Developing a Human Governance Index (HGI) of Universiti Teknologi MARA (UiTM) Johor

Developing a Human Governance Index (HGI) of Universiti Teknologi MARA (UiTM) Johor

Nur Amalina Aziz¹, Saunah Zainon², Ahmad Syahmi Ahmad Fadzil^3*, Nor Hidayah Hassim⁴, Azila Jaini⁵, Yarina Ahmad⁶

^1,3,5Faculty of Business and Management, Universiti Teknologi MARA(UiTM),Cawangan Johor,Kampus Segamat,85000 Johor, MALAYSIA

²Faculty of Accountancy, Universiti Teknologi MARA (UiTM),Cawangan Johor,Kampus Segamat,85000 Johor, MALAYSIA

⁴ College of Computing, Informatics and Mathematics, Universiti Teknologi MARA (UiTM), Cawangan Johor,Kampus Segamat,85000 Johor, MALAYSIA

⁶Institute for Biodiversity and Sustainable Development (IBSD), Universiti Teknologi MARA, 40450 Shah Alam, Selangor, MALAYSIA

DOI: https://dx.doi.org/10.47772/IJRISS.2024.8110074

Received: 06 November 2024; Accepted: 11 November 2024; Published: 03 December 2024

ABSTRACT

Each human soul needs a wise direction to steer them into the right path. A means that may support regulating a person’s soul with all kinds of traits, qualities, and capabilities is good governance. Good moral principles such as integrity, honesty, respect, and accountability can help individuals discover their actual purpose in life, especially when they work for an organisation. This is essential in light of the increasingly demanding role that higher education plays, which calls for effective oversight to satisfy the needs of many different stakeholders and the need to deliver top-notch education to future generations. To become the cornerstone of a university’s success, it is imperative to have excellent educators, administrators, and management. The Human Governance Index (HGI) was created at Universiti Teknologi MARA (UiTM) Johor to assess how well a university has succeeded in governing its people. This paper provides oversight over the development of the Human Governance Index (HGI), based on an analysis of key policies, and circular guidelines related to UiTM. A qualitative research design was employed by conducting (2) Focus Group Discussions (FGDs) such as academic and professional staff, which aim to obtain in-depth inputs and feedback that is crucial for the development of the HGI index. Based on the findings, there are four pillars of the HGI index which are (1) transparency; (2) accountability; (3) efficiency; and (4) effectiveness. The development of the HGI index may help promote good governance, especially at universities, which will indirectly benefit the educational system. A total of 19 indicators were proposed and validated with two experts at national level. The development of the HGI index is consistent with the MADANI concept, which places a strong emphasis on good governance.

Keywords: Human governance index (HGI), transparency, accountability, efficiency, effectiveness, MADANI concept

INTRODUCTION

A good governance practice is one of the prominent indicators that leads an organisation to a superior competitive position within the global marketplace. Additionally, governance performance delivers a high impact on human capital in achieving economic growth greatly [19]. Diligent and sustainable efforts with proper strategic planning that align with the vision and missions of an organization require a great effort or exertion from each employee attached to that organisation. Strong organisational governance can aid in obtaining high-performance levels that alleviate rampant corruption, bribery, poor performance, unethical behaviour and dishonesty in the long run [1]. Furthermore, without good control and monitoring of diverse talent management in an organisation, it will cause internal conflict and later lead to failure in the business conduct. Considering this, it is paramount to alleviate this issue to ensure the sustainability of human governance practices in an organisation.

Governance can be defined as a process of making decisions and the process by which those decisions are implemented (or not implemented) [54]. The decisions made must be in line with the needs and wants of the stakeholders. Meanwhile, human governance can be described as a “pathway towards actualising future leaders who are at once knowledgeable, competent and morally grounded” [5]. However, there is a complexity inherent in humans that cannot be disregarded [41]. The soul has evolved into the essence of the human being, which is essential to human governance. Past studies have proven that maintaining good human governance is crucial to improving the employees’ moral values and good ethical behaviour ([1],[5]). Nevertheless, people deal with challenging tasks and obstacles every day that expose them to wrong decisions in their work lives. With ethics, integrity and good values ingrained in their soul and minds, these could prevent them from any unethical behaviours and wrongful acts.

According to [6], the goal of Malaysia higher learning institutions (HLI) is no longer merely to produce great men, but rather to factory breed our future leaders or human resources to meet the needs of the economy and nations. The development of human governance at the higher education level emphasises the importance of the internal quality of humans at every level of the organisation. Today, Malaysia HLI aims to produce civilised individuals who fulfil their obligations to society and themselves and strive for perfection [7]. Considering this, the present study aims to develop a Human Governance Index (HGI) to be practiced in higher learning institutions, specifically to government universities. Thus, following research objective is examined in this study:

To develop a Human Governance Index (HGI), a tool to assess how well an organisation manages its human capital.

The proposed indicators for human governance are aligned with the Madani nation introduced by the Prime Minister of Malaysia, Datuk Seri Anwar Ibrahim, on January 19, 2023. This concept is an effort to describe the systematic governance and administration strategies of the country, emphasising the empowerment of a values-based, ethical, and moral economy and culture [55]. Subsequently, this proposed HGI will be beneficial to the organisation and become a constructive benchmark in evaluating employees’ performance in the future. The subsequent of this paper is divided into several main sections, beginning with the literature review of previous studies, followed by methodology. Later, the findings of the study and discussion are deliberated with summarised conclusions and recommendations for future research directions.

LITERATURE REVIEW

Human and Governance

Governance, particularly in the public sector, refers to the structures and processes designed to ensure accountability, transparency, efficiency, effectiveness, and the rule of law within the framework of governmental institutions. The role of civil servants within the framework of governance is pivotal, as they serve as the backbone of public administration, influencing policy implementation and the delivery of public services. The literature on human resource management in the public sector emphasises the importance of effective human resource strategies tailored to the unique challenges faced by civil servants

Civil servants often navigate a landscape marked by bureaucratic dilemmas, where they must balance political responsiveness with normative constraints. A study by [16] discuss how the formal organisation of civil service roles shapes individual civil servants’ perceptions and behaviours, which can lead to conflicts between their professional duties and political pressures. This dynamic is further complicated by the increasing mediatisation of civil service roles, as explored by [44], who notes that the COVID-19 pandemic has blurred the lines between administration and politics, leading to new governance dilemmas and vulnerabilities for civil servants.

Moreover, the performance appraisal systems for civil servants are crucial for promoting accountability and effectiveness in governance. The study by [21] argue that in the digital age, performance assessments must evolve to incorporate digital competencies, which are essential for enhancing the quality of bureaucratic resources and ensuring effective public service delivery.

This aligns with the findings of [31], who emphasised that the capability of civil servants is a key determinant of successful governance and national development.

Ethics also play a significant role in the governance framework surrounding civil servants. A study by [34] highlights the necessity of cultivating an ethical culture within public management to maintain the integrity of the civil service. This ethical dimension is critical as civil servants are often faced with challenges that test their commitment to public service values and the principles of good governance.

In addition to ethical considerations, the administrative values held by civil servants significantly influence their performance and behaviour. A study by [51] with comparative analysis reveals that these values shape the attitudes and interpersonal relationships within public administration, impacting overall governance outcomes. The need for continuous professional development and training is underscored by [32], who argues that leadership skills are essential for civil servants to navigate the complexities of modern governance effectively.

Four Main Pillars of HGI

Transparency

The concept of transparency in human governance has garnered significant attention in recent years, particularly as it relates to public trust, accountability, and the overall effectiveness of governance structures. Transparency is broadly defined as the openness and visibility of decision-making processes, which includes the ability of citizens to access information regarding government actions and policies [27]. This literature review synthesises various studies that explore the multifaceted relationship between transparency and governance, highlighting its implications for public trust and societal accountability.

One of the primary benefits of transparency is its potential to enhance public trust in government institutions. Research indicates that transparency fosters trust by allowing citizens to scrutinise government actions, thereby encouraging accountability ([56], [61]). For instance, [15] identifies six types of transparency and their associated outcomes, emphasising that effective transparency mechanisms can lead to improved governance and citizen satisfaction. Furthermore, studies have shown that during crises, such as the COVID-19 pandemic, the rapid dissemination of transparent information is crucial for maintaining public trust in health authorities and government ([56], [61]). This relationship underscores the importance of transparency not only as a principle of good governance but also as a practical strategy for crisis management.

Moreover, the literature suggests that transparency can mitigate corruption and enhance societal accountability. By making government actions visible, transparency enables citizens and civil society organisations to hold public officials accountable for their decisions [14]. This is particularly relevant in contexts where corruption is prevalent, as transparency is believed to deter malfeasance through its “sunshine effect” [42]. However, it is essential to recognise that the effectiveness of transparency in fostering trust is contingent upon the context and the nature of the information provided. For example, excessive transparency may lead to information overload, which can paradoxically diminish trust if citizens feel overwhelmed or confused by the data presented [26].

The interplay between transparency and public trust is further complicated by the role of citizen engagement and perceptions of social equity. Studies have shown that trust in government is influenced not only by the availability of information but also by citizens’ perceptions of fairness and equity in governance [60]. For instance, [60] argue that without a sense of social equity, transparency alone may not suffice to build trust. This highlights the necessity for governments to not only be transparent but also to ensure that their actions are perceived as just and equitable.

In conclusion, the literature on transparency in human governance illustrates its critical role in fostering public trust, enhancing accountability, and combating corruption. While transparency is a vital component of effective governance, its impact is nuanced and influenced by various factors, including the context of information dissemination and citizens’ perceptions of equity. Future research should continue to explore these dynamics to better understand how transparency can be effectively implemented to strengthen governance and public trust.

Accountability

Accountability in human governance has emerged as a critical area of study, particularly in the context of evolving governance structures and the increasing complexity of societal challenges. This literature review synthesises key contributions to the understanding of accountability, highlighting its multifaceted nature and the challenges it faces across various governance frameworks.

One of the foundational aspects of accountability is its definition and scope, which varies significantly across different contexts. A study by [20] emphasised that accountability in social enterprises involves articulating both the mission and the stakeholders to whom organisations are accountable. This dual accountability is echoed in the work of [12], who delineates three types of accountabilities—financial, performance, and political/democratic—each serving distinct purposes in governance. The complexity of accountability is further illustrated by [40], who argues that in network governance, accountability becomes a socially constructed concept, complicating traditional notions of responsibility and oversight.

The COVID-19 pandemic has catalysed new styles of accountability, revealing both strengths and weaknesses in existing frameworks. A study by [8] explored how governments’ responses during this crisis have highlighted emergent accountability trends, suggesting that the need for shared responsibility has reshaped accountability practices. Similarly, [33] discusses how the pandemic challenged traditional public accountability systems, advocating for innovative approaches to enhance transparency and public participation. This reflects a broader trend in which crises serve as catalysts for re-evaluating and reforming accountability mechanisms.

In the realm of health governance, the importance of accountability is underscored by [38], who argued that accountability is essential for the trustworthiness of data-intensive health research networks. This is complemented by the insights of [36], who identifies key elements necessary for effective accountability in global health governance, including standards, data, and answerability. These elements are crucial for ensuring that health systems can respond effectively to public needs while maintaining integrity and trust.

Moreover, the literature highlights the challenges of accountability in collaborative governance settings. A study by [50] contend that while collaborative governance can enhance accountability, it also introduces new challenges that must be addressed. This duality is further explored by [58], who discuss accountability challenges within transnational governance frameworks, emphasising the need for clear accountability regimes amidst complex governance structures.

Finally, the issue of legitimacy in accountability practices cannot be overlooked. A study by [30] note that shifts in governance mechanisms have significant implications for accountability and legitimacy, suggesting that as governance evolves, so too must our understanding of how accountability is constructed and perceived. This is particularly relevant in multi-level governance contexts, where diverse stakeholders may have conflicting interests and expectations regarding accountability [49].

In conclusion, the literature on accountability in human governance reveals a dynamic and evolving field that grapples with complex challenges across various contexts. As governance structures become more intricate, the need for clear, effective, and adaptive accountability mechanisms becomes increasingly critical. Future research should continue to explore these complexities, particularly in light of emerging global challenges and the ongoing evolution of governance practices.

Efficiency

The efficiency of human governance in the public sector has garnered significant attention in recent years, particularly as governments strive to enhance service delivery and accountability. This literature review synthesizes key findings from various studies, focusing on the principles of public choice theory, performance measurement models, governance practices, and the impact of technology on public sector efficiency.

Public choice theory posits that the efficiency of the public sector can be improved by minimising the role of the state, drawing parallels with private sector practices. This theory gained traction during the 1980s under leaders like Ronald Reagan and Margaret Thatcher, who advocated for the privatisation of public services to enhance efficiency and effectiveness [37]. The adoption of New Public Management (NPM) principles further emphasises this shift, integrating business-like management techniques into public governance to improve performance measurement and accountability ([39]; [25]). Such frameworks aim to create a more responsive and efficient public sector by aligning its operations with market-oriented strategies.

Performance measurement is critical in assessing public sector efficiency. highlight that citizen satisfaction should be a key criterion for evaluating public administration performance, as it reflects the extent to which governmental goals align with societal needs [23]. This aligns with the findings of, who argue that good corporate governance, characterized by effective leadership and accountability, is essential for fostering efficient resource management in public agencies [47]. Moreover, the integration of performance measurement systems is seen as a vital step towards achieving greater accountability and service quality in the public sector [39].

The role of technology, particularly cloud computing and artificial intelligence, is increasingly recognised as a transformative force in public sector governance. Cloud computing facilitates a shift towards more efficient, citizen-centric services by enhancing operational responsiveness [43]. Similarly, the integration of artificial intelligence can significantly improve decision-making processes and service delivery, thereby increasing overall efficiency [35]. The application of e-governance frameworks has also been shown to enhance administrative efficiency by streamlining processes and improving information management ([13], [18].

Moreover, the governance structures within public-private partnerships (PPPs) have been scrutinised for their impact on efficiency. Research indicates that effective governance in PPPs is crucial for achieving sustainability and operational efficiency throughout the project lifecycle ([57], [59]). This is echoed by, who provide a comprehensive review of public sector performance and efficiency across OECD countries, emphasising the need for robust governance frameworks to support efficient public spending ([3],[4]).

In conclusion, enhancing efficiency in human governance within the public sector necessitates a multifaceted approach that incorporates principles from public choice theory, robust performance measurement frameworks, and the strategic use of technology. The interplay between these elements is vital for fostering accountability, improving service delivery, and ensuring that public resources are utilized effectively.

Effectiveness

The effectiveness of human governance in the public sector is a multifaceted issue that encompasses various dimensions, including human resource development, governance frameworks, and the integration of technology. A comprehensive literature review reveals that effective governance is intrinsically linked to the quality of human resources and the implementation of good governance practices.

Firstly, the development of quality human resources is crucial for realising good governance in public sector organisations. [9] emphasises that effective human resource development practices positively impact governance outcomes, corroborated by various studies that highlight the significance of training and capacity building in enhancing public sector performance. Furthermore, [46] argues that structured knowledge management within public organisations can significantly improve human resource quality, leading to enhanced public service delivery. This notion is supported by the findings of [10], who discusses the complex interactions between governance dimensions and human development outcomes, suggesting that a well-governed public sector can foster human resource capabilities.

Moreover, the application of good governance principles in human resource management is essential for effective organisational performance. [52] illustrates how governance frameworks can guide the processes of planning, recruiting, and training personnel, ensuring that these processes are conducted with transparency and accountability. This is echoed by [52], who assert that good governance positively correlates with effective human resource management, ultimately enhancing staff performance in public institutions. The integration of New Public Management (NPM) principles further supports this argument, as it emphasises performance measurement and accountability as key components of effective governance [39].

In addition to human resource development and governance frameworks, the role of technology in enhancing governance effectiveness cannot be overlooked. The adoption of digital tools and e-Government initiatives has been shown to improve transparency and accountability in public sector operations [2]. [48] highlight that reforms aimed at increasing public sector productivity through technology can lead to significant improvements in governance quality. This technological integration aligns with the findings of [25], who discusses how financial transparency and accountability are critical indicators of successful governance in the public sector.

Lastly, the relationship between governance and human development is underscored by various studies that demonstrate how effective governance practices can lead to improved human development indices. For instance, [29] identifies a positive correlation between governance quality and human development outcomes in Nepal, suggesting that efficient governance can facilitate better educational and health policies. Similarly, [45] research indicates that good governance is a prerequisite for achieving sustainable human development, as it directly influences economic growth and public service quality.

In conclusion, the literature indicates that effective human governance in the public sector is contingent upon the development of quality human resources, the application of good governance principles, and the integration of technology. These elements collectively contribute to enhanced public sector performance and improved human development outcomes.

Importance of Hgi to Organisation

The Human Governance Index (HGI) acts as a key tool in assessing the human governance of organisation in fostering exceptional human resource development, characterised by excellence, integrity, responsibility, and expertise across diverse domains. Reference [17] indicated that governance and development are correlated. Good governance should align with developing talent, behaviour and ensuring ethical performance in every employee’s actions. Thus, practicing good governance is already being applied with specific rules of law by some agencies such as the United Nations Development Program and the World Bank [22]. By holding the spirit of laws and a high commitment to present moral values and beliefs, employees in such good governance can identify themselves with the organization’s visions and missions so that they remain loyal to the employer through the good and bad times. This is one of the importance of practicing the human governance index in an organization.

Furthermore,[5] also emphasised the importance of human governance in re-orienting organisations to their core principles and the purpose for which they were created. Integrity, benefiting communities, and avoiding corruption must be emphasised to every person to maintain excellent morale. Besides, [24] proved that asserting human governance in the workplace environment is a “dedication to enhancing the morals and values of the workforce”. This assures that the HGI is an appropriate indicator that is practically required by each organisation. Thus, practicing HGI in the organisation is crucial to ensure every employee obeys all rules and regulations and maintains superior work performance with high moral values.

METHODOLOGY

Qualitative Research Approach

A qualitative research approach was used, comprising semi-structured interviews with two different groups of informants: academic staff and professional and administrative staff. The interview sessions lasted between 1 to 3 hours and included informants from a variety of backgrounds. This interview was done in Bahasa Melayu, which is the formal language used by government entities. All informants provided valuable feedback and ideas to assist the researchers with developing a HGI index.

Sampling Techniques and Inclusion Criteria

Purposive and snowball sampling techniques were used in the study to reach the targeted informant who met the inclusion criteria. The inclusion criteria included staff who served Universiti Teknologi MARA (UiTM) for more than 3 years. The staff are experts who represent different departments at UiTM. In developing the HGI index, feedback from both academic staff and professional staff are highly required in the study.

Data Collection

There are two phases in data collection, including (1) content analysis based on relevant documents and guidelines of UiTM; and (2) Focus Group Discussions (FGD).

Content analysis

A content analysis was conducted on relevant documents and guidelines used by UiTM such as UiTM Strategic Plan, Code of Ethics, i-Dart and ESI, UiTM Governance, as well as other related documents such as MADANI concept. Based on the output, few indicators for HGI were identified and brought into consideration.

Focus Groups Discussion (FGD)

A total of two Focus Group Discussions (FGD) were conducted separately for two different groups with 5 to10 informants for each group. The first group involved academic staff that represented three faculties at UiTM. While the second group of FGD participated by professional staff who are experts in their designated fields. The data saturation point is met when there are no new findings or themes found. The rich qualitative data from these two FGD help the researcher to identify the proposed indicators for HGI index, and the definition of human governance.

Data Analysis

The thematic analysis was conducted after the audio data were collected and transcribed word by word. The main theme and sub-themes of qualitative findings were displayed in simple tree diagrams.

Expert Validation

Two national experts were brought in to assist in validating the proposed indicators derived from the findings of the content analysis and focus group discussions. Based on the input from experts, the existing indicators have been improved to guarantee the reliability and accuracy of the data.

Profile of informants

There were two groups of informants who participated in Focus Group Discussions, including academic staff and professional staff at Universiti Teknologi MARA (UiTM) Cawangan Johor Kampus Segamat. Each FGD involved 6 to 10 informants who were willing to share their insight inputs and feedback on the HGI index’s development. Six academic staff members from various departments, including the Faculty of Business Management (FBM), College of Computing, Informatics and Mathematics (KPPIM), and Academic of Language Studies (APB), participated in the first FGD session. All the informants are experts in their fields and have over five years of university-level service experience. Seven professional and administrative staff members from various departments, including the Library, Administrative, Facility Department, Information Technology Department, Academic Affairs Department (HEA), and Auxiliary Police Unit (Polis Bantuan), participated in the second FGDs interview.

FINDINGS

Human Governance

The findings of the Focus Group Discussion (FGD) demonstrated three themes as shown in Figure 1: (1)
delicate souls; (2) human potential needs to be utilised; and (3) a good leader. Informants claim that humans have delicate souls with unique qualities, abilities, and characteristics that need to be handled with care.

Figure 1: Three themes that emerge from FGD

Delicate Souls

Each individual in an organisation should be considered a delicate soul in dire need of direction and assistance from upper management. According to informants, having a healthy soul at work increases their happiness and fulfilment. If their soul is not well-regulated, they will become anxious and chaotic. Integrity, tolerance, accountability, and transparency are essential elements that can aid in regulating each of these souls.

“[…]Human governance involves administering people, which means not just directing but meeting the needs of employees. I prefer using the term “soul,” as it is what needs to be managed. If someone’s soul is healthy in the workplace, then everyone will feel happy […].” (FPP_F5)

Human potential needs to be utilised

In addition, training and course development are two ways the organization can support the development of employees’ skills and abilities. Human potential in terms of adapting to the current environment will be enhanced by this. According to informants, every person has unique skill sets, character attributes, and capacities that we must value in order to view them as an asset to the company.

“[…] Human governance can be associated with how human potential is utilised. Potential refers to an individual’s abilities, and their capabilities are not limited to just that […].” (APB_F2)

“[…]I emphasise two aspects: “Human Resource Development” and “Human Resource Management. This means that the selection process for employment occurs, where we choose the best candidates before bringing them into the organisation. This is crucial because it serves as the entry point, whether it’s the selection for lecturers, clerks, gardeners, and so on. An extensive assessment is necessary where we evaluate their strengths and weaknesses; this constitutes the developmental part. We enhance their abilities by providing them with courses so that they can improve their skills in the future […].” (FPP_M1)

A Good Leader

Furthermore, leadership serves an essential role in guiding a fragile soul within an organisation. According to informants, there is an imperative to consider numerous perspectives to lead these souls. There is a need for a clear vision to guide the ships with a delicate soul eager to devote their efforts to advance. This is to avoid any disagreements among employees, which might disrupt the entire organisation’s activities. It is critical to guide these souls before putting them into an organisation for genuine warfare.

“[…] In terms of management or good governance, top management needs to align or direct where they want to take things. The ‘soul’ is crucial. If staff aren’t enjoying their work, no matter how much you push for publications, they won’t want to do it […].” (FPP_M1)

“[…] In my opinion, every human administrator needs to look from different perspectives for each of these souls. So, I often tell my friends that if there are elements of disagreement, it is one of the signs of rebellion within their souls. In this context, what is important to me is that we need to manage humans before they enter the organisation […].” (FPP_F5)

According to informants, they are concerned about the change in leadership, which might result in a rapid shift in the organisation’s direction. Therefore, choosing a capable leader is essential to guiding all souls toward a clear path.

“[…] Leadership is crucial as the wrong leader can cause turmoil. When the old leader steps down and a new leader takes over, various things need to be addressed. This not only happens within UiTM but also in other institutions such as political organisations. Therefore, it is essential to choose good leaders as they will impact the future […].” (KPPIM_F1)

Furthermore, fair and equal treatment is required to unlock outstanding people within the organisation. Their positive traits and blooming potential are critical to the success of the company.

“[…]Human governance involves how an organisation administers its members by considering several indicators to ensure fairness and to develop and utilise the potential within the organisation’s members collaboratively […].” (KPPIM_F1)

“[…] Integrity and transparency are important in this regard […].” (APB_F4)

“[…] Human governance involves self-administration as well as managing others. In governance, there are principles of integrity, tolerance, transparency, and accountability […].” (APB_F3)

The Development of Human Governance Index (Hgi)

The four pillars of the Human Governance Index (HGI) are based on the Malaysian Governance indicators (MGI). The MGI was created to assess governance quality based on how institutions function and how the public benefits from the results [53]. These four pillars show essential elements to guarantee a government that runs smoothly. Additionally, these pillars are useful and essential for use in other public and private organisations.

1. Transparency–refers to the accessibility and availability of information to stakeholders.
2. Accountability–is the responsibility that an organisation has to their stakeholders for their action or inaction.
3. Efficiency–is the use of resources in the best possible ways, or “less input with high output.”
4. Effectiveness–is the degree to which the goals of the policies are being achieved.

A total of 18 indicators were proposed based on the content analysis of relevant documents of UiTM and other sources, as well input gathered from Focus Group Discussion (FGDs). Based on the findings, 18 indicators were identified and later validated with two experts at national level. This validation process with experts is crucial to improve the existing indicators in measuring the Human Governance Index (HGI). There are now 19 indicators in total, some of which were eliminated and some of which were added in response to expert input and feedback. Some indicators were improved to make it relevant and measurable in the context of university/organisation levels. This is a list of the Human Governance Index (HGI) indicators.

Transparency (3 indicators)

Table 1: Three indicators that represent transparency

Accountability

Table 2: Four indicators that represent accountability

Efficiency

Table 3: Five indicators that represent efficiency

Effectiveness

Table 4: Three indicators that represent effectiveness

General indicators

Table 5: Three indicators that represent general indicators

There are a total of 19 indicators for the Human Governance Index (HGI), comprising 16 indicators with four pillars and three general indicators. The total weightage score for 19 indicators is 41. Each pillar has a weight score of at least two, which is regarded as low; however, the score is higher when it comes to the use of resources and assets. the use of resources to achieve effective and efficient organisational performance.

CONCLUSION AND RECOMMENDATION

In conclusion, the development of the Human Governance Index (HGI) is a commendable endeavour to gauge the effectiveness of the organisation’s human governance. It is crucial to guide employees’ delicate souls, which can be reinforced by moral principles. The four primary pillars of human governance—transparency, accountability, efficiency, and accountability—must be prioritised. As proposed by the Malaysian Governance Indicators (MGI), these four pillars should not be disregarded since they will show how effectively the government is operating. The development of the HGI index is consistent with the MADANI concept, which places emphasis on employees’ accountability and responsibility for completing their tasks. The government made a full pledge in combating less effective governance, bribery and corruption issues and poor performance, especially among government servants. Thus, the development of the HGI index at UiTM at Johor Branch will help this organisation to make further improvements and move to a right path of education. A total 19 indicators were proposed at UiTM Cawangan Johor based on the content analysis of relevant documents and guidelines, as well as feedback from Focus Group Discussions (FGDs). All of these indicators are considered to be unique since they demonstrate the organizational context of human governance, especially at Universiti Teknologi MARA (UiTM).

Suggestion for Future Research

The development of indicators for Human Governance Index (HGI) was developed based on content analysis and Focus Group Discussions (FGD) with two group informants. However, the HGI index’s indicators are not absolute because they are subject to change based on the circumstances at hand. Therefore, for future research, a pilot study at the Johor level and validation among PTJ, Universiti Teknologi MARA (UiTM) Johor should be carried out. By validating indicators with each PTJ (departments, units, and organization), this process will assist the organisation in identifying the key persons who collect the key data and in improving the current HGI index indicators.

Systematic Data Management

In developing an effective Human Governance Index (HGI) for public higher learning institutions, systematic data management is the backbone that ensures consistency, accuracy, and accountability. Gatekeepers play a pivotal role in this process, acting as stewards of data integrity. These gatekeepers should be selected based on their expertise and objectivity, tasked with overseeing the flow of data through defined channels and ensuring that data collected is both reliable and valid. Their duties go beyond mere oversight; they safeguard the processes that include proper data entry, ethical data handling, regular audits, and cross-verification of sources. In a sector as complex as higher education, where governance data can come from varied streams such as faculty performance, student governance, financial transparency, and policy compliance, gatekeepers ensure that all data is correctly curated. By establishing a clear chain of accountability, institutions can minimise the risk of discrepancies or data manipulation, ensuring that the HGI remains a credible measure of human governance quality. The presence of these gatekeepers fosters a culture of responsibility and precision, which is essential in building trust in the index.

Monitoring and Improving Index Based on Current Context and Environment

The governance landscape within public higher learning institutions is in constant flux, influenced by changing political climates, social expectations, technological advancements, and evolving educational policies. For the Human Governance Index to remain relevant and effective, it must be continuously monitored and improved in line with these changes. This dynamic approach involves not only periodic updates to the index but also active monitoring mechanisms that capture real-time shifts in governance practices. These might include regular surveys, policy reviews, and engagement with key stakeholders such as faculty, students, and administrative staff. By embedding a feedback loop into the HGI framework, institutions can identify emerging governance challenges, address them proactively, and incorporate new governance indicators as necessary. For example, the increasing focus on sustainability and digital governance in higher education can prompt the inclusion of new metrics to assess how institutions govern these areas. Such adaptive practices ensure that the HGI remains an accurate reflection of the institution’s governance maturity and responsiveness to its external environment, positioning it as an invaluable tool for long-term governance improvement.

Visibility and Accessibility Through Database Development

The strength of a Human Governance Index lies not only in its data but in its accessibility and visibility to those who need it most. In today’s data-driven world, developing an accessible, comprehensive, and transparent database is key to ensuring that the HGI can be used effectively by decision-makers, researchers, and the public. A well-designed database can serve as a centralised repository where stakeholders can access governance data, track trends, and perform analyses to inform governance reforms. The database should be user-friendly, offering intuitive search and filtering tools, clear visualizations of governance performance, and downloadable reports. More importantly, the database should facilitate transparency by allowing external audits and public scrutiny, reinforcing the institution’s commitment to accountability. By making the HGI data open and easily accessible, institutions not only promote inclusivity but also encourage a culture of continuous governance improvement. This visibility can drive engagement from a broader range of stakeholders, including policymakers, students, and the wider community, all of whom can offer valuable perspectives on how to enhance governance practices. Moreover, accessible databases can be used for benchmarking across institutions, fostering a healthy competitive spirit that incentivizes better governance practices throughout the sector.

Limitation of Study

These indicators of HGI, however, are not absolute and will occasionally be improved as due to the changing environment and challenges. In the future, new indicators will be added, and existing ones are going to be improved to guarantee that HGI remains relevant in light of the demands and circumstances of the present.

ACKNOWLEDGMENT

This study is fully funded under the Rectors’ Special Project (RSP7: Human Governance Index) 2022-2024, Universiti Teknologi MARA (UiTM) Cawangan Johor Kampus Segamat. A special gratitude goes to the informants who were willing to participate in Focus Group Discussions (FGD) and both experts at national level: Prof. Dr. Yarina Ahmad and Assoc. Prof. Dr. Norsuziwana Hj. Tahir.

REFERENCES