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Human Resource Management in Singapore

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Human resources are the backbone of every organization; without them, an organization would likely find it challenging to maintain and retain its team members. Recently, human resource management has become one of the central concerns in management and organizational behavior, as well as in the minds of many managers around the world (Wilton, 2022). This paper focuses on HRM in Singapore and will show how firms use it to achieve sustainable competitive advantage and increase profitability. This study tests the preposition that HR practices impact a business’s performance in the country. At both corporate and state levels, human beings create, execute and select complex network procedures, plans, and processes to make states and organizations more viable and competitive. Thus, this study aims to explore the aspect of HRM in Singapore and how it helps in recruitment, development and learning, and future challenges in HRM.

HRM

Recent management and organizational behavior research have placed a strong emphasis on the importance of human resources management. At the state and corporate levels, human beings select, execute and create a complex network of processes and plans that can help make organization and state competitive and viable. HRM is a significant concern in Singapore because the country has neither land nor mineral resources to exploit. In fact, the only natural resource in Singapore is people the country is resource-scarce with a multi-ethnic population of about 2.6 million people. Human resource management is one of the significant factors that has made Singapore evolve despite the dynamic and competitive market environment it has experienced since the mid-1990s to the present time (Uysal, 2012). From the analysis of the country’s policy framework, it is clear that HRM has helped enhance the continuous growth of Singapore’s business and retain talents that have enabled the country to be one of the leading economies in the greater Asian continent (Osborne & Hammoud, 2017). This has been made possible by her increased vigor and resolves to manage the resources at her disposal and their tactical geographic placement. The organization’s ability to employ human resource management to accomplish its goals and objectives makes it a crucial business component.

It is clear that organizations implement more than one theory in their management, as the role of each department varies based on circumstances and criteria. For instance, HRM, classical management theory, and behavioral theory are important because they focus on bringing competitive advantage. The classical theory focuses on improving productivity and mass production, while on the other hand, behavioral theory considers the workplace as a social environment which needs that needs employees to share ideas so that to be innovative in ideas and methods. To meet all these theoretical aspects, the HRM team must deliver excellence in recruiting and selecting individuals as it becomes an investment in the company. Human resource management aims to increase an organization’s production by creating ideal working conditions for employees (Yee Ng & Ang, 2017). Many businesses have found that employees perform their best in a positive work environment. This implies that HR leaders need to bring about methods to encourage positive workforce health and make employees more flexible to changes and disruptions (Rose & Kumar, 2017). For instance, in Singapore, the management of human resources has evolved with the dynamic and competitive market environment. The talent drought has been a pressing issue for many companies in Singapore, so the government has reformulated HRM policies to attract better and retain top talent. Furthermore, effective HRM techniques are key to an organization’s success in recruiting top talent and maintaining a high level of productivity. Therefore, HR managers in the current business environment must ensure that workers receive a fair and competitive salary commensurate with their skills and services rendered (Sanders, 2014). By doing that, it will be easy for the organization to manage talent within the organization. The important aspect of human resources management is to help in the effective recruitment and retention of employees.

Recruitment and Selection

Recruitment and selection are the human resource department’s two main responsibilities. Finding and hiring the ideal candidate for the open position is the organization’s primary recruitment objective. To fulfill the criteria for a stable competitive advantage, a Singaporean organization must employ individuals with the required capabilities from the labor market. HRM needs to provide job aspirants with a description of the job and information so that it can get individuals with the right expertise and aptitude. For instance, Singapore has labor laws that are business-friendly and fair; thus, HRM can use them to recruit competent and productive employees for the organization’s growth (Osman-Gani, 2016). HRM is vital to businesses because it provides HR managers with a pool of potential employees to hire for any position in the organization (Guest & Peccei, 2014). For instance, the act of recruiting involves luring qualified individuals to submit applications for open positions inside an organization. Recruitment informs potential employees about open positions and prods them to submit applications. Recruiting is essential for an organization to maintain a consistent stream of eligible individuals interested in working there. Companies in Singapore must enhance their pay plans to keep the top employees (Mansour, 2015). High compensation generally results in a greater applicant pool, allowing the employer to be pickier when making hires. The improvement of Singapore’s quality workforce through staffing policies and practices ultimately impacted employee performance and organizational level (Varma & Budhwar, 2013). Singapore, in this study, shows how staffing practices and policies impact workforce quality, affecting employee and organizational performance. Over the past forty years, Singapore, one of the rapidly industrializing nations, has displayed astounding economic and social growth. The economic success of Singapore has been contributed by effective HRM recruitment, which has ensured it gets a competitive workforce.

The Singapore case study demonstrates that formal recruiting strategies should be drafted and strictly adhered to by an organization and government to attract capable employees. The policies should outline the most effective methods for choosing candidates from a pool of applications. Singapore has become one of Asia’s economic tigers because of this method of hiring and choosing personnel (Wan et al., 2015). It is also clear that in recruitment, HR needs to assess applicants’ past behavior and performance to help the employees make effective hires that will enable the organization to maintain its market objectives and goals. Other factors, such as a favorable climate, have contributed to Singapore’s productive workforce because human resource management has hired competent labor, which has helped the country’s economy thrive (Demo et al., 2015). More importantly, since recruiting and selection are essential organizational tasks, HRM must ensure that crucial components are in place, such as the organization’s reputation and the availability of qualified and motivated HR professionals, as doing so will help the business maintain a competitive advantage.

Learning and Development

Currently, Singapore has been experiencing the issues of a limited workforce, which has led HRM to experience various key issues and challenges such as continuous dependence on foreign manpower, privatization of government-linked corporations, and relocation of industries demanding more human resources to foreign countries. This has created a conflict with employers who regard the employees as less productive yet expensive. However, strategic human resource management may be crucial to tying the HR function to the organization’s strategic goals and enhancing performance (Tessema et al., 2017). Due to the competitive environment and globalization of marketplaces, it is essential that organizations in Singapore must establish HRM strategies to ensure they get competitive talents in the market. Therefore, the important aspect of HRM is that it helps bridge the gap between employees’ performance and the organization’s strategic objectives. With efficient HR management Singapore will remain a competitive edge in the business world. 

Fundamentally, HRM aligns business needs with employees’ competencies, skills, and knowledge, thus closing the gap of competition in the market. By locating and developing learning opportunities that improve employee capability and organizational knowledge, HR demonstrates its strategic worth. This session provides a thorough, step-by-step explanation of how to analyze, design, develop, implement, and evaluate an efficient learning and development strategic plan that is also in accordance with leadership and career development. Human resources management has been identified as the single strategic capital of Singapore (Morris & Snell, 2015). It is irrefutable that HRM has enabled Singapore to progress from a small, resourceless country to one of the most developed in Asia. The country has been able to invest in its human capital as a result of the great focus placed on developing human resources (Briscoe, Schuler & Tarique, 2012). The development of effective HRM helps in economic integration and significant business growth in terms of performance and productivity. It is clear that organizations and states can use HRM as a strategy to invest in human capital that remains competitive in the market. The well-trained human resource has helped the country develop a wide workforce, thus attracting a wide number of workers across the globe. The effective HRM has made Singapore home to several global firms with manufacturing facilities. Some companies have set up operational, administrative, and R&D offices in Singapore. Singapore’s ability to provide the necessary human resources is a requirement for these operations. It is clear that to leverage the current competitive market, it is essential to establish effective human resource management as that helps to remain competitive in the market (DeCenzo, Robbins & Verhulst, 2016). It is evident that the successful growth of the organization needs HRM to ensure that there are effective planning, evaluation, and strategies. From the successful economic growth of Singapore due to human capital, it is clear that organizations and other states can copy so to manage their human resources. From the Singapore working environment, learning and development are significant aspects of HRM because the current job market in the country has a high number of millennials who, by 2025, will make up about 50 percent of the workforce. Therefore, HRM must be ready to commit to an employee’s growth if it hopes to remain competitive (Mathis et al., 2016). Employees are one of the greatest company assets for that reason, HRM must establish learning and development in Singapore as that will help in upskilling the employees by focusing on their strengths. This implies that HRM needs to create a learning and development program to help the organization increase the number of skilled laborers to promote innovation and productivity. When HRM is applied effectively, the organization has competitive employees committed to achieving the company’s goal and objective (Vinikas, 2022). This was discovered using a sample of Singaporean enterprises. Also, from the view of different studies, it has been indicated that if senior management wanted to improve HR performance and, by extension, organizational performance, they needed to focus on issues like performance evaluation, empowerment, and training.

Future Challenges in Human Resource Management

In light of the changing business landscape today, the challenges within the human resources field will be endless. For instance, one of the significant functions of HR is building a sustainable workforce. With the significant competition in the market, it is clear that in the future, HR will find it difficult to renovate its workforce to drive business strategies and productivity (Stone & Deadrick, 2015). Furthermore, given that Singapore has invested more in international corporations, it is obvious that the country’s HRM will struggle to maintain a competitive edge as internet-enabled technologies continue to advance and the global economy booms. This is because the country still retains old workers who have not conversed with the current millennial technology (Chew & Sharma, 2015). Thus, going in the future, HRM will face challenges in developing and retaining capable employees. Additionally, as talent and leadership become more scarce than in the previous organizational context, it will be challenging for HRM to manage the workforce. This is because skilled employees are growing older, thus an indication that going into the future, it will be difficult to get a competent workforce in the market. Anticipating change is a significant future challenge (Singham & Chiang, 2016). Managing demographics, change, cultural transformation, and globalization are all included. It is also evident that HR are currently using social media websites such as LinkedIn and Facebook to recruit the best-suited candidates for different department of the organization; thus, going into the future, it will be difficult to get competitive individuals without enhancing attractive programs (Nasir, 2017). Globalization is still a major issue for human resource professionals trying to keep their competitive edge in the market. The job market has become more accessible because of the Internet, which has also increased access to talent globally. Nowadays, HR experts hire applicants from a variety of nations that speak different languages and may have different customs than the local employees of the organization (Reporter, 2021). As a result, in the future, the HRM will have to handle issues like sensitivity to cultural and racial differences, resulting in adjustments to standard HR rules. Salary differences between local employees and their overseas counterparts will influence the business operation; as a result, human resource staff needs to be aware of these difficulties. Finally, staff turnover is another future challenge for HR. Due to the competitive market, many leading companies offer hefty salaries and extensive benefits packages, which will be challenging for HR in the future.

Conclusion

In conclusion, this study has shown us how critical HRM professionals and other management are to a company’s success in recruiting high-performing candidates. As the HRM team collaborates closely with the company’s departments, it is evident that effective management approaches and concepts offer value to the team, increasing the corporate entity’s competitive edge. The country’s employment law also contributes to HRM because it ensures that the organization serves rightful benefits in agreement with the employees. This has led Singapore to attract more foreign human resources, thus making it one of the most successful countries in Asia for economic growth (Sharma, 2014). It is also clear that effective HRM policies tend to support the strategic role in an organization so that to achieve better results. HRM helps to determine aspirations, approaches, and worth of business entities with respect to how individuals are handled, thus continuing to assist as a benchmark for the growth of organization abilities and competitiveness. Singapore has used HRM policies to support the country’s economic growth by ensuring that effective employment laws help recruit, promote, and reward employees (Wan, 2013). According to the analysis of Singapore, human resource management is a crucial tool for managers and executives to use to find the best candidates and boost their organization’s competitive edge. HRM outlines the company’s goals, objectives, and core values in terms of how people are treated. These continue to act as a foundation for the growth of organizational competencies and human behaviors, furthering the goal of treating all people equally.

References

Briscoe, D., Schuler, R., & Tarique, I. (2012). International human resource management: Policies and practices for multinational enterprises. Routledge.

Chew, I. K., & Sharma, B. (2015). The effects of culture and HRM practices on firm performance: Empirical evidence from Singapore. International Journal of Manpower.

DeCenzo, D. A., Robbins, S. P., & Verhulst, S. L. (2016). Fundamentals of human resource management. John Wiley & Sons.

Demo, G., Neiva, E. R., Nunes, I., & Rozzett, K. (2015). Human resources management policies and practices scale (HRMPPS): Exploratory and confirmatory factor analysis. BAR-Brazilian Administration Review, 9, 395-420.

Guest, D. E., & Peccei, R. (2014). The nature and causes of effective human resource management. British Journal of Industrial Relations, 32(2), 219-242.

Mansour, M. (2015). The practice of strategic human resource management in a developing country. European Online Journal of Natural and Social Sciences, 4(3), pp-500.

Mathis, R. L., Jackson, J. H., Valentine, S. R., & Meglich, P. (2016). Human resource management. Cengage Learning.

Morris, S., & Snell, S. (2015). The evolution of HR strategy: adaptations to increasing global complexity. The SAGE handbook of human resource management, 84-99.

Nasir, S. Z. (2017). Emerging challenges of HRM in 21st century: A theoretical analysis. International Journal of Academic Research in Business and Social Sciences, 7(3), 216-223.

Osborne, S., & Hammoud, M. S. (2017). Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), 4.

Osman-Gani, A. M. (2016). Human capital development in Singapore: An analysis of national policy perspectives. Advances in developing human resources, 6(3), 276-287.

Reporter, S. (2021, June 3). Five challenges that HR professionals face today. Singapore Business Review. Retrieved November 15, 2022, from https://sbr.com.sg/hr-education/commentary/5-challenges-hr-professionals-face-today.

Rose, R. C., & Kumar, N. (2017). The influence of organizational and human resource management strategies on performance. Performance improvement, 45(4), 18-24.

Sanders, K., Shipton, H., & Gomes, J. F. (2014). Guest editors’ introduction: Is the HRM process important? Past, current, and future challenges. Human Resource Management, 53(4), 489-503.

Sharma, N. (2014). Recruitment strategies: a power of e-recruiting and social media. International Journal of Core Engineering and Management (IJCEM), 1(5), 15-35.

Singham, G., & Chiang, R. (2016, October 19). Challenges that HR professionals face in Singapore. Lexology. Retrieved November 15, 2022, from https://www.lexology.com.

Stone, D. L., & Deadrick, D. L. (2015). Challenges and opportunities affecting the future of human resource management. Human Resource Management Review, 25(2), 139-145.

Tessema, M. T., Gok, K., Ngoma, A., Tesfayohannes, M., & Fernando, G. V. (2017). Staffing System Management: Evidence from Singapore. International Journal of Human Resource Studies, 7(2), 136-154.

Uysal, G. (2012). For the development of effective HRM systems: inter-relationships between HRM practices using correlation analysis. World Review of Entrepreneurship, Management, and Sustainable Development, 8(1), 1-12.

Varma, A., & Budhwar, P. S. (Eds.). (2013). Managing human resources in Asia-Pacific. Routledge.

Vinikas, I. (2022, August 15). 5 reasons why learning and development is so important for organizations in 2022. Kaltura. Retrieved November 15, 2022, from https://corp.kaltura.com/blog/learning-and-development-importance.

Wan, D. (2013). HRM in Singapore: change and continuity. Asia Pacific business review, 9(4), 129-146.

Wan, D. T. W., Wyatt, T. A., Tseng, A. T. P., & Chia, H. B. (2015). Human resource management in Singapore: An overview. Asia Pacific Journal of Human Resources, 27(2), 71-86.

Wilton, N. (2022). An introduction to human resource management. An Introduction to Human Resource Management, 1-100.

Yee Ng, K., & Ang, S. (2017). Human resource management in Asia. In Handbook of Asian Management (pp. 475-506). Springer, Boston, MA.

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