is more serious, then the discussion should be adjourned, and pursued under the formal disciplinary procedure.Gaps In ACESM there is counseling but mostly student are involved in the counseling session. All the employees are not too participating inside the counseling session. From the employee perspective there is a formal counseling session are done. The counselor is being appointed as the permanent counselor to deal with both employee and students. Mostly, all the records are kept and after the counseling session is complete all the records will be save in their personal file as it is private and confidential. Feedback will be given to the employee whether it is positive or negative. The counselors are put far away from the office since it has to be private. The gap here is the counseling is mostly among students but not employee.

CONCLUSION In conclusion, the Human resource function is important in every company to develop globally. Human resource also is one of the major sectors that will complete the structure of the company. It is because the element of the human resources involved employment, payment/rewarded systems, training and development, health and safety, employee services/welfare, productivity improvement scheme and industrial relationship. Completing all the human resources function in once company will enhance the productivity and smoothing the administration of the company.

REFERENCES Burke, Lisa A. (2008). Designing A Pay Structure. www.shrm.org/hreducation/cases.asp

Employee Benefits in Malaysia. (2013 ). Find employment

Gerstmann, Peter. (2014). Employee Counselling - Definition, Benefits, Outcomes.

Human Resource Planning. (2011).

Itika, Josephat Stephen. (2011). Fundamentals of human resource management. African Public Administration and Management series, 2, 1-231.

Positive actions to get the best from your employees. (2013) (pp. 1-37): Central of Michigan University

Veneeva, Verena. (2006). from http://www.coursework4you.co.uk

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