Ingenieur Vol. 74 Ingenieur Vol 72, April-June 2018 - Page 62

INGENIEUR Figure 3: Model of TAM several Ministries, a representative from the Higher Education Institute and experts from the industry of asset and facilities management. The Policy came together with the TAM Manual, MPAM and TPATA where the codified knowledge was developed according to the objective stated in the Government Asset Management Policy. In 2009, the knowledge application through the MPAM was propagated and practiced through training sessions, workshops and seminars throughout all Ministries, departments and agencies which use Federal funding. The Policy and Manual have been made mandatory to use and comply with for all Government Ministries and agencies. MPAM (based on Pekeliling Am Bil.1/2009) is a guideline to explain the concept of TAM, starting from the planning, creation, use and disposal of assets, in addition to responsibility and good governance practices. MPAM defines the concepts and principles of TAM, including general and specific practices and responsibilities (see Figure 3). In 2012, another knowledge application through the non-Movable Asset Management Procedure based on Pekeliling Am Bil.2/2012 was propagated and practiced through training sessions, workshops and seminars. The implementation of TPATA was also enforced upon 6 60 VOL 2018 VOL 74 55 APRIL-JUNE JUNE 2013 all Ministries and Agencies. TPATA delineates the Government Asset Management Method from the creation plan to the disposal plan. Huge responsibility was given to the PWD in ensuring all Ministries and federal agencies comply with the requirements of the policy and apply good asset management practices through MPAM and TPATA. At the moment, TPATA concentrates on the operational and disposal phases. The main objectives are to provide complete asset information for planning and control, effective operation and maintenance, budgeting and performance rating measurement. All the above documents have been established and highlighted as the main inputs to the development of a learning culture, intellectual capital and knowledge management (knowledge elements). It can be seen from Figure 1 that there are four factors that mediate the effect of knowledge elements on organisational performance. The four factors are Customer Performance, Efficiency, Innovation and Dynamic Capabilities. CUSTOMER PERFORMANCE Customer Performance is an organisation's ability to effectively satisfy customers and develop a loyal customer base, which ultimately links to a higher level of organisational performance (Santos- Vijande et al. 2012; Peltier et al. 2013). Therefore, FM is important in creating a good relationship with the client. According to the International Facility Management Association (IFMA, 2005), facilities management is a profession that involves the integration of activities between different disciplines with the aim of ensuring the functionality of the environment with the integration of people, place, process and technology. Successful FM practices will create a workplace that has conducive surroundings, supports the flow of productive processes while creating added value and reducing costs. The scope and variety of services, activities, responsibilities, skills and knowledge of facilities management aim to enhance integration of existing organisational factors. Therefore, a clearer picture of the FM function is to manage physical and non-physical facilities and unpredictable