ICTMT 2025 | International Journal of Research and Innovation in Social Science (IJRISS)
ISSN: 2454-6186 | DOI: 10.47772/IJRISS
Special Issue | Volume IX Issue XXVIII November 2025
Page 349
www.rsisinternational.org
The Research Evaluates DBKL's Preparedness to Implement
Electronic Record Applications for Digital Examination Systems
Used in Recruitment Processes
Mohd Hakim Abdul Hamid
1*
, Muhammad Amirul Bin Zailaini
2
, Mohamed Hariri Bakri
3
1,2,3
Fakulti Pengurusan Teknologi dan Teknousahawanan, Universiti Teknikal Malaysia Melaka
*Corresponding Author
DOI: https://dx.doi.org/10.47772/IJRISS.2025.92800034
Received: 10 November 2025; Accepted: 20 November 2025; Published: 19 December 2025
ABSTRACT
This study assesses the readiness of the Kuala Lumpur City Hall (DBKL) Recruitment Unit under the Human
Resource Management Department to implement electronic record submissions in its digital examination
system. Currently, DBKL relies heavily on manual recruitment procedures such as paper-based assessments and
traditional interviews, reflecting the hybrid approach still common in Malaysia’s public sector due to limited
digital integration and varying staff digital literacy (Noradila Mohd Nasir & Siti Khatizah Safiyuddin, 2007;
Jamaludin et al., 2022). Using semi-structured interviews with HR and IT personnel, the study examines digital
readiness, identifies operational gaps, and aligns findings with the Malaysia e-Government Transformation Plan
(2021–2025) and the MyDIGITAL Blueprint (Access Partnership, 2023). The results indicate that digital
transformation within DBKL is at a moderate stage, but it holds strong potential for improvement through
structured policy development, investment in ICT infrastructure, and continuous digital upskilling. The study
concludes that adopting an online examination system can enhance recruitment efficiency, data accuracy, and
transparency, supporting Malaysia’s vision for a fully digital public sector (Hashim & Yunus, 2020; Koman,
2024; Ciancarini et al., 2023).
INTRODUCTION
The Malaysian public sector prioritises digital transformation as its main objective to achieve improved
operational efficiency and transparency. The Public Sector Digitalisation Strategic Plan (2021–2025) requires
the complete integration of information technology across all levels of government administration. The
Recruitment Unit of DBKL's Human Resource Management Department handles candidate qualification and
interview selection through manual procedures, which require physical documentation, academic credential
verification, and face-to-face testing. The traditional system provides transparency, but it consumes time and
resources and introduces errors due to human involvement. The research by Mohd Zain and Hassan (2018)
demonstrated that Malaysian local authorities experience data duplication and delays in candidate assessment
when using manual recruitment methods. The study by Rahman et al. (2021) demonstrated that government
recruitment systems lacking a unified digital infrastructure pose operational challenges and additional workload
for administrators. Public organisations can achieve better candidate experience, accuracy, and accountability
through e-recruitment platforms, according to Norhayati and Jusoff (2023), when they have adequate digital
readiness and staff competency among staff members. The research evaluates DBKL's readiness to transition its
recruitment system to an electronic record-based digital examination, utilising an online psychometric test as the
primary screening tool for job applicants.
LITERATURE REVIEW
Public sector organisations continue to adopt digital transformation to enhance operational performance and
increase their accountability levels. The Public Sector Digitalisation Strategic Plan (2021–2025) of Malaysia
outlines a strategy to enhance service delivery through the use of automated systems and data-driven governance.
The successful implementation of digital transformation requires the integration of digital infrastructure with
ICTMT 2025 | International Journal of Research and Innovation in Social Science (IJRISS)
ISSN: 2454-6186 | DOI: 10.47772/IJRISS
Special Issue | Volume IX Issue XXVIII November 2025
Page 350
www.rsisinternational.org
dedicated leadership support and coordinated efforts among different agencies, according to Abdullah & Rahman
(2024). The implementation of seamless digital service delivery faces significant challenges because of outdated
systems and weak data management structures, according to Lee et al. (2025). The research supports the need
for government digital transformation to unite technological progress with organisational and human
preparedness.
E-Recruitment and Digital Examination Systems
The public sector now utilises e-recruitment as a vital tool for managing human resources through modern
recruitment methods. Karim & Aziz (2025) discovered through their research that digital recruitment systems
improve both candidate selection transparency and system accessibility and fairness. The implementation of
online testing and assessment systems, according to Hassan & Idris (2024), leads to reduced administrative work
and better data precision. The researchers determined that system usability, in conjunction with cybersecurity
measures and employee willingness to adopt digital systems, significantly influences the success of these
systems. The effectiveness of e-recruitment initiatives in Malaysian public service agencies depends on ongoing
system development and employee training programs, according to Rahman et al. (2025).
Digitalisation Readiness of Organisations
The success of digital transformation depends heavily on how well organisations prepare themselves for change.
Kamarudin & Lim (2024) established that three essential readiness factors consist of prepared infrastructure,
supportive leadership, and digital competency among employees. The research by Almarabeh & Hassan (2025)
shows that public organisations fail to recognise the necessity of policy alignment and change management when
implementing new systems. Digital initiatives face the risk of failure because users resist new systems, and
integration problems occur when readiness assessments are insufficient. Evaluating readiness before full-scale
implementation enables DBKL to identify potential challenges and develop effective transition plans.
Research Findings about Public Service Recruitment Practices
The public sector recruitment process in Malaysia and Indonesia now operates entirely through digital systems,
according to current research findings. The implementation of e-recruitment systems, according to Hassan
(2025), leads to better fairness and transparency, as well as improved monitoring performance. The research by
Nurhayati & Putra (2024) shows that digital recruitment systems improve candidate assessment, yet encounter
problems when trying to link with existing HR database systems. The research by Azmi et al. (2025) developed
a comprehensive assessment model for digital examination system readiness in government agencies by
combining the UTAUT and organisational readiness frameworks. The research indicates that digital
transformation success in public service recruitment depends on three essential factors: technical readiness,
policy alignment, and user acceptance.
METHODOLOGY
The research employed a qualitative approach through semi-structured interviews with 10 DBKL staff members
who worked as record managers, human resource officers, and IT personnel. The research design enabled the
team to understand the organisation's readiness for digital examination and e-recruitment system implementation
by collecting detailed information. The researchers employed thematic analysis to identify essential readiness
factors and vulnerabilities within the recruitment unit, as extracted from the gathered data.
The study addressed central themes within system infrastructure, policy context, competence and readiness of
staff to accept online assessment tools. This research was guided by the Unified Theory of Acceptance and Use
of Technology (UTAUT), developed by Venkatesh et al. (2003), which describes the drivers of technology
adoption in organisations.
Four primary constructs—Performance Expectancy, Effort Expectancy, Social Influence, and Facilitating
Conditions—were used to measure the DBKL's readiness for digitalisation. Such constructs helped to understand
ICTMT 2025 | International Journal of Research and Innovation in Social Science (IJRISS)
ISSN: 2454-6186 | DOI: 10.47772/IJRISS
Special Issue | Volume IX Issue XXVIII November 2025
Page 351
www.rsisinternational.org
how the employees perceived usefulness, ease of use, management support, and infrastructural readiness that
influence their acceptance of the digital examination system. Overall, this design enabled the study to evaluate
DBKL’s preparedness for digital transformation through the lens of technology acceptance.
RESULTS AND DISCUSSION
Organisation of the Study. This chapter discusses research conducted in the Recruitment Unit of the Human
Resource Management Department at Dewan Bandaraya Kuala Lumpur (DBKL). The primary aim was to
evaluate staff and infrastructure readiness for the adoption of an online digital-based examination and assessment
platform. Information was obtained using a structured questionnaire administered to 40 respondents from the
machinery. Analysis is based on six readiness dimensions: system process, infrastructure, staff competency,
policy framework, data management, and management.
Overall, the results indicate that while DBKL demonstrates a willingness to transition towards digital
transformation, the current assessment process remains highly manual. Respondents highlighted several
constraints, including limited infrastructure capacity, insufficient digital training, and the absence of formal
policy guidelines. Nevertheless, the overall perception of readiness remains moderate to high, as reflected in the
findings below.
Table 1: Summary of Current Issues and Readiness Gaps
Dimension
Current Situation
Readiness Gap
Level of Perceived
Readiness (%)
Interpretation
System
Process
Manual candidate
screening,
examination
scheduling, and data
entry
Need for an
integrated online
assessment platform
87.5
The majority agree
that the manual
process causes
inefficiency and
delays.
Staff
Competency
Basic computer
literacy among HR
officers
Needs structured
digital skills
training
65.0
Shows the need for
targeted digital
training
programmes.
Data
Management
Decentralised record
keeping; manual
document storage
Centralised, secure
digital repository
recommended
82.5
Reflects strong
support for database
modernisation.
Management
Support
Encouragement
given, but it lacks
strategic ICT
planning
Formulate a digital
roadmap and
allocate funding
70.0
Reflects positive
intention but a
limited execution
plan.
DISCUSSION OF FINDINGS
The findings indicate that 87.5% of respondents agreed that DBKL’s recruitment and assessment process
remains heavily manual, especially in candidate calling, test administration, and evaluation. This manual
dependency has resulted in slower data processing and inefficiencies in candidate tracking.
Comparison of Manual vs Automated Recruitment Processes in DBKL
The pie chart indicates that most respondents (87.5%) view the recruitment process at Dewan Bandaraya Kuala
Lumpur (DBKL) as primarily manual, with only 12.5% believing that some aspects are automated. This gap
highlights that the current recruitment system still relies heavily on traditional methods, such as manual
documentation, face-to-face assessments, and paper-based evaluations. The low level of automation indicates
that DBKL’s efforts to digitise human resource processes are still in their initial stages.
ICTMT 2025 | International Journal of Research and Innovation in Social Science (IJRISS)
ISSN: 2454-6186 | DOI: 10.47772/IJRISS
Special Issue | Volume IX Issue XXVIII November 2025
Page 352
www.rsisinternational.org
The findings underscore the urgent need for DBKL to expedite its transition to a unified digital recruitment
system. Automating routine administrative tasks—such as screening applications, scheduling interviews, and
processing results—can enhance operational efficiency, reduce human errors, and make the selection process
more transparent. Additionally, digital platforms can offer valuable data analytics for better decision-making
and support a more consistent and fair candidate evaluation, in line with Malaysia’s Public Sector Digitalisation
Strategic Plan (2021–2025).
Figure 1: Comparison of Manual Vs Automated Recruitment Processes in BDKL
Regarding staff competency, 65% of respondents feel confident in using online testing platforms, electronic
record systems, and applicant tracking tools. Meanwhile, 35% remain uncertain or uncomfortable with digital
recruitment technologies, indicating a clear digital readiness gap among HR staff. This could impede smooth
system adoption. To address this, DBKL should focus on ongoing, structured training programs that enhance
digital literacy, system navigation, and data management skills. Implementing regular workshops, certification
courses, and peer learning initiatives can help improve officers’ technical skills and promote a culture of
innovation within the organisation.
Ultimately, improving automation in recruitment and building staff digital skills will streamline operations, boost
candidate experience, enhance institutional reputation, and improve human resource governance.
Figure 2: Data Management in DBKL
Data Management
Survey results show that 82.5% of participants strongly support creating a centralised, secure database for
managing recruitment data within DBKL. This significant majority indicates a positive attitude towards
87.50%
12.50%
Comparison of Manual vs Automated
Recruitment Processes in DBKL
Manual Process Partially Automated Process
82.50%
17.50%
Data Management
Reflects strong support for database modernisation. Not express full support
ICTMT 2025 | International Journal of Research and Innovation in Social Science (IJRISS)
ISSN: 2454-6186 | DOI: 10.47772/IJRISS
Special Issue | Volume IX Issue XXVIII November 2025
Page 353
www.rsisinternational.org
technological improvements and a proactive outlook among staff who value data-driven management. Their
support highlights awareness that centralising data can streamline processes, maintain consistency across
departments, and improve accountability in handling candidate information. It also shows that many officers
recognise how technology can aid decision-making and promote transparency, especially when processing large
numbers of applicants.
The strong shift towards digital data management shows that DBKL’s staff recognise the importance of a well-
structured database in enhancing efficiency, transparency, and data security. A centralised recruitment database
enables quicker access to applicant profiles, automatic monitoring of application statuses, and simplified
generation of analytical reports for management review. Moreover, digital storage reduces record duplication,
minimises paperwork, and enhances compliance with data protection regulations. When paired with proper
access controls and audit trails, such a system can also help prevent unauthorised data changes and build trust
among applicants and employees.
The 17.5% of respondents who did not fully endorse the concept reveal an underlying concern worth addressing.
Their hesitation might be due to worries about cybersecurity threats, data breaches, or the dependability of digital
systems. Some may fear that a central database could compromise sensitive applicant information if not properly
secured. Additionally, certain employees may feel unprepared due to limited technical skills or unfamiliarity
with database technology. Their feedback highlights the importance of comprehensive training, effective data
governance, and clear communication regarding how security issues will be addressed.
Figure 4: Management Support in DBKL
Management Support
The survey shows that 70% of respondents believe that DBKL’s management supports digital transformation
efforts. This indicates that leadership understands the importance of modernising administrative procedures and
supports the national goal for digital governance. Their recognition of technology as a crucial tool for efficiency
and transparency demonstrates a readiness to adopt innovative human resource practices, such as online
recruitment and exams. This high-level support is vital for leading organisational change, as it establishes a tone
of commitment and resource allocation across all departments.
However, 30% of respondents either disagreed or were neutral, indicating that not all employees see this support
translating into real results. Although management shows clear intent and verbal backing, some staff might feel
these efforts haven't yet led to tangible strategies or specific actions. This could involve a lack of a definitive
digital transformation plan, inadequate funding for ICT infrastructure, or the absence of structured monitoring
ICTMT 2025 | International Journal of Research and Innovation in Social Science (IJRISS)
ISSN: 2454-6186 | DOI: 10.47772/IJRISS
Special Issue | Volume IX Issue XXVIII November 2025
Page 354
www.rsisinternational.org
systems to ensure accountability. Without concrete initiatives like focused training, timeline-based
implementation, or dedicated task forces, employees may remain uncertain about the organisation’s overall
progress toward sustainable digitalisation.
The results emphasise the need to align management’s strategic goals with actual operations. For DBKL to
effectively adopt a fully digital exam and recruitment system, leaders must go beyond policy statements and
implement concrete, measurable actions. This includes creating a specialised digital transformation team,
assigning dedicated budgets for ICT improvements, and engaging staff at all levels via ongoing communication
and feedback. Additionally, management should adopt a participatory leadership style, involving HR and IT
personnel in decision—making, to foster shared responsibility and confidence in the transformation efforts.
Overall, DBKL shows a moderate to high level of preparedness for transitioning to an online digital examination
system. The organisation has built a solid foundation in awareness, policy alignment, and partial infrastructure
readiness. Through systematic planning, ongoing technological investments, policy improvements, and
continuous digital upskilling, DBKL is well-positioned to achieve full digital integration. Ensuring strong
managerial commitment via clear strategic plans and consistent execution will be crucial for a successful and
sustainable digital transformation.
CONCLUSION
This study finds that while Dewan Bandaraya Kuala Lumpur (DBKL) demonstrates a clear commitment to
modernising its recruitment process, its readiness for a fully digital system remains moderate due to limited
automation and inadequate infrastructure support. However, the positive attitude of staff and management
indicates strong potential for organisational innovation. To ensure sustainable digital transformation, DBKL
should focus on investing in ICT infrastructure, developing comprehensive e-recruitment policies, and enhancing
staff digital skills through ongoing training. Pilot projects, such as online psychometric testing, can serve as
initial steps to test and improve implementation. With steady leadership and strategic planning, DBKL can move
toward complete digital integration, boosting efficiency, transparency, and public trust in line with Malaysia’s
vision for a modern digital government.
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ICTMT 2025 | International Journal of Research and Innovation in Social Science (IJRISS)
ISSN: 2454-6186 | DOI: 10.47772/IJRISS
Special Issue | Volume IX Issue XXVIII November 2025
Page 355
www.rsisinternational.org
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