moonlighting: factor affecting job performance · pdf fileuniversiti teknologi mara (uitm ......

e-Proceeding of the Social Sciences Research (ICSSR 2016)

e-Proceeding of the Social Sciences Research ICSSR 2016 (e-ISBN 978-967-0792-09-5).

18 - 19 July 2016, Kuala Lumpur, MALAYSIA. Organized by http://worldconferences.net/home

154

MOONLIGHTING: FACTOR AFFECTING JOB PERFORMANCE

AMONG STAFF AT KLANG VALLEY PUBLIC HOSPITAL

Mohd Zdikri bin Md Sabron & Aliza binti Abu Hassim

Faculty of Administrative Science & Policy Studies Universiti Teknologi MARA (UiTM)

Shah Alam, Selangor, Malaysia

ABSTRACT

Nowadays, as the whole world is complaining on the increasing of the cost of living, many had suggested that employer should allow their staff to engage in similar activity such as ‘moonlighting’ to gain extra income. In Malaysia, the government stress out that all this while there are rules and regulation must be obeyed by the staff and it is still effective until today. With regard to those who wish to undertake ‘moonlighting’ and venture into small businesses, they must ensure that they follow rules and regulations. Based on Ordinance 5, Rules and Regulation of Public Servant (Behavior and Procedures) 1993 and Rules and Regulation of Public Servants (Behavior and Procedures ) Amendment 2002, every staff is allowed to ‘moonlight’ once they got a written permission to do so by their Head of Department. However these staff may face challenges when engaging in ‘moonlighting’ such as poor performance, absenteeism, fatigued and career conflict on primary job. The aim of this paper is to develop and implement self-efficacy concept in ‘moonlighting’ and the effect on performance at their primary job. The framework of self-efficacy adapted in this study is carefully designed as to go well with the area of inquiry. The valuable participation will be very much helpful to arrive at the findings that will expose the effectiveness of the implemented research by the supporting institutions. The types of investigation in this paper is causal study whereby this research is conducted in order to determine the important factors that associate with the moonlighting among staff. Questionnaires were distributed to respondent in the process to get important view towards this moonlighting activities. In addition to that, basic statistical and advance analytical tools have been employed to evaluate the findings. A pilot study was conducted among 30 respondents from the staff of Public Hospital in Klang Valley. From the pilot study it was found that staff who are always involved in moonlighting are constructing personal meaning for conceptual change in their performance where self-efficacy concept has enhanced emotional stable, conscientious in decision making and personal confident among staff.

Key Words: Self-Efficacy, Moonlighting, Performance.

----------------------------------------------------------------------------------------------------------------------------------

1. Introduction

Moonlighting usually means that people are holding one or two job but at the same time, they have

a primary job and the reason that people do moonlighting is to increase their income. This situation

http://worldconferences.net/home




155

is commonly known as ‘moonlighting’ which is defined as to work on an extra job, especially without

telling your main employer. Moonlighting is also referred to as side job or dual career done by the

employee. Betts (2011) stated that this side job is done to supplement their primary job income.

According to Shishko and Rostker (1976), the term 'moonlighting' is synonymous with second job,

dual careers, and multiple careers. An individual is considered doing a moonlighting or said to be

moonlighted if he is still attached to the primary job but at the same time has another job to earn

more money. Normally, in the discussion of secondary job-holdings, there are two issues to be

focused on. First, employees who moonlight with the approval by the employer and second, they do

it illegally. In this study, self-efficacy concept was believed to enhance positive effect on

performance even though employee engages in moonlighting. According to Bandura (1997) self-

efficacy is related to self-control, resilience in the face of failure, the performance and task efforts

and effective problem solving. Therefore, with high level of self-efficacy, it will increase motivation in

their workplace. In addition, self-efficacy will also increase emotional stability among employee and

play an important role in changing individual behavior.

2. Problem Statement

Moonlighting is not only an issue in Malaysia, but has been acknowledged as an issue in many

countries. The debate surrounding moonlighting covers many perspectives such as moonlighting can

contribute to poor performance, moonlighting can contribute to job stress, moonlighting can

contribute to absenteeism and moonlighting can contribute to the termination of employees

because of their poor performance on primary job. Moonlighting is an issue mostly in the

government organizations in Malaysia; however the issue becomes one of the government concerns

recently. Recently, a letter issued by the Public Services Department of Malaysia on 6th March 2014

strictly warns all staff in government organizations against involving in any activity of moonlighting

such as selling product or doing business during office hours. Even departments that did not give

specific data regarding moonlighting case, but based from observation, found that many

government staff conduct business during office hour (Public Service Department of Malaysia, 2014).

According to statistical data provided by the Public Service Department of Malaysia (PSD), a total of

3,921 cases involving work related performance were recorded by the department from the year

2009 to 2013. From the total, only 48 cases involved moonlighting cases which has been traced by

Public Service Department (PSD). This is because the department faced difficulty to find proof

related to moonlighting activity and normally they will keep it a secret. The cases did not include

fault that was managed by other government department itself in conducting moonlighting. In

addition, moonlighting trends cause poor performance among government staff when a report

made by News Straits Time in 2007 found that about 10% to 15% from 20,000 cabbies in Klang

Valley are from government staff and they start moonlighting and skipping from their primary job as





156

early as 4.00 p.m. The attitude of government staff who always skips from work will affect their

performance on primary job and government should take an action to avoid this issue from

becoming serious (Loh, 2007). Therefore, in such situation, a study must be carried out here and by

presenting a suitable concept, the best solution is to require answer to the problem, whether

moonlighting causes the increasing number of performance problem among staff in government

organization.

3. Literature Review

In this chapter, it focuses on the literature review related to this research. It provides the overview

of this research in details such as the philosophy of the topic and the relevant information that

relates to the topic discussed, such as the suitable concept to be apply in this study and the gap

between previous existing researches. This study focusing on both (legal and illegal) staff who

engage in moonlighting to evaluate various findings. The experience of staff who engage in

moonlighting as legal or illegal is very important in this study. Notably, there is a limited literature

related to moonlighting in Malaysian context. However literature from international context can be

used to explain about the moonlighting in Malaysia.

3.1 Moonlighting

Early studies by Shishko and Rostker (1976) on moonlighting focused on hourly constraints aspect,

where people tend to do moonlighting based on the predominant view saying that it resulted from a

constraint on the working hours of their primary job (hours constraint view) or they seek

heterogeneous jobs (job portfolio argument). However, recent studies provide mixed results on

moonlighting where the trend of moonlighting has increased due to financial reason (Vermeeren,

2016). According to Robert Shishko (1976), economic literature has treated moonlighting in two

ways. First, there are several attempts to extend traditional micro-economy theory to explain the

individual moonlighter’s supply curve. Second, some researches have presented demographic

profiles of the typical moonlighter. He then said no one has combined these two approaches to

estimate a moonlighting supply curve.

3.2 Moonlighting and Performance

According to Ballout (2009), moonlighting, if not managed properly, will cause problems for both

employees and employers. Without proper supervision, it will cause problems such as health

problems, affect relationships with employers and also with families. Basically, employees who





157

moonlight will spend more than eight hour per day at work and employees need enough time to rest

and wake up the next morning to continue their work. Employers who face this problem are also

concerned about the impact when employees moonlight which will cause problems such as arriving

late at office, missing during office hours and having disciplinary problems (Mustapha, 2011).

Potential legal issues may arise for employers under the Employment Act 1955, which specify that

employees should work no more than an average of 48 hours per week and should have a sufficient

amount of rest. By including an express term detailing the requirement of employer consent to

moonlight undertaken by employees, employers will have greater control to safeguard themselves

against any legal issues. Employers can draft an opt-out agreement with employees who want to

take on additional employment, which will allow their employee to work over 48 hours per week

without breaking the working time regulations (Laws of Malaysia, 2012).

3.3 Disadvantage in Moonlighting

Additionally, moonlighting can have negative implications on services productivity as the burden and

long hours of undertaking a second job will affect staff’ performance in the primary job as explained

by Stephenhickey (2014) in his study. Staff may also be more inclined to call in sick and lateness may

become an issue which also affects productivity. Whilst such issues could constitute as poor

performance and thus could be dealt with under the capability/disciplinary procedures, more pre-

emptive action could be taken by stipulating in the contract of employment terms and conditions

with regard to additional work (Maskell, 2012). Bech (2012) believe that the issue of the attendance

of employees in the organization is seen among the things that need to be taken seriously and

required action. The frequency of employees is very high who are not at work whether skipping their

working hours or taking holidays. It was shown that workers prefer to engage in moonlighting. For

staff who are committed, this situation should not happen because it will affect their work

performance and productivity within the organization. González and Macho-stadler (2012), based on

their findings, shows that engagement in moonlighting may have an incentive to skimp on work time

or where they have some financial interest, affect the efficiency and quality of public services.

Overall, moonlighting among staff is subject to social controversy, because there is no consensus on

the net effect and there are no easy answers that are unique on whether and how these practices

should be regulated. According to Ologunde, Akindele, and Akande (2013), there is significant

difference in performances among staff at a university in South-Western Nigeria who moonlight.

Then, it is also shown that there are significant differences in performing many jobs where staff who

engage in moonlighting will significantly face negative impacts as proposed by Ologunde et al.

(2013). Ologunde et al. (2013) emphasize that staff who engage in many side jobs will definitely

affect their main job performance.

3.4 Advantage in Moonlighting





158

In contrast, moonlighting also has a positive effect to employees to supplement a low income in

their main job. In the name of cost increasing, many employees seek some financial opportunity to

crop their problem (Saxon, 2015). An employee who receives $ 100 / h (normal salary), with an

average of 12 hours / week (normal shift), can increase wages up to $ 60,000 / year, pre-tax income.

Not surprisingly, the increase in financial and profit earned from making moonlighting can solve the

debt faced by employees. Employees with two jobs have higher commitment and they are also

productive workers in their organization (Vermeeren, 2016). Godager and Lura (2009) argue that low

wages are the main cause of staff involving with the moonlighting. Employees who engaged in

moonlighting received structure incentive payment based on the current market. In addition, there

are significant differences between private and government health agencies. Mostly, average private

clinics provide better facilities and it will encourage many public health workers to engage with

moonlighting. In UK, staff who engage in moonlighting believed that their primary job has a high risk

of termination. Thus, engaging in moonlighting may cushion the financial impact of losing their main

source salary. Therefore engaging in moonlighting is an alternative to perceive insecurity job and to

avoid unemployment (Wu, Baimbridge, and Zhu, 2009). Winter (2010), Ilias Livanos and Alexandros

(2010) and England, Wissman, and Collins, (2014) discussed that many employees engage in

moonlighting as a strategy to enhance their skills in their primary job, improve their employability, to

gain satisfaction of work and it is also believed to increase the capability to balance the demand of

social life needed. Heinecks (2009) shows that based on a study in Europe, found that it is also

possible for people to engage in moonlighting where 10-15% of people engaged in moonlighting

wanting to gain experience before starting to build up a business; and more than 15% people enjoy

engaging in moonlighting.

3.5 Moonlighting in Malaysia

Meanwhile, through a study conducted in Malaysia by Suhaimi, Nizam and Othman (2014), the

researchers disagree with other researchers that if an employee is involved in moonlighting, it will

affect the primary job performance. A study conducted on 372 respondents of public school

teachers showed contradictory results in which their main performance is still high. Respondents

from the study also felt that it was unfair to accuse those who do moonlighting shows poor

achievement in their primary job. Shah (2010) also agree with the statement that engagement in

moonlighting does not affect main performance based on his survey on 100 respondents made at

Accountant General’s Department of the State of Johor. In addition, Suhaimi, Nizam and Othman

(2014) stated that almost all respondent from the study did not think the salary was a big issue for

them, because the government of Malaysia give increment to their salaries and other benefit

allowances. Furthermore, the statistic reported by the Public Complaint Bureau, Ministry of Health is

one of the ministries that received the highest complaint (480 cases) related to work performance.





159

The department also did not have specific data on moonlighting case and the complaint come from

various sources. It is not surprising that many issue related to poor performance came from this

ministry where based on circular made by government of Malaysia; medical officers are allowed to

engage in moonlighting to preserve them with the government. The action was taken by the

government to avoid losing specialists in public hospitals. Other than that, according to preliminary

interviews made at the Health District Office of Kuala Langat, Selangor, there are three cases

involving 2 males and 1 female who represent year 2011, 2012 and 2013 respectively. An

investigation was made by the department and it was found that the staff who were absent from

work was because they were occupied with part-time work (Health District Office of Kuala Langat,

Selangor, 2014). Table 3.5.1 shows the application made by HKL staff in moonlighting from 2009 to

2014. In total, there are 305 applications received by the management to engage in moonlighting

submitted by staff in different positions and 2 applications from the total was not approved by

management. In addition, based on data obtained from HKL, a total of 513 cases involved the

performance among staff. The number increases every month were August 2015 has the highest

number of 50 cases recorded by HKL especially regarding performance. The department also refused

to state that from the data obtain there are many case involved moonlighting case because the

number is difficult to trace.

Year Number of Staff

2009 21

2010 49

2011 43

2012 61

2013 11

2014 94

TOTAL 305

Table 3.5.1: The Data of Application in Moonlighting By HKL Staff from 2009-2014.

3.6 Review of Theory

According to Baah-boateng et al. (2013) and Shishko and Rostker (1976), theories related to the

basic behavior of individuals associated with staff engaged in moonlighting is basically taken from





160

the economic theories of labor supply. In these theories, people engaged with moonlighting depend

on their leisure time. This theories see the individual as an agent for the purpose of optimizing

maximized utility subject to the endowment of time and resource constraints remain. This theories

further postulates that the set can be allocated to either time the market, or work that generates

income and satisfaction or the time at home or on leisure satisfaction, but produces no income.

When asking staff why they engage in moonlighting, most answers show that financial concerns is

the main answer to moonlight. With 30 - 35%, the most often stated reason for engaging in more

than one job of moonlighters is that ‘they must meet the regular household expenses.’ hour-

constrained workers would benefit from moonlighting for achieving a higher level of utility, its

impact, both wage employment will be lower than the first job salary, w2 < w1. Absurd as it might

seem at a first glance, there is also an incentive to moonlighting for downwards hours constrained

for staff if the wage employment is both constrained, it will at least maintain the employee’s utility

level. In this case, however, the second job wage should be higher than the salary of a primary job,

w2 > w1. (Heineck, 2009).

In addition, according to Ilias Livanos and Alexandros (2010), standard economic theory supposes that the labour supply decisions of individuals of employee, in both primary and secondary employment, is based on the utility-maximizing behaviour. This means that there are less working hours for employees, constrained in key tasks at their primary job than is necessary to achieve optimal revenue and maximizing their utility. According to Fedele et al. (2013) from the study on environment theory that was considered a key notion, is that employees engages in moonlighting because they are influenced by their environment. It also can be defined in various manners such as if the job or tasks performed at work are considered as a relevant environment, then the person who engages in moonlighting can be defined as the match between the desire needs of a person and what is offered by a job surrounding their environment. This study also agreed with Rispel, Blaauw, Chirwa, and Wet (2014) in which study on organizational theories of moonlighting suggest that although moonlighting provides staff with additional income, training, and other benefits, as it could also change their perceptions, decisions, and behaviors at their primary jobs. The latter could impact on their performance at their primary jobs and influence both absenteeism and turnover. A variation of this theory is one that is related to the role of a hierarchical organization or bureaucracy on individuals’ motivations, tasks and performance. Moonlighting, if done as part of a public service job, is seen as the breakdown of the bureaucratic work model. In addition, Baah-boateng, Adjei and Oduro (2013) on study hour’s constraint of work-leisure choice theory posit that, employees may be constrained in the number of hours that can be spent in the primary job and this consequently limits hours to earn more money. Shishko and Rostker (1976) argues that a firm usually offers fixed hours and paid money to employees based on contract. Thus, if a firm offers total remuneration that is lacking, then there is a strong tendency for them to engage in moonlighting, provided that the second job pays more than the primary job. This is considered as hour’s constraint motivation for holding various jobs.





161

3.7 Self-efficacy Concept

This study adapt self-efficacy concept to answering the objective. The self-efficacy concept proposes

that employees will increase their performance successfully in primary job. Besides that, self-efficacy

concept was proposed by Bandura (1982) as one's belief in one's ability to succeed in specific

situations or achieve a task. Thus, one's sense of self-efficacy can play a major role in how they

approach goals, tasks, and challenges. By doing so, this study will explain further why this concept of

self-efficacy will enhance and encourage employees to focus more on their primary job. Self-efficacy

concept should successfully be practiced in increasing performance among employees. It

recommends that in order to achieve the goal, firms need to identify the strength strategy in

addition to maintain employees’ performance. The discussion of self-efficacy concept in a research

continued by M. Maninger, Edgington and S.Sullivan (2011) posit that, staff’s self-efficacy is a

concept that was derived within the context of Bandura’s (1997) social-cognitive theory. Self-efficacy

is a belief about one’s own capabilities to organize and execute a certain task. Whenever staff

engage in moonlighting, they interpret their results and develop beliefs about their ability to engage

in similar activities. If these activities are consistently successful, self-efficacy is likely to increase. If

these activities consistently produce failure, self-efficacy is likely to diminish. Therefore, perception

of self-efficacy in turn is interpreted as actual performances. So, if a person is confident that he can

perform certain behaviours, then it is more likely that he will display this behaviour as long as this

behaviour provides results in the desired outcome, as stated by Berghe (2011).

Self-efficacy concept has proposed that a good performance concept to staff in their workplace,

which in turn, reduces the misbehavior among staff. Therefore, an organization may try to seek and

identify the staff themselves, which can be considered as key-person organization, and to find the

factors underlying satisfaction performance with their work, in order to increase the profitability of

the organization. In fact, people who are high in self-efficacy and social agreements deals more

effectively with the difficulties that persist in the face of failure, and they are more likely to achieve

results of value according to their personal standards, from which they derived more satisfaction

with work. In addition, the basic rules of social skills, self-efficacy make sure employees can resolve

potential conflicts with partners, to overcome frustration, in calm and in a good mood, and to get

more satisfaction from their work. Therefore, individuals who are confident in their abilities and

competent to carry out the tasks are more satisfied with their work (Borgogni et al., 2012).

3.8 The Relationship between Self-efficacy Concept and Performance

Although there are large theories in performance, it is more interested to study self-efficacy concept

introduced by Bandura (1982) to fill the gap. Self-efficacy has proven to be a good measurement in

which to predict behaviour outcomes compared to any other motivational construct. It also shows





162

how recent development in the positive psychology movement can translate into benefits for

companies, employer, and employees. Yet, there is still less research on self-efficacy concept,

performance and staff moonlighting. In the definition of self-efficacy concept presented by Bandura

(1982), he stated that an individual-level factor that has been found in oneself is to be associated

with higher levels of performance. The result from an interview done by M. Maninger, Edgington

and S. Sullivan (2011) on three participants regarding staff self-efficacy shows that they perceived

that moonlighting had positive effects on their efficacy. Two participants reported that moonlighting

does not affect their sense of self-efficacy as they reiterated their dedication to primary job. On the

other hand, unsatisfied employees may take on during working time, using office equipment for

personal purpose or they may engage in moonlighting and employees may be psychologically absent

from work. Esmaeili and Hashim (2014) concluded that employees who have low self-efficacy will

show improper acts such as skipping from duties and give much argument on the subject of work.

In addition, in a study conducted by Esmaeili and Hashim (2014), employees who have high levels of

self-efficacy will increase their motivation in the workplace. Negative factors such as stress,

depression, anxiety, and helplessness appear in the organization with a low sense of self-employee

capacity and lead to guarding on their achievement and personal development. Therefore,

organizations need to face a difficult task challenge by workers with high self-efficacy. When there

are high levels of self-efficacy seen among workers in the organization, the commitment of

employees will increase, which ultimately leads to employee satisfaction. Therefore in such

situations, this study will adapt the self-efficacy concept in staff moonlighting and the effect on

performance which emphasizes an active search for meaning and understanding of staff is crucial in

the context of higher performance. By doing so, staff who engaged in moonlighting will involve

themselves in constructing personal meaning for conceptual change in their performance matter.

Self-efficacy concept will enhance emotional stability, conscientiousness in decision making and

personal confidence among staff (Bandura, 1997). A review by Ballout (2009) studied the effect of

self-efficacy on career employee commitment. This study identified that self-efficacy has been linked

positively to affect employee performance and any activities success is only for employees with an

average to high self-efficacy but not for those with low self-efficacy. This paper presents that high

level of self-efficacy has a positive effect on performance among staff especially on their primary job.

Employees with high levels of self-efficacy are more likely to have satisfaction in their performance.

4. Research Methodology The types of investigation in this research is causal study whereby this research is conducted in order

to determine the important factors that associated with the part time job of the Public Hospital in

Klang Valley employees. Non probability sampling which is convenience type of sampling will be

used in process to collect the data for this study. The questionnaire will be distributed to the

respondents whereby it will be given to the 375 staff from Public Hospital in Klang Valley base on





163

Krejcie and Morgan (1970) sample size formula. In addition, this study also provided a broad range

of capabilities for the entire analytical process such as factor analysis, correlations, inferential

analysis ANOVA and chi-square. This study also adopts and adapts from Bandura (1997) concept

which is Social Cognitive Theory, (Environment factors, personal factors and behavior factors). These

factors are defined as shown below:

1. Environment factors - defined as an external element such economy, politic, regulation,

geography, cultural trends and internal element such financial stability, company culture which can

negatively impact an organization performance or profitability.

2. Personal factor - defined and described as a conflict between individual and organization. The link

between individual and organization might be related to self-identity, personal values and individual

need satisfaction.

3. Behaviour factors – a person is confident that he can perform certain behaviour, and then it is

more likely that he will display this behaviour as long as this behaviour provides results in the

desired outcome.

5. Reliability analysis

The study has conducted the pilot test of 30 respondents from the staff of Public Hospital in Klang

Valley to test the internal consistency and validity of the data. The result shows that there is

consistency and reliability of the data in which all the output of the variables (factors) achieved

Cronbach’s Alpha more than 0.7.

Table 5.1 Reliability Test N= 30

Variable Number of Term Alpha Value

Environment Factor Expectation 15 .717 Personal Factor Expectation 14 .734 Behavioural Expectation 14 .758 Job Performance Expectation 8 .829





164

Based on Table 5.1, It is shown that alpha value for Environment factor expectation is (.717),

Personal factor expectation (.734), behavioural expectation (.758) and job performance expectation

(.829) is acceptable and reliable. Thus, from the result of the reliability test, the questionnaire used

in this study is acceptable. In addition, in order to determine consistency, the Cronbach Alpha

Coefficient is used in this study. The value of alpha that can be said or accepted as reliable because it

is differ for other researchers. Majid (1990) agreed that a measuring instrument which has a

coefficient of reliability of 0.60 or more is acceptable. While Franked and Walled (2000) and Palant

(2001) put the minimum reliability value of at least 0.70. However Palant (2001) suggests, for the

construction of a new instrument or the early stages of research (exploratory), an alpha value of

0.60 may be applicable.

6. Conclusion and Future Recommendation

The study is carry out on the basic objectives of conducting research on the "contribution to the

body of knowledge" that add knowledge in a particular field to achieve one of the following

methodologies that strengthen the outcomes from previous studies with more comprehensive

procedures and give a more detailed explanation of issues by conducting further research. The

methods used in process to collect the data in this study is, by using the questionnaires whereby

each respondent will be given one set of questionnaire that should be answered according to the

view towards the Public Hospital staff. Therefore, it is important to identify the practical implications

of the results related to improving the effectiveness of their employees to give them motivation and

improve performance. The implication made in this study include: First, the performance of the

employees affected by the ability of the body as a whole. It also proves that organizational behavior

professionals practicing in doubt is usually influenced by the self-confidence of the employees.

Second, the complexity of the tasks and performance of the capabilities found themselves simply

and performance in the surrounding of workplace. Both factors play an important role in the

organization settings because they have a tendency to deteriorate the relationship between self-

efficacy and performance. With the increasing of the complexity of the task, this link has proven to

be weak. However, organizations can improve employees’ performance with the help of the

following suggestions: First, to train employees to adapt to complicated tasks and give them

encouragement and support to always give the employee as much control of the emotional and

psychological training. Second, organizations should also take advantage of the part time job done

by their employees where this job give benefit to organizations such as the knowledge and skills

available to their employees. Third, rural employment does not necessarily give negative

implications on the performance of work if the employer tolerate with their employees. Initiative

salaries should be made to reduce employment and to focus heavily on the organization.





165

References Alessandro Fedele, Paolo Naticchioni. (2013). Moonlighting Politicians: Motivation Matters! (I. D.

7500, Ed.) Betts, Stephen C. (2011). Gender differences in multiple jobholding: moonlighting among teachers.

Journal of Business & Economics Research (JBER), 2(8).

Berghe, Jae Vanden. (2011). Job Satisfaction and Job Performance at the Work Place. (International

Business). (8299)

Baah-boateng, W., Adjei, P., & Oduro, A. D. (2013). Determinants of moonlighting in Ghana : an empirical investigation, 4(2), 176–202.

Bandura, Albert. (1982). Self-efficacy mechanism in human agency. American Psychologist, 37(2),

122-147. Doi: 10.1037/0003-066X.37.2.122

Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ.

Bandura, A. (1994). Self-efficacy. In V. S. Ramachaudran (Ed.), Encyclopedia of human behaviour

(Vol.4, pp. 71-81). New York: Academic Press

Bandura, A. 1997. Self-efficacy: The exercise of control. New York: Freeman.

Bech, K. S. & M. (2012). Dual practitioners are as engaged in their primary job as their senior colleagues.

Borgogni, L., Dello Russo, S., Miraglia, M. & Vecchione, M. (2012). The role of self-efficacy and job

satisfaction on absences from work. Revue Européenne de Psychologie Appliquée/European

Review of Applied Psychology.

Esmaeili, H. K., & Hashim, M. T. (2014). Relationship of Social Self-Efficacy and Worker’s Job

Satisfaction, 6(5), 148–155

England, E., Wissman, R. D., & Collins, J. (2014). Moonlighting: the resident’s second job. Academic Radiology, 21(4), 429–30. doi:10.1016/j.acra.2014.01.018

Fraenkel, J.R. & Wallen, N.E. (2000). How To Design And Evaluate Research In Education. Boston: McGraw-Hill.

González, P., & Macho-stadler, I. (2012). A Theoretical Approach to Dual Practice Regulations in the Health Sector ∗.

Godager, Geir, and Hilde Lura. 2009. “Dual Job Holding General Practitioners : The Effect of Patient

Shortage.” Health Economic, 1145(October 2008): 1133–45.





166

Hospital Kuala Lumpur (2014). Data/Statistics Involve In Part Time Work by Hospital Kuala Lumpur

Staff. http://www.hkl.gov.my/

Health District Office of Kuala Langat, Selangor (2014). Staff absent from work due to moonlighting.

http://pkdklgt.blogspot.my/

Heineck, G. (2009). The determinants of secondary jobholding in Germany and the UK. Zeitschrift Für ArbeitsmarktForschung, 42(2), 107–120. doi:10.1007/s12651-009-0008-8. http://link.springer.com/10.1007/s12651-009-0008-8 (August 20, 2015).

Hassan I. Ballout, (2009).” Career commitment and career success: moderating role of self-efficacy”,

Career Development International, Vol.14 Iss: 7, pp.655-670.

Ilia’s Livens and Alexandro’s. (2010). “MULTIPLE JOB-HOLDING IN GREECE.”

Khatri, P. (2014). A Study of Organizational Commitment and Moonlighting Practices of

SME Employees in Delhi-NCR, 6(6), 535–544.

Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educ Psychol

Meas.

Loh, D. (2007). Government servants moonlighting as cabbies. News Straits Time.

Moonlighting. (n.d.). Dictionary.com Unabridged. Retrieved October 05, 2015, from Dictionary.com

Maskell, Jack. (2012). “Outside Employment, ‘Moonlighting,’ by Federal Executive Branch Employees.” Congressional Research Service: 1–15.

Malaysia, Laws of. 2012. “Laws of Malaysia, Employment (Amendment) Act 2012.” 1–21.

Mustapha, Mohd. Asron. (2011). Ponteng: Pekerja am paling ramai, Utusan Malaysia.

Mohd. Majid Konting. (1990). Kaedah Penyelidikan. Kuala Lumpur: DBP.

Mohd Ismail Merican. (2010). Garis Panduan Pelaksanaan Melakukan Pekerjaan Luar (Lokum) Di Sektor Swasta Oleh Pegawai Perubatan Kementerian Kesihatan Malaysia.

Ologunde, A. O., Akindele, R. I., & Akande, W. O. (2013). Moonlighting Among University Lecturers and Their Performance in the South-Western Nigeria. Journal of Management and Sustainability, 3(4), 92–102. doi:10.5539/jms.v3n4p92

Public Service Department of Malaysia, (2014). Statistik Penjawat Awam Yang Telah Diambil Tindakan Dibawah Kesalahan Melaksanakan Pekerjaan Luar Tanpa Kebenaran, Tidak Bertanggungjawab Dan Cuai Dalam Melaksanakan Tugas Bagi Tahun 2009 Sehingga 2013.





167

Public Services Department of Malaysia, (Mac 6, 2014). Pemantauan Ke Atas Pegawai Awam Yang Menjalankan Perniagaan Dalam Talian. JPA BK (S) 201/8 (29).

Public Complaints Bureau (2013). Source: Printed from i-Aduan System on 5 February 2014.

Palant, J. (2001). SPSS Survival Manual: A step by step guide to data analysis using SPSS for windows.Ver. 10. Illinois: Allen & Unwin.

Utusan Malaysia (2011). Kakitangan sokongan dua banyak ponteng. www.utusan.com.my

Robert Shishko & Bernard Rostker. (Jun 1976). The Economic Of Multiple Job Holding. (The American Economic Review, Ed.) 66, 298-308.

Robert M. Maninger, William Edgington, D. J., & Samuel S. Sullivan, and M. R. (2011). Moonlighting and Teacher Status: What are the Implications for Professional Practice?, 1(December).

Rispel, L. C., Blaauw, D., Chirwa, T., & Wet, K. De. (2014). Factors influencing agency nursing and moonlighting among nurses in South Africa, 1, 1–10.

Suhaimi, M., Nizam, M., & Othman, N. (2014). Sains Humanika Aktiviti Kerja Sampingan dan Kesan ke Atas Komitmen Guru Bekerja, 1(2011), 31–36.

Stephenhickey. (2014). Moonlighting. Retrieved from Peninsula Business Services.

Shah, N. A. (2010). “Kajian Tentang Kecenderungan Kakitangan Sektor Awam Bekerja Sambilan : Satu Kajian Di Jabatan Akauntan Negara Negeri Johor.”

Saxon, John T. 2015. “Moonlighting: Pros and Cons for Fellows.” Journal of the American College of Cardiology 65(2): 214–16. http://www.ncbi.nlm.nih.gov/pubmed/25593064 (February 2, 2016).

Vermeeren, Brenda. 2016. “Multiple Job Holding in the Public Sector Context : Motivations , Outcomes and Implications Multiple Job Holding in the Public Sector Context : Motivations , Outcomes and Implications.” (March).

Winters, J. V. (2010). Teacher moonlighting: evidence from the US Current Population Survey. Applied Economics Letters, 17(11), 1111–1114. doi:10.1080/00036840902817524

Wu, Zhongmin, Mark Baimbridge, and Yu Zhu. 2009. “Multiple Job Holding in the United Kingdom: Evidence from the British Household Panel Survey.” Applied Economics 41(21): 2751–66. http://www.tandfonline.com/doi/abs/10.1080/00036840701335520 (October 10, 2014).


moonlighting: factor affecting job performance · pdf fileuniversiti teknologi mara (uitm ......

Documents