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
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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