QUESTION 3 Bintang Maya Bhd (BMB) was established in 2010 with its major operation concentrated on construction and development. In 2018, BMB began to make its name and was awarded the ISO 9002 certificate upon completion of a 4-star hotel and a shopping complex which the building became a landmark in the township of Sungai Petani. BMB believed that their employees were the company's valuable assets. A series of training had been conducted to create good spirit among its employees especially for the new employees to promote better sense of belonging towards BMB. Team building sessions were also carried out regularly for all of its employees and to enhance a close working relationship among the employees. In early June 2021, during the weekly managerial meeting, Mr Azam, the project director chaired the usual weekly progress meeting. He was upset with the progress of the project as it was 4 months behind the scheduled completion date. The project is expected to be completed within 30 months. After 15 months it started, the progress of the work only reached 30% completion. Investigation conducted on project delay indicates several issues relating to the human resources involved with the project's operations. The management received a lot of complaints about the attitude of the workers. The top management has raised concern on the issues and requested Miss Hana, the Human Resources Manager to present a report on the employee issues and the turnover rate. He was quite surprised as the employees' turnover rate was on the rise among the lower-level employees. Based on their employee exit survey conducted in May 2021, the result revealed various reasons of the employee's departure, such as job dissatisfaction, poor work environment, unclear directions from the superiors and getting other job opportunity. Mr Azam realized that talent management of the employees is crucial and need continually reassess for his business to succeed. He seldom questioned the employees on how to do the job but always insisted on the objectives of doing the job. Some of the employees begin to feel like the minimal interaction on employee's work, no direction, feedback, or support had affected their emotion. Miss Hana foresee one of the initiatives to improve job performance and satisfaction is to introduce an effective reward system that integrates financial and non-financial rewards, especially to frontline workers. Mr Azam then instructed Miss Hana to design and implement a systematic performance appraisal system and provided adequate feedback to employees. He also stressed on developing a strategic reward system for the employees to address the four areas of performance-related; compensation, benefits, recognition and appreciation