The Muamalat Newsletter Vol.1 2023

FEM Newsletter | June 2023 24 the participants engaged in individual and group exercises and received feedback on their performance (Hatala et al., 2014). Through the feedback received, the participants are motivated by their small successes in mastering the subject matter. The activity- based learning approach is implemented throughout the entire training (Dubihlela & Rundora, 2014). Moreover, participants were divided into groups for competition and to motivate their participation. The Kirkpatrick Model was used to evaluate the training’s effectiveness (Bates, 2004). Participants gave the programme a 9.68 out of 10 rating for overall quality and effectiveness (level one reaction). Although many participants were new to FBM, they gave the program an 8.03 out of 10 rating for their ability to understand the subject matter (level two learning). Participants also expressed their willingness to adopt the work method in their daily tasks, giving an average score of 8.87 out of 10 (level two behaviour). This indicates a strong desire for implementation and change in behaviour. During a separate meeting with the top management team, CEO Mr. Li and his team unanimously expressed their intention to incorporate the scientifically-based work method into their work culture, with some team members already using it to improve their workflows and project planning. These are positive signs of behaviour change, and Mr. Li personally encourages his employees to use what they learned to enhance productivity. Employees do not need to apply this work method in every single task they do, but choose those suitable tasks and use the FBM work method to enhance their efficacy and productivity. In summary, the training programme on the Behaviour Science: Fogg Behaviour Model was a success as it met both learning objectives of knowledge transfer and behaviour change, as evident from the positive feedback of the participants. The participants are willing and confident in implementing this FBM work method in their daily tasks, and Mr. Li and his management team are optimistic about the potential productivity improvements. Mr. Seow, the trainer, will continue to work with Jia Zhong Bao (Beijing) Co. Ltd. to monitor and evaluate the outcomes of the training. Mr. Seow will continue to support the management in the cultivation of the FBM work method into the company work culture. Periodical feedback will be collected to evaluate the progress and effectiveness of the goal. References: Bates, R. (2004). A Critical Analysis of Evaluation Practice: The Kirkpatrick Model and the Principle of Beneficence. Evaluation and Program Planning, 27(3), 341–347. h t t p s : //do i . o r g/ 1 0 . 1 0 1 6/J . EVALPROGPLAN.2004.04.011 Dubihlela, J., & Rundora, R. (2014). Employee Training, Managerial Commitment and the Implementation of Activity Based Costing: Impact on Performance of SMEs. International Business & Economics Research Journal (IBER), 13(1), 27–38. https://doi. org/10.19030/IBER.V13I1.8354 Fogg, B. J. (2009). A Behavior Model for Persuasive Design. Stanford University. https:// drive.google.com/file/d/19LYb a4fuceGM3KhqxTXByV4msmb 33t1o/view Hatala, R., Cook, D. A., Zendejas, B., Hamstra, S. J., & Brydges, R. (2014). Feedback for Simulation-based Procedural Skills Training: A Meta- analysis and Critical Narrative Synthesis. Advances in Health Sciences Education, 19(2), 251– 272. https://doi.org/10.1007/ S10459-013-9462-8/METRICS Stanford University. (2009). Fogg Behavior Model. Stanford Behavior Design Lab. https:// behaviordesign.stanford.edu/ resources/fogg-behavior- model Taylor, M., Marsh, G., Nicol, D., & Broadbent, P. (2017). Good Work: The Taylor Review of Modern Working Practices. Department for Business, Energy and Industrial Strategy. Behaviour Science: Fogg Behaviour Model aims to help employees understand behaviour science in general. “ “ Author’s email: richard-seow@hotmail.com