Web Disclosure of Risk Management Practices in Malaysian Public Universities

Ahmad, Shahrul Nizam; Isa, Mohamad Yazid; Tapa, Afiruddin

doi:10.6007/ijarbss/v6-i11/2409

Cited by 3 publications

(4 citation statements)

References 1 publication

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“…However, nowadays, the number of organisations implementing ERM is increasing year by year in Malaysia. Currently, many sectors implement ERM such as infrastructure, hotel and technology sectors Soltanizadeh et al (2014), PHEIs Ahmad et al (2016), healthcare sector Levett et al (2017), and it was mandatory for all financial organisations as stated in Basel III. Looking at this evolution, it seems that the implementation of ERM is accepted by organisations and, personally, the researcher believes that all organisations will, one day, fully implement ERM.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

The Role of the Board of Directors in the Implementation of Enterprise Risk Management in Malaysian Private Higher Educational Institutions

Setapa,

Kamarul Zaman,

Wan Mustapha

et al. 2024

IJARBSS

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Unconsciously, all human activities have the potential to be exposed to uncertainties. These uncertainties are risks that could interrupt business growth and, consequently, influence better performance achievement. These risks can be overcome with the implementation of Enterprise Risk Management (ERM) within organisations. In Malaysia, few private higher educational institutions (PHEIs) were in trouble due to many causes such as management, finance and marketing. Concerning these issues, this study aims to develop a conceptual framework of ERM drivers and their impact on the performance of Malaysian PHEIs. The questionnaires were distributed to 510 respondents and 217 were returned. Results indicated that both internal factors and size and types of institutions were related to performance in the particular institutions, and the external factor showed a negative relationship with performance. It was also found that all drivers were moderated by the Board of Directors (BODs) and performances. It was suggested for future research to use multiple methods to avoid any possibility of common method bias and to enhance the findings to be generalised, which can prevent overestimating the structural model. At present, research in ERM is well established, but it is still in its infancy for educational institutions.

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Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

The Role of the Board of Directors in the Implementation of Enterprise Risk Management in Malaysian Private Higher Educational Institutions

Setapa,

Kamarul Zaman,

Wan Mustapha

et al. 2024

IJARBSS

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“…Di Asia seperti Malaysia sebagaimana dijelaskan Ariff et al ( 2014), bahwa sejak tahun 2011 diperkenalkan University Good Governance Index (UGGI) mengharuskan universitas negeri di Malaysia untuk menerapkan manajemen risiko yang terorganisir karena Universitas akan bersaing di pasar pendidikan tinggi, mengejar peringkat tinggi di peringkat universitas dunia, meningkatnya persaingan dalam mendapatkan kualitas siswa internasional, dan bersaing secara global dalam hal penelitian, pengajaran dan pembelajaran. Hal tersebut lebih ditegaskan Ahmad et al (2016) menyatakan perguruan tinggi negeri di Malaysia tidak dapat menghindari manajemen risiko dalam mengelola berbagai risiko. Mereka mengidentifikasi meningkatnya permintaan untuk pemerintahan otonom terutama dalam pengambilan keputusan keuangan dan sumber daya telah jelas membuat perguruan tinggi harus bertanggung jawab atas kebebasan yang diberikan kepada mereka.…”

Section: Hasil Penelitian Fakta Empiris Pentingnya Manajemen Risiko D...unclassified

“…Meskipun manajemen risiko di perguruan tinggi telah dieksplorasi, ada beberapa celah yang perlu dilengkapi. Pertama; dari aspek fokus studi riset-riset diatas (pengecualian di Amerika) seluruhnya memfokuskan pada bagaimana Uniersitas Negeri dikelolah dengan manajemen risiko yang tersistematis (Halim, 2007;Brewer dan Walker, 2010;Ariff et al 2014;Lundquist, 2015;Ahmad et al 2016;Muhlis dan Supriyadi, 2018;Mendoza, et.al, 2019) dan tidak menyentuh model manajemen risiko pada universitas swasta. Kasus Amerika Serikat merupakan pengecualiaan yang khusus karena konteks negara yang sudah sangat maju dan pengelolaan universitasnya mengadopsi model privatisasi meskipun universitas tersebut merupakan milik negara.…”

Section: Hasil Penelitian Fakta Empiris Pentingnya Manajemen Risiko D...unclassified

KAJIAN KONSEPTUAL ANALISIS RISIKO OPERASIONAL di PERGURUAN TINGGI

Syamsia

Saerang

Maramis

et al. 2022

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Tujuan dari kajian ini adalah untuk menganalisis risiko operasional yang diakibatkan dari hubungan kelembagaan antara Yayasan dan Universitas. Manajemen risiko adalah sebuah kerangka pengelolaan risiko yang muncul dari kegiatan atau aktivitas yang dilakukan oleh sebuah organisasi sebagai strategi untuk mencapai tujuan yang telah ditetapkan. Oleh karena itu dalam kajian ini akan memperlihatkan analisis-analisis konseptual tentang risiko operasional di perguruan tinggi dengan mengemukakan hasil-hasil penelitian lapangan maupun pemikiran-pemikiran para ahli tentang risiko operasional yang diakibatkan dari hubungan antara kelembagaan. Hasil kajian menunjukan bahwa manajemen risiko lebih banyak diimplementasikan pada sektor perbankan, dunia usaha dan bisnis maupun di bidang pemenerintahan, sedangkan pada dunia pendidikan masih sabngat minim implementasinya.Kata Kunci: Perguruan Tinggi, Risiko Operasional

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“…A study by Ahmad et al (2016) sought to determine the effect of risk mitigation, evaluation of risks and recording of risks on the performance of the public colleges in Malaysia. The objective population of the examination was 20 schools.…”

Section: Literature Review 21 Empirical Literature Reviewmentioning

confidence: 99%

Assessment of County Internal Control System on Financial Accountability in Tana River County, Kenya

Bosharo

Abuga

2021

JFA

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The public management of funds in Tana River County has been ineffectual and the report of the auditor general has reported massive squandering of the public resources. The poor financial accountability formed the rationale of conducting the study to assess how the county's internal control system influences financial accountability in Tana River County. The study was based on four theories, namely agency cost theory, classical management theory, stewardship theory and information systems success theory. The study employed a mixed methodology and specifically a convergent parallel mixed-methods perspective. The study adopted the descriptive research design. The targeted population for the study was 324 employees in Tana River County. A stratified sampling technique was used to get the sample size of 200 respondents. The data collection instruments comprised of questionnaires and interview guides. The results of the study indicated that monitoring systems, information and communication systems, risk management systems and internal audits explain 67.4% of the variations in financial accountability. The regression results showed that risk management system is positively and significantly related to financial accountability (β=.287 p=0.000). Moreover, it was found that internal audits and financial accountability are positively and significantly related (β=.406 p=0.000). Likewise, the study found that information and communication systems and financial accountability is positively and significantly related (β=.25 p=0.000). The study also found a positive and significant relationship between monitoring and financial accountability in Tana River County. (β=.144 p=0.000). Moreover, it was revealed there is a moderating effect of government policy and regulations on the relationship between internal control systems and financial accountability in Tana River County since the coefficient of determination (R squared) increased to 73.9%. The study recommended that counties need to develop a risk management system to spur efficiency and transparency. There should be an effective management system that could evaluate risks in advance to enables counties to maintain those risks within controlled levels. The internal auditor need to be monitored regularly to minimize the chances of presenting reports with mistakes and exaggerations. There is the need to have internal reviews of revenue targets during the financial year. Moreover, it is recommended stringent measures should be taken against the county employees found with corruption cases. Keywords: Risk management system, internal audit, information and communication systems, monitoring systems, government policy and regulations, financial accountability, Tana River County, Kenya

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Web Disclosure of Risk Management Practices in Malaysian Public Universities

Cited by 3 publications

References 1 publication

The Role of the Board of Directors in the Implementation of Enterprise Risk Management in Malaysian Private Higher Educational Institutions

The Role of the Board of Directors in the Implementation of Enterprise Risk Management in Malaysian Private Higher Educational Institutions

KAJIAN KONSEPTUAL ANALISIS RISIKO OPERASIONAL di PERGURUAN TINGGI

Assessment of County Internal Control System on Financial Accountability in Tana River County, Kenya

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