CASE STUDY ANALYSIS:

INFLUENCE ON THE ORGANIZATIONAL LEADERSHIP, EMPLOYEE

MOTIVATION, EMPLOYEE SATISFACTION AND CUSTOMER SATISFACTION IN
GENTING BERHAD

GROUP 4

NO. NAMES MATRIC NO.

1. MUHAMMAD FAHIM BIN ABD LATIFF PBS19301227
2. PRITIKA GUNASEGARAN PBS20101010
3. WONG YI XUN PBS19201147
4. YOGESHWARY A/P MOHANATHAN PBS19301221

HPM 7101 HUMAN CENTRALITY IN ORGANIZATIONS

PROF. DR. SAZALI ABDUL WAHAB
PUTRA BUSINESS SCHOOL

12th DECEMBER 2020

Table of Contents
List of Tables and Figures (ii)
Part I: Case Description
1.0 Introduction 1
1.1 Objectives 1
1.2 Resources 1
1.3 Prologue 2
1.3.1 Leisure and Hospitality 2
1.3.2 Plantations 2
1.3.3 Property Developments 2
1.3.4 Energy 2
1.3.5 Life Science and Biotechnology 2
2.0 General Company Background 3
2.1 Vision 3
2.2 Mission 3
2.3 Objective 4
2.4 Long-term Plan 4
2.5 Key Business Operations 5
2.6 Products and Services offered 5
2.7 Management Team and Company Structure 5
2.8 Financial Overview (Latest 2019) 7
2.8.1 Genting Singapore 7
2.8.2 Genting Malaysia 7
2.8.3 Genting Plantations 7
2.8.4 Genting Energy 7
3.0 Industry Overview 10
4.0 Competition and Market Environment 10
5.0 Current Condition of Organization 11
6.0 Specific Problem or Decision 12
5.1 Leadership 12
5.2 Employee Motivation 12
5.3 Employee Satisfaction 12
5.4 Customer Satisfaction 12

Part II: Case Analysis

1.0 Introduction on Case Study 13
2.0 Problem Definition and Recognitions 13
2.1 Leadership13
2.2 Employee Motivation 14
2.3 Employee Satisfaction 16
2.4 Customer Satisfaction 17
3.0 Recommendations 18
3.1 Leadership15
3.2 Employee Motivation 15
3.3 Employee Satisfaction 16
3.4 Customer Satisfaction 16
4.0 Conclusion 17
References 18

(i)
List of Tables and Figures

(ii)
 PART I: CASE DESCRIPTION

1.0 Introduction

From the subject HPM7101 Human Centrality in Organizations, one of the assignments given
was to investigate the behavior of an organization within Malaysia. Thus, the company that
was chosen for this particular assignment was Genting Berhad (Bhd), where the requirement
is to discover and explore the issues that raised in the organization that are related about
organizational behaviors. this issues that were identified should have impacted on the
organizational performance as well as the sustainability of the company. Hence, based on
chapters that was listed in the syllabus, there are many issues that can be investigated, such as
the leadership, the culture, the values, and the employee motivation etc.

1.1 Objectives

There are 3 objectives that was identified, which are listed as follows: -

1. To understand the background of Genting Bhd

2. To explore the organizational issues that arise in Genting Bhd
3. To examine the strategies taken by Genting Bhd to overcome the issues

With these 3 objectives, the research will be directed and hence provide a thorough
investigation on the organization. Based on the objectives, the performance and sustainability
of the company should be scrutinized as well.

1.2 Resources

The main resources that will be used for the research purpose are as listed below: -

1. The company’s website

2. The annual reports of the company
3. Related articles and journals
4. Related academic books

All the relevant resources used will be listed in the references section.

1.3 Prologue

When an individual heard the word “Genting”, the first thing that pop into their mind will be
the casino and the theme park, which is one of the famous tourism places in Malaysia. So, it
is a company that is well-known by many people from all around the world. Genting Group
was founded in the year 1965 by Tan Sri Lim Goh Tong, a late Malaysian entrepreneur, with
the vision to build a mountaintop resort in Malaysia. The vision soon realized and became a
listed company in the year 1971, where the primary business model is investment holding and
management (Genting Berhad, 2020).

Based on the annual report 2019 of Genting Bhd, the Group had been involved in many
business divisions and thus their brand name had been expanded and was known
internationally as they had also had their subsidiaries outside of Malaysia, such as Singapore,

1
Las Vegas, and New York City etc. Here, some of the business divisions involved by Genting
Group are listed as follows: -

1. Leisure and hospitality

2. Plantations
3. Property developments
4. Energy
5. Life science and biotechnology

All the business division are led by different Genting companies and chaired by Tan Sri Lim
Kok Thay.

1.3.1 Leisure and Hospitality

Based on the official website of Genting Bhd, there are few companies that are involved in
this divisions, which are Genting Bhd, Genting Malaysia Bhd, Genting Casinos and Genting
Singapore Limited.

1.3.2 Plantations

Genting is involved in the estates and oil mills, which spread over Peninsular Malaysia,
Sabah, and Indonesia (genting.com, n.d.). They had been expanding in plantation since 1980
from 13,700 hectares to 242,800 hectares currently.

1.3.3 Property Developments

Genting Property Sdn Bhd, Genting Indahpura and Genting Highlands Premium Outlets are
involved in the property development division. Basically, these companies have the
reputation for building residential and commercial properties.

1.3.4 Energy

Genting Power Holdings Limited and the Genting Oil & Gas Limited are the one handle the
energy division of Genting Group. These companies had invested in the foreign countries,
such as China, India, and Indonesia.

1.3.5 Life Science and Biotechnology

Some of the companies or subsidiaries of Genting are Celularity, Inc., Cortechs Labs, Inc.,
DNAe Groups Holdings Limited, Human Longevity, Inc., INEX Innovations Exchange
Private Limited, Synthetic Genomics, Inc., TauRx Pharmaceuticals, Inc., ACGT Sdn Bhd,
Elevance Renewable Sciences, Inc., and Genting AgTech Sdn Bhd. From the website, these
companies are managed by a group of skillful and knowledgeable people, whom mostly have
doctoral degree.

In the following section, Genting Bhd will be focused and thus the studies on the corporate
culture and values, objectives, mission, and vision of the company will be analyzed. This is to
study their organizational behavior and their performance and sustainability.

2
2.0 General Company Background

Based on the prologue (refer to section 1.3), Genting Bhd had been briefly introduced. Here,
the overall background of Genting was based upon the annual report of 2019.

Genting Bhd is principally an investment holding and management company. While the
Company was incorporated in 1968 and listed in 1971, the Genting Group was founded in
1965 when the late Tan Sri Lim Goh Tong (founder) started the journey to realize his vision
of building a mountaintop resort in Malaysia. Today, the Genting Group comprises Genting
Bhd and its listed companies; Genting Malaysia Bhd (“Genting Malaysia”), Genting
Plantations Bhd (“Genting Plantations”) and Genting Singapore Limited (“Genting
Singapore”), as well as its wholly owned unlisted subsidiaries Genting Energy Limited
(“Genting Energy”) and Resorts World Las Vegas LLC (“Resorts World Las Vegas”), which
are led by Tan Sri Lim Kok Thay.

From the annual report as well, the Group is involved in leisure and hospitality, oil palm
plantations, power generation, oil and gas, property development, life sciences and
biotechnology activities, with operations spanning across the globe, including in Malaysia
(the Group’s country of origin), Singapore, Indonesia, India, China, the United States of
America, the Bahamas, the United Kingdom and Egypt (refer to section 1.3). In the core
leisure and hospitality business, the Genting Group and its brand affiliates, market had
offered a suite of products under several premier brands including Genting, Resorts World,
Genting Grand, Genting Club, Crockfords, Maxims, Crystal Cruises, Dream Cruises and Star
Cruises. The Genting Group also have tie ups with established names such as Universal
Studios, Premium Outlets, Zouk, Hard Rock Hotel, Hilton, and other renowned international
brand partners.

2.1 Vision

The vision of Genting Bhd from the annual report is as follows:

“We are a leading multinational corporation committed to enhancing shareholder value and
maintaining long-term sustainable growth in our core businesses”.

From the vision, their main aim is to maximize their shareholder’s wealth as well as
sustaining in their company in the long run.

2.2 Mission

Mission of Genting Bhd had been stated as follows: -

 Be responsive to the changing demands of our customers and excel in providing quality
products and services.

 Be committed to innovation and the adoption of new technology to achieve competitive

advantage.

 Pursue personnel policies which recognize and reward performance and contributions of
employees and provide proper training, development, and opportunities for career
advancement.

3
 Generate a fair return to our shareholders.

 Be a responsible corporate citizen, committed to enhancing corporate governance and

transparency, including undertaking social responsibility for the enhancement of the
standard of living of the country.

2.3 Objective

From the annual report 2019, Genting Bhd, which was founded in 1965, initially started as a
family holiday resort development in Genting Highland, however Genting has grown over the
years and then became a diversified global corporation today. The group has several activities
importantly in leisure, hospitality, gaming and entertainment, oil palm plantations, power
generation, oil and gas, property development, life sciences and biotechnology activities and
other investments.

Genting Group is committed 100 % towards providing the most delightful and memorable
experience to its customers to achieve its vision of becoming the leading integrated resort
operator in the world. It also aims to generate sustainable growth and profits, and to
consistently enhance its stakeholders’ value.

2.4 Long-term Plan

According to 2019 Annual Report, the global economy is set to be improve in moderate way
in 2020, as they hope the market sentiment will gradually recover. Global concerns due to
COVID-19 are causing more prone for risk in global economy. In Malaysia, the expansion of
domestic economy is only expected to grow very slowly. Since the International travel
restriction is practiced due to Covid-19, the regional leisure and hospitality industry will be
affected drastically.

To compensate this, Genting Malaysia is focused on the completion of the outdoor theme
park. Pre-opening arrangements are currently underway, as Genting Malaysia prepares to
capitalize on the growth in visitation once the domestic and regional tourism sector recovers.
Meanwhile, Genting Malaysia will keep leveraging on its quality assets to grow key business
segments and improve overall yield contributions at Resorts World Genting. Genting
Singapore will continue with the process of bidding for the “Japan IR opportunity”. In the
United Kingdom, Genting Malaysia endeavors to continue delivering sustainable
performance by focusing on strengthening its position in the mass market segment. In the
United States of America, Genting Malaysia is focused on strengthening its position in the
New York State gaming market amid an increasingly competitive landscape. Genting
Plantations’ prospects for 2020 will track the performance of its mainstay Plantation segment,
which is in turn dependent principally on the movements in palm product prices and Genting
Plantations’ fresh fruit bunches production. Genting Plantations anticipates an overall growth
in fresh fruits bunches production for 2020, driven mainly by its additional mature areas and
better age profile in Indonesia. For the Property segment, Genting Plantations will continue to
offer products that cater to the broader market.

4
2.5 Key Business Operation

The Genting Group has spread its wings across Malaysia, Singapore, the United States of
America, Bahamas, the United Kingdom, Egypt, China, Indonesia, and India. Over 55,000
people are employed worldwide, and the Group has 242,800 hectares of plantation land.
Genting Singapore’s main business is leisure and hospitality operations in Singapore where
the development and operation of an integrated resort contributes most of its revenue.
Genting Malaysia focuses on to becoming leading integrated resort operating the world. In
the United Kingdom, Genting Malaysia owns and operates over 40 casinos, making it one of
the largest leisure and entertainment businesses in the country. Genting Plantations continues
to explore opportunities to expand through value-accretive investments for future growth
while progressively planting new areas in existing landbank for its Plantation Division. For
the Property Division, Genting Plantations continuously identifies and develops its
strategically located landbank for property development. Genting Energy undertakes the
Group’s power generation and oil & gas businesses. Oil and Gas Division, Genting Energy
has a 49% working interest in the Petroleum Contract for the Petroleum Exploration,
Development and Production in Chengdaoxi Block in the shallow waters of Bohai Bay,
China.

2.6 Product and Services Offered

Genting Bhd is principally an investment holding and management company. Genting Bhd
together with its subsidiaries and affiliates operates in various businesses, including leisure &
hospitality, power generation, oil palm plantation, property development, biotechnology, and
exploration of oil & gas. Genting was founded in 1968 and based in Kuala Lumpur,
Malaysia. The company was listed on Bursa Malaysia under the Main Market. Kindly look at
the Group Corporate Structure for business under each division for Genting Bhd.

2.7 Management Team and Company Structure

The management team (senior management) of Genting Bhd are as follows:

1. Chairman and Chief Executive : Tan Sri Lim Kok Thay

2. Deputy Chief Executive and Executive Director : Mr. Lim Keong Hui
3. President and Chief Operating Officer and Executive Director : Mr. Tan Kong Han
4. Chief Financial Officer : Ms. Wong Yee Fun
5. Chief Executive Officer – Genting Energy Division : Mr. Ong Tiong Soon
6. Senior Vice President – Legal : Ms. Goh Lee Sian

Next, we will explore the company structure, which is taken from the annual report of 2019
(refer to Figure 1).

5
From the group corporate structure, there are many companies are handled and managed
under the Genting Group, which had been discussed in the previous sections. Thus, the figure
below had provided the overview of the whole corporate structure.

Figure 1: Company Structure

6
2.8 Financial Overview (Latest 2019)

With the reference from Table 1 below, the financial overview of the Genting Bhd for the
year 2019 and followed by five-year summary from 2015 to 2019.

Total Revenue RM 21.6 billion

Increase of revenue from previous year 4%
Decline of EBITDA 3%
Adjusted earnings before interest, tax, depreciation, and RM7.9 billion
amortization (“adjusted EBITDA”)
Pre-tax profit RM4.6 billion
Increase of Pre-tax profit from previous year 34% (due to the impairment
loss recorded in 2018 RM1.8
billion on Genting Malaysia’s
investment in promissory
notes
Table 1: Financial Overview

2.8.1 Genting Singapore

Marginal decline in revenue and earnings as the business from Resorts World Sentosa was
challenged by geopolitical uncertainties and economic volatilities.

2.8.2 Genting Malaysia

Recorded higher revenue from Resorts World Genting mainly due to an improved hold
percentage in the mid to premium player’s segments. However, the earnings from Genting
Malaysia declined mainly due to higher casino duties imposed on its operations in Malaysia.

2.8.3 Genting Plantations

Recorded higher revenue mainly due to higher sales volume from Downstream
Manufacturing. Fresh fruit bunches production grew 5% year-on-year contributed by its
Indonesia operations, on the back of increased harvesting area and better age profile.

2.8.4 Genting Energy

Posted lower revenue mainly due to lower net generation by the Banten power plant and
lower coal prices. Genting Energy’s earnings declined due to lower revenue and impairment
loss on receivable from a power plant in India. The revenue and earnings from the Oil & Gas
division were lower mainly due to lower production, despite higher average oil prices
achieved in 2019.

7
In this section, there are a few financial highlights of 2019, which are shown in the figures
below.

Figure 1: Financial Highlight 1

Figure 2: Financial Highlight 2

8
As explained in the section 2.8, five-year summary of Genting Bhd is shown in the figure
below.

Figure 4: Five-Year Summary

9
3.0 Industry Overview

Genting Bhd is an investment holding and management company, which engages in the fun,
leisure, hospitality, gaming, and entertainment business. Genting Bhd has grown steadily
over the years to become a diversified global corporation. The leisure and hospitality segment
includes gaming, hotels, food and beverages, theme parks, retail entertainment and theme
parks.

The plantation segment involves in the oil palm plantations, palm oil milling and related
activities. The Power segment generates and supplies electric power. Whereas the property
segment focuses on the property investment. The Oil and Gas segment consists of
exploration, development, and production activities. The investment in other segment refers
to the investment and interest income from financial assets. Over 55,000 people are
employed, and the Group has 242,800 hectares of plantations land and properties.

Genting plantation continues to explore opportunities to expand through value-accretive

investments for future growth while progressively planting new areas in existing landbank for
its plantation. Moreover, Genting Energy undertakes the Group’s power generation and oil &
gases by mostly investing outside Malaysia such as in Indonesia and China.

Due to pandemic of Covid-19, Genting Bhd is currently struggling with the unstable
economic condition, same with other companies. The industries are expected will be going
back to normal after the vaccines of covid-19 are discovered. This will be the most
challenging time to Genting Bhd since their businesses industry are the most affected
industry and need plenty time for the recovery. The company is committed to enhance
confident among investors by implement many initiatives to address the problems in the
affected industries.

4.0 Competition and Market Environment

Genting Bhd company has developed to be one of the biggest companies in Malaysia,
especially in management industry as mentioned in the section 3.0 above. There are many
companies in Malaysia that developing business in management industry such as Sime
Darby, IOI Group and Berjaya Group. All these companies are competing to become the
leading companies in the management industry such as property. As Malaysia is a developing
country, many new property projects are still on going and will be increasing in the future
due to huge demand from many sectors. Moreover, the hospitality businesses are booming in
Malaysia since many investors and tourists are coming to Malaysia due to potential of
Malaysia as a new hub of economy in Asia. Genting Bhd is committed towards providing the
most delightful and memorable experience to its customer to achieve its vision of becoming
the leading integrated resort and hospitality in Malaysia and the world.

Furthermore, Genting Bhd is operating internationally, in the United Kingdom, the company
owns and operates over 40 casinos, making it one of the largest leisure and entertainment
businesses in the country. In Miami, Genting Bhd owns the 527-room Hilton Miami
Downtown which sits on 30 acres of prime freehold waterfront land. In the Bahamas, Genting
Bhd operates Resorts World Bimini which features a casino, restaurants and bars, various
resort amenities as well as the largest yacht and marina complex in Bimini island. All these
businesses have made Genting Bhd being a well-known company not only in Malaysia, but

10
also in the world. Despite of all many competitors that existed due to economic changes,
Genting Bhd has proved that the company can be the competent by showing the stable
revenue, income and the number of investments is increasing every year.

5.0 Current Condition

Moreover, the current issue on the pandemic had caused many organizations to have
difficulty to sustain in the long run, thus it is the same case for Genting Bhd as well. The
main impact due to the pandemic was on the share price of Genting Bhd. Lim (2020) had
reported that the share price of Genting had dropped by approximately 4%, where their
immediate action is to avoid paying their creditors to maintain their liquidity.

Besides that, the closure of their operations from the movement control order (MCO) had led
them to be in great losses, which is by RM133.32 million in the first quarter ending March
2020 as to prevent the spread of the pandemic (Wong, 2020). Initially, they were having
profit of RM561.64 million for the first quarter; however, the revenue had plummeted by
26.26%. Wong (2020) had stated that the management of the Genting had suggested to
restructure, including volunteering in pay cuts.

Furthermore, the group had also taken other courses of actions on sustaining their cash flows
by reducing the cost of their operations and injecting fund to avoid the impact of revenue
losses due to the pandemic and MCO implemented by the government of Malaysia. Since
Getting had involved in the leisure and hospitality industry, thus the impact on their global
resort and casino operations seem to be uncertain as the pandemic covid-19 do not seems to
reduce (Lim, 2020).

Since the impact of the pandemic was quite severe on the Genting Bhd, thus few problems in
the organizational behavior had been raised, which will be explained in the section 6.0 below.
Some of the problems identified are leadership within Genting Bhd, employee motivation
within the organization, employee satisfaction and lastly customer satisfaction.

11
6.0 Specific Problems or Decision

As discussed in the previous section, there are a few problems are identified within the
organizational behavior of Genting Bhd, thus a brief explanation for each of the problem will
be explored as follows: -

6.1 Leadership

Leadership is “the art of motivating a group a people to act toward achieving a common goal”
(Ward, 2020). Leaders and managers play important roles in a business organization. Leaders
in Genting consistently inspire and support employee to achieve higher performances and
goals in their tasks. In addition, they make decisions to ensure the best use of the resources
from the organization’s disposal. This assignment focuses on how the leaders can make
decisions, solve organizational issue strategically and diversification of managers in Genting.

6.2 Employee Motivation

Employee motivation as defined by Robbins (1993) is the “willingness to exert high levels of
efforts towards organizational goals, conditioned by the effort’s ability to satisfy some
individual need.” Motivated employees are great asset to the organization, they can contribute
more towards any tasks allocated to them and they are able to influence other within their
team on accomplishing the tasks. In this study, we will investigate what are the elements that
contribute to employees’ motivations in Genting.

6.3 Employee Satisfaction

According the Locke & Henne (1986) employee satisfaction is defined as “a pleasurable or
positive emotional state resulting from the appraisal of one’s job or job experiences.”
Employee satisfaction has also been defined as “an affective or emotional reaction that an
employee has towards a job that is the result of his or her comparison of actual outcomes with
expected or deserved outcomes.” (Cranny et al., 1992) Employee satisfaction is vital in any
organization, it will help to reduce turnover and drive the value of the organization up.
Talented and motivated employees demand more from the organization, they want to be
pushed and challenged. In this research, we will focus on the components that contribute to
employee satisfaction. In addition to that, we will also investigate what are the outcome if
employees are highly empowered in their job positions in conjunction with the past published
research papers in which conducted in relation to employee satisfaction.

6.4 Customer Satisfaction

Customer satisfaction is defined as “emotional response associated with a specific transaction

resulting from the comparison of the result of the product to some set standard prior to
purchase.” (Halstead et al., 1994) In addition, according to Oliver (1994) customer
satisfaction is defined as “judgement of sufficient level of satisfaction offered by a product or
service during consumption.” Genting as one of the main players in the entertainment and
tourism industry is constantly making sure their products and services are delivered in the
high quality. Employees are consistently looking into alternative ways to improve and
innovate in this highly demanding industry. Hence, this study aims to highlight the elements
and advantages of achieving high level of customer satisfaction via numerous articles from
related journal in the similar industry.

12
 PART II: CASE ANALYSIS

1.0 Introduction on Case Study

So, from the introduction of this research, the main aim of this case study is to discuss about
the organizational behavior that was identified within the Genting Bhd. Our group had listed
down some issues, such as leadership, employee motivation, employee satisfaction and
customer satisfaction in Genting Bhd. Thus, the definition and possible recommendations had
been discussed to overcome such problems stated above.

2.0 Problem Definition and Recognitions

2.1 Leadership

In general, there will be a team of people with higher power and responsibilities towards the
daily operation of a company. In this case, the team of people that manage Genting Bhd are
the senior management of the company, where comprises of the executive board of directors
(refer to Section 2.7). They act as the agent of the owners and they must satisfy their
principals by maximizing their shareholders’ wealth.

According to Ward (2020), leadership is defined as the vital ingredient to drive and motivate
others. Hence, an effective leadership will enable to inspire their followers. Normally, the
management of an organization will be the leaders; however, not all leaders are managers and
not all managers are leaders as they should have the people skills to inspire others. The tacit
knowledge, which defined as the knowledge that an individual possesses through experiences
and unbale to be imitated by others (Oragui, 2020), which is the competitive advantage for
any organization.

From the previous section, the current condition of the organization had indicated that the
management should take initiatives to overcome issues, such as revenue loss etc. So, the big
question is that how do the management of Genting deal with the problems that arise during
the pandemic of COVID-19? What do they do to overcome their cash flow problem in the
current situation?

According to NST Business (2020), one of the actions taken by the organization is that the
management team had volunteered for pay cut in their salaries by 20%. This shows that they
are using the situational leadership style to enable them to sustain in the market for long-run.
Although it is a short-term action, NST Business (2020) had further stated that the pay cut
will help Getting to restructure their finance and reduce the negative impact on their
financial.

Situational leadership is defined as a leadership speculation that comprises from both

autocratic and supportive leadership and applied accordingly to the situation that emerges
(Ghazzawi et all, 2017). Thus, this is a widely used approach when an organization facing
problems just like Genting Bhd.

Next, the leaders on the management board should be diversified, in terms of race, gender
and experiences etc. By doing so, the corporate governance of an organization can be
transparent and in line standards and policies of governance. The board of Genting comprises

13
of 75% Chinese and 25 % Indian, 70% are male and 30% are females. Thus, it indicates that
the board of Genting is diversified and almost all of them have vast number of experiences.
Moreover, the management of the Genting had established 4 committees, where it is chaired
by non-executive directors (NEDs). According to BPP (2019), NEDs are not employees of an
organization and they should act on behalf of the shareholders’ interest. Thus, the reason for
establishing the committee is to scrutinize the decision making of the executive board and
challenge the strategies suggested by the board. This will thus enhance the transparency of
the board.

From the annual report of Genting, there are 4 committees, which are audit committee, risk
management committee, nomination committee and remuneration committee. All of the
committees consist only NEDs in the management of the Genting. However, the chairman
and the chief executive director (CEO) is the same person. It is not wrong for appointing the
same person to hold 2 roles but the burden and the accountability that Tan Sri Lim Kok Thay
may be high and the burden he borne could be high as well.

Even though the revenue of the Genting had dropped in the first quarter and the share price
had plummeted slightly, they still wanted to retain the dividend payment for their
shareholders (FMT Media, 2020). This indicate that they are being true to their vision of
enhancing their shareholders value. In short, the leadership in Genting Bhd seems to be in
good shape, so we had provided some suggestion to enhance the leadership of Genting in the
pandemic era.

2.2 Employee Motivation

Employees are the people who contribute their time and talent to an organization, thus
employees are considered as a valuable asset of a company. Whereas the term motivation is
the drive and force of the employees towards achieving a targeted goal. From the annual
report of Genting, there are a few values that the company had embedded within the company
culture, which are listed as follows: -

1. Hard work – effort, endurance, and diligence (Conners, 2017)

2. Honesty – truthful and sincere (Wells & Molina, 2017)
3. Harmony- peaceful and agree with each other (Cambridge Dictionary, 2020)
4. Loyalty – faithful (Cambridge Dictionary, 2020)
5. Compassion - sympathy

All these values should be practiced by the employees as well as the top management and the
definition had been briefly explained. From the annual report, we can say that the employees
as well as the management are very dedicated to their company, which had led them to come
up with solutions to help Genting to thrive to the pandemic era.

According to Wong (2020), one of the Genting’s action is to rightsizing of workforce, where
there will be approximately 10% to 20% of the staff will be retrenched globally in order to
sustain in the long-term of its business. Due to the suggestion to reduce their operating cost,
the suggestion of retrenchment will induce low morality within the organization as the
employees are fear of losing their job.

Based on the International Labor Organization (2020), nearly half of the international
workforce had lost their employment and their livelihood will be endangered. The lost of

14
employment was due to the cost reduction activities taken up by many organizations as they
are unable to borne the cost of paying their staff. From the news report of Marketing Insights
(2020), Genting avoid retrenching their staff and hence suggested salaries cut as this will
reduce their cost of the business and the logic was that the revenue of Genting was badly
affected due to the closure of the business operation.

Although the retrenchment was not implemented and salaries cut was exercised, this will
affect the staff morale and hence their performance will be badly affected. This could
demotivate the staff and hence the performance of Genting will continue to decrease. So, the
question will be what are the suggestions for Genting to improve the staff satisfaction?

Apart from that, we can also refer to the sustainability report of Genting to investigate their
employees’ satisfaction. Based on the report, the management had set goals to make sure that
they engaged with the employees to create working environment that encourages high
performance culture, good employee welfare and career development through meritocracy
basis.

Besides that, one of their sustainability pillars actually highlighted on the leadership and
succession planning, which will drive and inspire their staff towards achieving their missions
and objectives. Based on the figure below, there are 5 pillars of sustainability that will be the
base and direction of Genting Bhd.

Figure 4: 5 Sustainability Pillars

15
From the report as well, we can say that the workforce of the organization is the main reason
that Genting is successful and sustaining in the market currently. The organization had
always communicated with their human resources on discussing about their employees. So, to
conclude, Genting had made sure that their employees’ welfare, and development as well as
growth of the employees are taken care of.

Apart from that, the fairness and equality were adopted that all the genders are considered
and given opportunity to show their talent. From the report, the females that are working in
the managerial position is approximately 67% in the year 2019. Thus, this indicate that the
company is more feminist instead o masculine.

In short, the employees are quite motivated and this will lead to satisfaction in their job and
thus contribute to higher performance of the organization.

2.3 Employee Satisfaction

The term “satisfaction” is defined as fulfillment of conditions or desires (Ali, 2016 as cited in
Thorndike & Barnhart, 1979). Thus, employee satisfaction in terms of their job or career will
lead to the success of an organization. Normally, the culture of the organization should be
learning organization, where the employees have the freedom to make mistakes and have the
ability learn from their peers. From the sustainability report, we can see succession planning
is incorporated as one of the sustainability pillars.

Genting management had focused on talent attraction and management, where the process of
attracting, identifying, developing and retaining process will be done (BPP,2020). With the
proper talent pools, it will be helpful in creating positive working culture within the
organization. This provides an opportunity for the employees to show their ability to perform
better.

Furthermore, Genting had been investing in the employees’ personal development as the
management believed that their employees are vital in the success of the organization. They
had encouraged their employees to improve their skills and potential to the fullest and thus
achieve high performance. We can see that annual appraisals, had been an on-going initiative
taken by the organization to monitor the employees’ development.

Besides that, we can see that one of the missions of Genting is focused on the employees,
which is “pursue personnel policies which recognize and reward performance and
contributions of employees and provide proper training, development, and opportunities for
career advancement”. This shows that the employees’ development is very significant for the
management of the organization, where the personnel had to recognize their employees’
efforts.

Job satisfaction for their employees can be achieved when the employees’ wellness and the
safety of working environment had been taken care of. Training and education will also
increase the job satisfaction of employees, where they can develop themselves to become
more skillful and be competent in their roles and responsibilities as compared to their peers.

From the sustainability report, we can see that the employees are provided career
advancement opportunities based on their performance and annual appraisal. Basically, the

16
success planning will take place, where a number of activities can be taken to enhance the
career aspiration of the management. Some of the activities taken are attending networking
events, communicating with the top management and key personnel, and mentoring platform.
With these activities,
Th management can develop a pool of talents internally.
Providing a platform for the employees to have fun and engage, such as annual dinner, sports
events and corporate talk can improve the job satisfaction of an employees of an
organization.

2.4 Customer Satisfaction

17
3.0 Recommendations

3.1 Leadership

Genting is a multinational organization, they have companies listed in various countries,

namely Malaysia, Singapore, Hong Kong, and the Philippines. It is a great challenge to
manage and govern organization of this scale. As of October 2020, the board of directors and
managers of Genting consists of well experienced individuals as specified in previous
chapter. A leadership which has led the organization from Fox theme park legal issues to the
current Covid-19 pandemic and ensuring the sustainability of the company.

However, the diversification of the board members can be improved by involving expertise
from a different industry. As the company expands and grows, Genting is venturing into
different sectors of the economy. They require experts in the field that they are venturing
into, thus hiring fresh members will prove to be useful soon. In the short-term plan of three to
five years, the company should continuously select and identify qualified individuals in all
levels of the organization to undergo training program and prepare them with the appropriate
skills and information to perform as directors or managers in the subsidiaries and associate
companies.

3.2 Employee Motivation

Motivated employees maintain elevated level of innovation while performing tasks with
greater efficiency. (Sabir, 2017) Genting recognize the significance of employee motivation,
in which will lead to sustainability of the organization. Therefore, Genting have been
constantly adjusting their business methodology to improve employee engagement towards
their roles and responsibilities.

Genting may contemplate offering training and development programs that effectively
contributes to personal and professional growth of individuals, in which Lockley (2012)
proposed to be an effective strategy to improve employee motivation. In addition, alternative
working patterns such as job-rotating, job-sharing and flexible working have been branded as
effective motivational tool by Llopis (2012). As more millennials entering the job market,
their view towards job motivation is very much different from the previous generation. They
want to be challenged in their tasks and hence they can constantly improve themselves,
alternative working patterns are great ways to improve that result.

However, Wylie (2004) suggests that managers to adopt a proactive approach in terms of
engaging in self-motivation practices. Wylie (2004) also recommends concentrating on
specific variation of intangible motivational tools such as celebration of birthdays and other
important dates with the participation of while team. Besides, Genting is recommended to
taking the efforts and contribution of employee of all levels from the organization. The
recognition of monthly performance of all employee should not be limited to the top high
performing individuals only, to ensure fair distribution.

Creating a workplace with excellent morale and motivated employees is a long-term project
and needs to be embedded within the fabric of Genting daily operations. Genting must realize
that highly motivated and engaged individual are a great asset to its organization. Genting
should take into above mentioned recommendations, as they are some of the main factors that
attract and maintain “talent” within the organization.

18
3.3 Employee satisfaction

Employee satisfaction has a direct bearing on behavior in the workplace, with a good level of
employee satisfaction improving the retention rate of employees and minimizing recruiting
and training expenses (Abuhashesh et al., 2019). Satisfied employees perform their tasks
better, and long-term employees usually have a greater level of skills and expertise, both of
which lead to increased performance. Since high employee satisfaction can be seen to lead to
smooth operations in the workplace and result in higher profits, it is crucial for Genting
managers to understand the key factors that increase employee satisfaction and hence
performance (Abuhashesh et al., 2019).

Genting should provide employee a good working condition. According to Wells and Thelen
(2005), organization which have generous human resource policies have a very good chance
to satisfy and retain employees by providing them an appropriate level of privacy and sound
control on work environment which enhances the motivation levels to commit with the
organization for a long-term. Especially during this ongoing covid-19 pandemic, safety
equipment, clean and sanitized common areas are things to investigate by the organization.

Next, pay is the most essential variable for employee’s job satisfaction. Rewarding
hardworking individuals through promotion will more likely contribute to their satisfaction.
The addition of increased in financial rewards usually have more force or determine the
amount of satisfaction to the employee. We can observe from Genting annual reports that
they provide learning and development to upskilling their employees by investing in human
resource development, adopting various interventions from structured leadership training to
professional certification, coaching and mentoring.

Long-run success and health of any organization depends upon the retention of skilled
employees. They are the most vital and dynamic resources of any organization as the
knowledge and skills of employees have become highly important in gaining competitive
advantage in today’s business environment (Irabor et al., 2019). Hence keeping a well-
trained, skill and contended workforce can lead Genting to greater height while the lack of it
can hamper its growth badly.

3.4 Customer satisfaction

The nature of business in Genting is mainly tourism and entertainment, hence customer
satisfaction is upmost priority in employee and customer interactions. Business activities
ranging from hotels, resorts, Genting highland theme park and many more, in which require
high level of attentions from staffs and employees, to establish customer loyalty. According
to Palmer (2001) customer service quality can be included as one of the elements in
achieving competitive advantage in service sector and a significant source of distinctive
competence. Without a doubt, improve customer satisfaction will correlate to increase in
revenue, which is needed to sustain the organization and growth.

In the current competitive market, switching to another brands is relatively easy. Hence,
branding and customer loyal is vital towards the organization, in which directly correlated
with customer satisfaction. According to Roberts and Dowling (2002), intangible assets like
company brand and reputation are not easy to duplicate, in which can aid the organization to
achieve business sustainability and improve revenue. Studies have shown business branding

19
and image is positively correlated towards customer satisfaction and loyalty to the
organization.

Besides, in the middle of a Covid-19 pandemic, Genting should allocate more attention to
ensuring customer safety against the virus. For example, continuously sanitize the public and
common areas, ensure that staffs are wearing appropriate personal protecting equipment
(PPE) when interacting with customers and place customer safety in their upmost priority.
This will ensure customer comfort when using the services or products offered by the
company.

Providing great customer service will satisfy both the organization and customers. Therefore,
company revenue will increase and able to sustain and growth in the future. In addition,
according to Pizam and Ellis (1999), market share of the company is directly correlated with
customer satisfaction, in which will result in greater profits, peer recommendation, reduction
in marketing expenditures.

20
4.0 Conclusion

To conclude,

21
References

Almas Sabir. Motivation: Outstanding Way to Promote Productivity in Employees.

American Journal of Management Science and Engineering. Vol. 2, No. 3,
2017, pp. 35-40. doi: 10.11648/j.ajmse.20170203.11

Cranny, C.J., Smith, P.C., & Stone, E.F. (1992). Job satisfaction: How people feel
about their jobs and how it affects their performance. New York: Lexington.

Halstead Diane, David Hartman, and Sandra L. Schmidt. 1994. Multisource Effects
on the Satisfaction Formation Process. Journal of the Academy of Marketing
Science 22 (Spring): 114-129.

IRABOR, I. E. & OKOLIE, U. C. (2019). A Review of Employees’ Job Satisfaction

and Its Affect on Their Retention. Annals of Spiru Haret University. Economic
Series, 19(2), 93-114, doi: https://doi.org/10.26458/1924

Llopis, G. (2012) The Top 9 Things That Ultimately Motivate Employees to Achieve
Forbes, April 6, 2012.

Locke, E.A. & D. Henne (1986). Work motivation theories. In C.L. Cooper & I.
Robertson (Eds.) International review of industrial and organizational
psychology, .London: Wiley. pp. 1-35

Lockley, M. (2012) The Secret to Motivating a Team. The Guardian, January 6,

2012.

Mohammd Abuhashesh, Rand Al-Dmour and Ra’ed Masa’deh (2019), Factors that
affect Employees Job Satisfaction and Performance to Increase Customers’
Satisfactions, Journal of Human Resources Management Research, Vol.
2019 (2019), Article ID 354277, DOI: 10.5171/2019.354277

Palmer, A. (2001). Principles of service marketing. New York: McGraw-Hill.

Pizam, A. Ellis, T. (1999). Customer Satisfaction and its Measurement in Hospitality

Enterprises. International Journal of Contemporary Hospitality Management,
11(7): pp. 326–339.

Robbins, S. (1993). Organizational Behavior (6 ed.). Englewood Cliffs: Prentice-Hall.

22
Roberts, P. W. Dowling, G. R. (2002). Corporate Reputation and Sustained Superior
Financial Performance. Strategic Management Journal. 23, 1077–1093.

Rust, R.T. and Oliver, R.L. Service Quality: Insights And Managerial Implications
From The Frontier, in Rust, R.T. and Oliver, R.L. (Eds), Service Quality: New
Directions in Theory and Practice, 1994, 241-68.

Susan Ward. (2020). What is leadership? The balance small business.

https://www.thebalancesmb.com/leadership-definition-2948275 Accessed on
4 November 2020.

Wells, M., & Thelen, L. (2005). What does your workplace say about you? The
influence of personality, status and workplace on personalization.
Environment and Behaviour, 3, 300-321.

Wylie, K. (2004) Managers Get the Staff They Deserve GRIN Verlag.

https://www.genting.com/#
https://en.wikipedia.org/wiki/Genting_Group
https://simplywall.st/stocks/my/consumer-services/klse-genting/genting-berhad-
shares/news/genting-berhad-klsegenting-could-be-riskier-than-it-looks/
https://www.theedgemarkets.com/article/genting-bhd-worsthit-klci-stock-genting-hks-
planned-suspension-payments-creditors
https://www.thestar.com.my/business/business-news/2020/08/28/genting-group-expects-
slow-recovery

https://www.bursamalaysia.com/trade/trading_resources/listing_directory/company-profile?
stock_code=3182

https://www.theedgemarkets.com/article/genting-malaysia-says-full-extent-covid19-impact-
remains-uncertain

https://www.theedgemarkets.com/article/covid19-closures-push-genting-red-rm133m-
quarterly-loss

https://www.theedgemarkets.com/article/genting-malaysia-announces-restructuring-exercise-
including-pay-cut-and-rightsizing
https://www.thebalancesmb.com/leadership-definition-2948275
https://helpjuice.com/blog/tacit-knowledge

https://www.nst.com.my/business/2020/05/594765/genting-malaysia-rightsize-workforce-
management-offered-pay-cut

https://www.freemalaysiatoday.com/category/highlight/2020/08/28/genting-empire-keeps-
dividends-even-as-casino-resorts-stung/

23
https://marketingmagazine.com.my/genting-group-to-slash-staff-salaries-amid-covid-19-
setbacks/
https://medium.com/personal-growth/this-is-what-hard-work-is-and-why-it-matters-
ff2661d9c13a#:~:text=You'd%20work%20hard%20for%20something%20you've%20thought
%20and,complete%20it%20with%20maximum%20efficiency

file:///C:/Users/user/Downloads/The_Truth_About_Honesty.pdf

https://dictionary.cambridge.org/dictionary/english/harmony

http://ilo.org/global/about-the-ilo/newsroom/news/WCMS_743036/lang--en/index.html

https://marketingmagazine.com.my/genting-group-to-slash-staff-salaries-amid-covid-19-
setbacks/

24