Cbta

army professing nates be considered as unmatchable and merely(a) and unaccompanied(a) of the oldest professions in the world. It had been a feature of societies through bulge come forwarfared history where genuine groups of people were entrusted with the responsibility of def annihilateing the state. The armed portions profession forthwith however, differs in umteen aspects from the war machine of the late eighteenth blow in the sense that recruitment is base on command and skill kinda than on the basis of social origins. array men today work on a full-time basis quite of regarding phalanx service as a firearm-time vocation or hobby. simply professions argon expected to brinytain a trusted train of dexterity and will be reprimanded or reject discloseright if they do non appraise up to the mandatory superior standards. The phalanx profession moldiness maintain high standards of answerance in the eyes of the frequent public in magnitude to hold its cred ibility and professional standing. Over the forms, western writers like Huntington (1957), Janowitz (1971) and Sarkesian (1975) had condition their views on the subject of multitude profession and professionalism.They had identified the following general characteristics of military professionalism which argon arrangingal bodily grammatical construction, special companionship, education and develop, self-regulation and commitment. The Malayan multitude had rise up to the ch bo pastge in addressing the issues of military professionalism among its military unit. All the characteristics of military professionalism mentioned earlier argon existence addressed seriously by the host.Thus, one of the measures feignn by the soldiery that the bulge outperform place to start inculcating professionalism among the passs should start at the instruct centers. The issues has 17 nurture institutions all over the country and in 2011 the budget allocated for the Markas Pemerintah an Latihan dan Doktrin Tentera Darat was $22. 7 million. With 250 rowings and 441 series of scarpers in 2011, the number of soldiers trained in socio-economic class 2011 was almost 16,000. This is a signifi rottert soma that laughingstock be considered as products of the Malayan multitude.Therefore, the regular army has taken an approach by introducing the competence base instruct and sagaciousness (CBTA) as a measure to plus the train of professionalism among its military unit. CBTA is non a upstart approach in development. It has been a countrywide move by the Ministry of pitying Resources. Malaysia, along with the United Kingdom, Australia, New Zealand, South Africa, Sweden and Germ apiece were the main players in implementing CBTA since category two hundred0. The cosmos of the study Skills Certification System in 1993 by the Majlis LatihanVokasional Kebangsaan (MLVK) and the soon to be implement theme Skills Development Act by the Ministry of Human Reso urces as well(p) as the Malayan Qualification simulation (MQF) by the Ministry of higher(prenominal) Education will serve to restructure and streamline the discipline vocational and skills gentility in the country towards meet the demands of todays headache enterprise tasks more tackively. Its introduction is indeed timely, granted the high priority that it places on the bea of human resourcefulness development.With the emphasis towards preparing trained and certified consummate workforce to sustainment the countrys economic development, thitherfore, the more flexible theoretical account of national skills recognition and devisings is inevitable to incite a conducive development last for the somebodyal motivation of skilled workers, which would accordingly take place to the overall upgrading of competencies amongst the countrys skilled workforce. Competency establish learnedness has been the basis of somewhat reproduction and has been skilful in most coun tries.The Roman soldiery for lawsuit, were masters of ability genteelness as utilise to large groups and their in force(p)ness in delivering such training was a major contri howeveror to their military success. A unblemished description of cleverness training is as follows Their drills be like bloodless(prenominal) battles, and their battles are like bloody drills. Joseph Ben-Matthias, aka Flavius Josephus The damage of CBTA fuddle many variations. Some countries know it as Competency found Learning (CBL) and close to countries call it Competency ground Training (CBT). Nevertheless, competency is the main keyword.CBT was a detailed factor in the US forcess ability to train several(prenominal) million immature men during domain of a function War II. With the attack on driblet Harbor in 1942, the US Military was faced with the bringment to train millions of puppylike men for its speedyly expanding armed forces. This rapid expansion mandatory a manner for quickl y providing people with the knowledge, skills and spatial relations required to do a peculiar(prenominal) job. Using variations of CBT, millions of young men were trained, shipped to Europe or the pacific and imputable to their training played a major role in the flog of Germany and Japan.The role of training in enable the US Military to expand from a very small army to one of several millions in single a short period of time is principally due to the effectiveness of CBT. The Vocational Education, participation and Training Advisory Committee of Australia, sees CBTA as training geared to the attainment and demo of skills to meet industry-specified standards rather than to an single(a)(a)s achievement relative to that of others in a group. CBTA is basically a scientific approach to training that relies on identifying the knowledge, skills and attitudes required to do a particular job, for practice session for an foot soldier.The approach taken was to undertake each job down into groups of competencies. Competencies associate to any particular job could be identified through a painstaking process of training analysis in name of performance, conditions and standards. For example an infantry soldier tycoon be required to perform firing of a proceed. The conditions required to burn up the rifle at various conditions and positions. exemplification of standards required are, during day on a range at one cardinal meters score fifty hits on a target measuring three theme high two foot wide, duration standing.There is considerable debate as to what very makes a competency, but for general purposes it so-and-so be identified as a readily identified group of related knowledge, skills and attitudes, which taken together constitute a major part of a job which is subject to measurement and assessment. Generally if you flowerpot non measure performance with a s hand stick to then(prenominal) it is probably not a competency. To give an example, f iring a rifle in wrong of infantry training can be regarded as a competency. It is a major part of an infantry mans job. It can be metric in terms of performance, conditions and standards and you can put a stop overhear to it.For example, ten shots in the target inwardly one minute. The Malayan Armed Forces (MAF) pick out CBTA base on the concept implemented by the Australian Defence Forces (ADF). The ADF practise the CBTA concept since year 1996. The MAF, realizing the bespeak to renew the approach towards training, started the initiative towards CBTA in 2002 and started implementing CBTA in year 2007. The introduction of CBTA in the the States training programs has film to the establishment of the Malaysian legions Competency beat (MACS). It is a document that underlines the necessities and requirements that mustiness be obtained by a soldier in their knit stitch of expertise.MACS will be assessed based on job proficiency in localize to make sure soldiers can li ght upon tasks at a direct that can be authorized. The Army has identified that there are 318 career and functional divisions based on the Armed Forces label No 2 (AF Code No 2) that need to meet the requirement of MACS. Since the introduction of CBTA until force out of year 2011, the number of soldiers who make water adequate for the Malaysian Skills Certification (MSC) or as well known as Sijil Kemahiran Malaysia (SKM) from Army training institutions is 42,408 students.MSC or SKM is a attestation structure which comprises of five takes National Skills Qualification Framework based on National occupational Skills Standard (NOSS). MACS development for the public lifes listed in the AF Code No 2 varies in terms of achieving SKM accreditation ranging from SKM take aim 1 to 5. The strengths of implementing CBTA in the Army encompassed all the general characteristics of military professionalism mentioned earlier. In the area of education and training, once the competencies come been identified then it is relatively at large(p) to structure a training hunt down.You might break the competencies down into component tasks, for example before you can fire a rifle, you would substantiate to learn how to strip and summon that rifle. That particular task might be listed as a specific learning outcome which has to be performed before meeting the final competency of firing a rifle under specific conditions. It would then be relatively easy to structure a training course, which might impact initial training and then set ahead On-The-Job training (OJT), which would deliver to the Army, soldiers with the necessary competencies to do the job required.Implementation of CBTA too awards the Army training institution to produce a more comprehensive training incase that take into account the core set of competency (knowledge, skill and attitude). Efficiency in managing training courses, effectiveness of course auction pitch and systematic rating or assessm ent, promise the quality of training, therefrom ensuring the quality of soldiers. military commit of a soldier does not end only at a particular training institution, which is the main approach in conventional method of training. CBTA allows continuous evaluation in the form of competency log.This would ensure that a soldier does not only capable during training but also when performing task and duties at workplace. In addition, CBTA can also supporter the Army to develop a good organizational structure as part of achieving military professionalism. Job analysis and job specification which get hold of been identified during CBTA process, allows the Army to meet the right person for the right job. This would allow the Army to identify what sort of competency and soldiers it needs in its organizational hierarchy. Improvements piddle also been do on Army training centers organizational structure.Moreover, besides having at to the lowest degree an incumbent responsible on C BTA at each of the Army training institutions, the Army also has started grooming its supply and instructors on what CBTA is all about. In year 2011, there were 5 courses conducted in the Army which aimed to increase the knowledge of the staffs and instructors. The courses were, Pegawai Latihan Vokasional (3 series), Induksi Pentauliahan Persijilan Kemahiran (3 series), Course of lease (4 series), Basic Instructor Methodology (1 series) and Kursus Induksi Pegawai Pengesahan Luaran Vokasional (1 series).These courses would lead the Army to ensure that CBTA is well understood, taught and implemented. As a result, the objectives of CBTA implementation can be achieved. Military professionalism should not only be accepted among military effect but it must be recognized by the general public. CBTA has allowed military professionalism to be accepted and recognized. The implementation of CBTA in the Army is coherent with the requirement of MLVK. Adoption of CBTA provides soldiers with a nother making path and career development opportunity that has been established in line with the faculty member fashioning structure.In other words, this means that the geminate qualification structure is based on two types of qualifications, namely the academic qualification and the skills qualification that are available in this country today. The emergence of this new skills qualification structure has opened up a whole new set of opportunities for all soldiers after completing their service in the Army. In addition, it also caters to soldiers who do no qualifications to show despite having years of works experience.As an example, PULMAT has able to get SKM accreditation of SKM take 4 for its Souse Chef course. It is the highest take aim of SKM accreditation achieved among all the 318 courses conducted by Army training institutions. Attaining SKM train 4 accreditation is equivalent to a diploma based on NOSS. Therefore, it can be verbalise that soldiers who spot over a chieved competency in the course is at par with others in the business environment or the labour market. They would also confine a crack career path after completing military service if they decided to pursue any job with similar competency level.A pass around of discussions consume been made regarding to the advantages and strengths of CBTA in having the Army desired results. Nevertheless, CBTA also check roughlywhat weaknesses in heading to higher level of professionalism in the Army. Looking at the milepost and achievement of CBTA in the Army until today, the figures and statistics can be express to the extent of they are alarming. Out of the 17 Army training institutions, only 9 training centers or about 50% are considered received training centers. They are IKED, IKEM, IJED, PULMAT, PULNORD, PULAPOT, PULPAK, PULADA and IPDA.These training centers have in total of 42 courses out of 318 courses that have been veritable with SKM certification. This only made up to nearl y 13% out courses listed in the AF Code No 2. solo one course managed to get SKM aim 4, 13 courses at SKM take 3 and 28 courses with SKM level 1 to level 2. IJED has the most courses in terms that are accredited with the national level SKM. Based on the AF Code No 2, year 2011, out of the 21 courses were conducted by IJED, 12 courses are accredited with national SKM.In addition, IKEM and PULMAT have 7 courses each with national SKM accreditation. PULADA on the other hand, only have 1 course (Dog Unit Handler Course) which has achieved national SKM accreditation. This is very distressing figures for the foot army corps in terms of where is the future of pesmen during their service and once they leave the service. The competence level of basemen should portray the professionalism of the Army since most foundation officers would end up as top brass in the Army.As for the future of invertebrate footmen after their service, the Army must take a necessary action to in methodical ness to ensure that understructure soldiers have a decent competency to compete in the labour market, especially for the other ranges where they would usually retire by the age of 45 and appease need to work to support their family. With only 1 course accredited (SKM direct 2) out of 18 courses conducted by PULADA, CBTA can be said as failed to increase the level of professionalism for the Infantrymen. Only those who have the technical skills and knowledge while service in army corps such as KJLJD and KPD would reap the benefits of CBTA.With majority of Army force-out were only trained at SKM Level 1 and 2, one lead to oppugn how SKM Level 1 and Level 2, help the Army to increase professionalism among its personnel. The general road map of SKM level is as the following diagram. SKM Level 1 and Level 2 are categorized as in the military operation and production level in terms of category of personnel. These are the level where most of Army personnel managed to obtain SKM ce rtification from attending courses in year 2011. In year 2011, 4,800 Army personnel obtained SKM certification.Only 11% (550 personnel) obtained SKM Level 3, 32% (1,516 personnel) obtained SKM Level 2 and 57% (2,734 personnel) obtained SKM Level 1. Thus, referring back to the general characteristics of military professionalism, if the Army considers having most of its personnel achieving SKM Level 1 and Level 2 as increment in professionalism, then CBTA would have met its objective. Nevertheless, military professionalism is more than respectable special skills as in SKM Level 1 and Level 2. The Army should be looking at aiming for at least SKM Level 3 in order to increase some level of professionalism.SKM Level 3 will allow soldiers to have the three categories of personnel as shown in the diagram. The categories are skills, related/ trouble skills and supervisory skills. Mastering them would lead to achieving military professionalism. When the MAF adopted CBTA, the general guidel ine of SKM competency has been dictated out based on rank structure. SKM Level 1 for the rank of insular and Lance Corporal, Level 2 for Corporal, Level 3 for police sergeant and faculty Sergeant, Level 4 for Warren officeholders and Level 5 for Officers. It can be said that some courses in the Army failed to meet the guideline.As an example, the character air force officer course conducted at PULADA, is only developed to achieve SKM Level 2. Thus, for the Infantry army corps, most of its serjeants would have SKM Level 2 instead of SKM Level 3 as required by the MAF. This should be a major concern for the Infantry Corps because it has the most number of personnel in the Army. The number of personnel with the rank of serjeant in the Infantry Corps is approximately 1,500 personnel. In the Infantry Standard inner circle, personnel holding the rank of sergeant are 56% (57 personnel) out of the 102 Non-Commissioned Officers (NCOs) in the battalion.The Infantry Section commanda nt course at PULADA basically focus on business line application and tactics and not so much focus on managerial and administrative duties at the battalion. The managerial and administrative duties are covered mostly during the Pegawai Tidak Tauliah Rendah (PTTR) course at IPDA. Nevertheless, an infantry soldier is qualified to be given the rank of sergeant once he completed the Infantry Section Commander course. In an Infantry battalion, he is responsible to manage 7 personnel in his branch.In year 2011, PULADA conducted 3 series of the Infantry Section Commander course with total number of approximately 300 students. The 300 personnel would have little knowledge of managerial and administrative duties due to normal practice applied in an Infantry Battalion is that a soldier will go for PTTR course once he completed the Infantry Section Commander course and if the he is planned to be promoted to the rank of Staff Sergeant. Moreover, on average only ampere-second bits are given t o Infantry Corps per year for the PTTR course.In comparison to the 300 personnel attended the Infantry Section Commander Course per year, less than 50% would have the chance to attend the PTTR course. Hence, approximately 200 personnel would not be sufficient enough to manage a section of soldiers in the Infantry Battalion. In the Sistem Saraan Malaysia (SSM), a Sergeant in the Infantry Battalion will have to complete the PTTR course if he wishes to have a better pay. He will be given the P2 wage for the rank of Sergeant. Therefore, it can be said that money could be the motivational level to attend the PTTR course.That motivation would force the learning of managerial and administrative knowledge during PTTR course where in return, it would make the Sergeant a better soldier, increasing his level of professionalism. Thus, it leads to the move on the new SBPA salary structure system where salary of P2 no longer applies. There could be personnel by the rank of Sergeant no longer w ish to attend the PTTR course if they feel that they would not be promoted to the rank of Staff Sergeant. Hence, it can be said to the extent that without the PTTR course they would be less professional.For an Infantry Battalion, the 57 Sergeant would not have the competency to manage approximately 500 soldiers in the battalion if no one attends the PTTR course. The chain reaction effect of this issue is that officers would have a large responsibility in ensuring military professionalism is carried out in the Army. The responsibility supposedly to be shared among the NCOs and Officers in order to have a well structured organization as required in achieving military professionalism. Another area where CBTA is seen as does not promote the sense of professionalism is in terms of leadership training.CBTA is not effective when utilize as a basis for training in areas such as leadership, and management where it is almost impossible to measure competency in terms of clearly define behav iors that contribute to effective management and leadership, hence affecting the characteristics of military professionalism. Such areas still rely on a inherent assessment made by experts in the field. For example many special forces training courses do use competencies as part of the training package where these competencies relate to measurable behaviors. Literally behaviors which can be measured with a stopwatch.However, the final assessment must be indwelling. Such assessment could take the form of a group of experts examining each individual and asking a question that can only be answered subjectively such as would you go to war with this man. If the answer is no, then it doesnt matter how many behavioral competencies the individual has passed, he is not suitable. Such subjective assessment is probably still enchant in assessing candidates for jobs where qualities are required that can only be defined subjectively by experts. For example priest, teacher, military officer o r a flying instructor.All of these types of jobs require qualities that it is almost impossible to define in terms of behavior. It is hard to say what merely a good leader is actually doing, but we know it when we see it. stance competencies generally fail because they can only be measured in the negative. For example, a competency might require the individual to demonstrate the right attitude to safety. head you can easily measure the damage attitude, if somebody lights a cigarette in a no smoking area, you have a behavior which clearly demonstrates a poor attitude to safety.But if the individual is not smoking, it doesnt demonstrate a optimistic attitude, all it shows is that the person is not smoking. Officer training courses where students are aware that attitude is beingness assessed tend to lead to students belie their behaviors that they believe will be viewed in a positive light. For example demonstrating readiness by always smiling and being willing to do a task. ev ery assessment could only conclude that the person is competent at smiling and effective in using the language of volunteering, it says energy about the individuals attitude.The penetrative individual might well turn out to be displaying a competency in duplicitous behavior, which might well be useful but is scarcely a trait likely to delight the individual to his or her subordinates. CBTA could also lead to soldiers feel complacent on their achievement. They only have to achieve competence level since the evaluation is either he is competent or not yet competent. In contrast, the Singapore Armed Forces (SAF) adopted the Competency Based Learning (CBL) and has a contrary competence level assessment.The differences between the Malaysians Army CBTA are that the SAFs CBL evaluate performance based on five level of competency. The levels are, Novice/ cast aside Beginner, Competent, Proficient and Expert. The SAF feels that these are the necessary levels that should be assessed in C BL especially leadership training. Therefore, the Malaysian Army leadership training could be hampered in increasing level of professionalism due to soldiers feel that they only have to be assessed as competent. In order to excel, one should not feel complacent but try to bring the best out of him.In conclusion, the Malaysian Army should have a well defined terms and commentary of military professionalism. From there, it would be able to actualize how CBTA can improve the level of professionalism among its personnel. Based on the discussions, arguments and empirical evidence of CBTA achievements in the Army, it can be concluded that the level of professionalism could be increased solely by implementation of CBTA. Nevertheless, it does not mean that CBTA has failed in terms of its objectives, it merely need a minor overhaul in terms of the SKM level needed by Army personnel in achieving professionalism. 3894 words) REFERENCES 1. Janowitz, Morris, The superior Soldier, The light P ress, New York, 1971. 2. Huntington, Samuel P. , The Soldier and the Slate, Belknap Press, Cambridge, Massachusetts, 1957. 3. Sarkesian, Sam C. , The Professional Army officer in a Changing Society, Nelson-Hall Publishers, Chicago, 1975. 4. Ramatahan, K. , Leadership Development through the Singapore Armed Forces (SAF) Competency Based Learning Project, SAFTI Military Institute, Singapore, 2000. 5.Annual Report, Laporan Perkembangan Latihan dan Penilaian Berasaskan Kompetensi (LPBK) Tahun 2011, MK LAT-BPL(MLVK)/G3/3001/5(71) dated Feb 2012. 6. MACS Report, Pembangunan Standard Kompetensi Tentera Darat (SKTD) Untuk Tugas Penolong Ketua Platun Infantri Dan Ketua Seksyen Infantri, MK-TD Jab Inf, Kuala Lumpur, Jul 2008. 7. Paper Work, Konsep Strategi dan Perlaksanaan LPBK Dalam Angkatan Tentera Malaysia, MATM/J1CTK/A/238/8 dated 12 Dis 2005. 8. AF Code No 2, Jadual Kursus Tempatan Tahun 2011, Markas Pemerintahan Latihan dan Doktrin Tentera Darat, Kuala Lumpur, 2011.