Employment relations in Asia: HR assignment help essay
The main aim of the essay is to discuss about the employment relationship in Asia. For that, a particular country Singapore has taken for the discussion. In this context, an overview of managerial prerogative has been outline in the beginning of the main part of the essay. Next, it highlights both positive and negative aspects of managerial advantages on employment relationship. Therefore, the role of managerial prerogative in undermining or developing the ongoing relationship between employees and employer within an organization has been explained. In contrast, the essay presents the relevance of this topical issue to the employment relationship in Singapore.
Before embarking on the issues and impact of managerial prerogative on employment relationship, it is necessary to understand the meaning of this term first. The management or managerial prerogative is considered with the right of taking and acting upon the decisions by management which may affect the business or an organization. In addition, it represents the discretionary power which is supposed to have in the managers’ hands. Every act which is taken upon by the managers or the subordinates lawfully, even without the authority of organization’s worker, is regarded as managerial prerogative. In sum, it refers to the area of decision-making at managerial level where managers have a perception that they have special rights to take decision, and so they oppose any kind of interference with that control. On the other hand, it is considered as one of the most discordant factors between workers and the management because the workers attempt to challenge the managers’ authority and managers makes the efforts to balance the control and rights (Eurofound, 2007).
Moreover, there are a few points of views of managerial prerogative from management and trade union’s point of view. First, the management has the property rights according to which they have limited level of control in having rights over the capital assets of the organization. Second, management has a strong point of view that management privilege is also beneficial in terms of economic efficiency as managers have better perspectives and alternatives to see fit for all the stakeholders of the company. On the other face of it, trade unions illustrate that managers have this right as a part of their job responsibility, which they are being paid for. Therefore, management generally uses this term in order to seek the benefits and defend their individual roles, but trade union places a constituent of responsibilities upon management at the same time (Barlett & Sumantra, 1994).
Furthermore, one of the key domains of management prerogative is transfer of employees or workers. First a positive aspect of managerial privileges can be presented in the essay with respect to the employee’s dissatisfaction. It is the manager or employer’s prerogative, based on which they have the rights to judge the employees on the basis of their skills, knowledge, qualification, experience and competence. Having this right, managers may impose the strict rules of transferring the employees. This transfer can be unreasonable, inconvenient and prejudicial to the employees and result in lessening the number of benefits and privileges they acquire at a particular place. Apart from this, the employees cannot complain that it may lead to productive dismissal. The situation of employees’ transfers by the management of an organization shakes the healthy relationship between employees and employers (Smith. 1979).
Next, the decision of retrenchment is also a management privilege. It is also considered as the causes for lapsing the employee-employer relationship. It has been noticed that the broader terms of employment such as working hours, holiday privilege, pay and the level to which workers become able to influence the decisions made by the management has influenced managerial prerogative. In this condition, letting the employees work for longer hours may lead to the distraction from their job and work and can make them unfit and unhealthy. On the other hand, if the employees are not paid on time or on the basis of their performance level, it becomes troublesome for the managers on account of the rights are not being used appropriately. Besides, using these privileges as their exclusive rights, employers or managers should take care of every employee’s interest responsibility (Eurofound, 2009).
Alternatively, the managers can make their relationship healthier with the employees by benefiting them with some of their privileges. When employees are given occupational status and promoted within the organization, it leads them to provide positive feedback about the employers. This results in the stronger bond between employees and employers. One condition of conflict may arise between employees and employer due to improper balancing of collective bargaining. Here, this can be linked to the employment relations in Singapore. The employment act of Singapore specifies most of the matters related to the salary and benefits to the employees. Therefore, it is commented that collective bargaining likely to be focused on the benefits which are non-statutory. In Singapore, if the condition arises in relation the failure of collective bargaining, it is preceded to the ministry of manpower for the conciliation. Then if conciliation is not successful, it is brought forward to the industrial arbitration court (Article base, 2010).
Additionally, the strong partnerships that are based on common trust and aim between the management, government and union are essential to build up strong employment relations. Apart from this, the prime minister of Singapore passed a new bill of employment and made amendments to the industrial relations act of 1960. The government of Singapore banned the trade unions from negotiation in matters accounting for most labor disputes such as promotion, retrenchment, transfer of the employees, dismissal reinstatement and employment. It was made possible in order to make working hours, pay, service’s terms & conditions and fringe benefits clear and predictable so that business could be make adequately attractive for both domestic and foreign investors. Singapore has reduced the timing of working hours for the employees in order to spread the work and improve the unemployment effect in the country. Therefore, the employment relationship in Singapore is taking it at healthier phase. Most of the employers have set the age of retirement at fifty-five in Singapore, which represents the right use of managerial prerogative (Mongabay, 2010).
Consequently, the government of Singapore also took a step forward and helped both employers and job seekers by serving them free employment service. Besides, the workers in Singapore companies are offered compensation for their health and safety purpose. Apart from this, tripartite GUM model is used in Singapore for achieving the stability in employment relations system and settlement of disputes. This can be noticed in the case of Singapore Airlines, where the pilots got to know that would no longer be able to get a high fixed salary, they were unhappy and dissatisfied with employers and resulted in disputes with them. In that case, GUM model was introduced to reconcile and resolve the grievance problems arose between airline employees and employers. Moreover, many of the employment relations acts such as industrial relations act, the employment act, the factory act and the trade union act were brought forward to maintain the pleasant relationship between them (Yoon, 2009).
Similarly, the GUM model indulged by Singapore for better employment relations include government, union and management and aims at team work, collective bargaining and dispute settlement between employees and employers. Therefore, it follows the process of tripartism and consultation to resolve the conflicts. As a result, industrial peace, quality of work-life, competitiveness and productivity is maintained and fostered in the organizations. In sum, the use of GUM model in Singapore leads to investment growth and serves the mutual thrust and social justice. On the other façade of employment relations policies in Singapore, they are almost centered towards the technology’s integration. It states that mostly employees in Singapore are paid less attention as compare to other countries. There are less formal and open approaches for the employees to take active participation in decision-making process of the organization and to voice out their issues against the superiors. Therefore, it is articulated that there should be an arrangement of formal meetings between employees and authoritative parties where the employer’s faults are pointed out directly by the employees (Chwee-Huat, 1996).
Furthermore, training & development is also a part of employment relations because it shapes and changes the attitudes of the employees and the managers toward each other. In Singapore, subordinates are focused for training & development rather than the managers and other superiors. It leads to the unhealthy relationship between managers and employers because managers also need to be involved in training programs. Reason being, the managers’ attitude toward the employees is formed through the instructions they receive and this may eventually affect the style and approach the employees go about accomplishing organizational goals (Leggett, 2005).
On the basis of overall conclusion, it can be said that managerial prerogative is the right of management to take decisions based on employment, working hours, pay and other related factors. Moreover, these rights can have both adverse and positive impact on the employment relations. If the employees are served satisfied salary packages with sufficient working hours, it leads to the healthy relationship between employees and the employer. On the other hand, improper use of management prerogative such as retrenchment, transfer, demotion, etc results in employees’ dissatisfaction from the job and create the conflicts between them. The relevance of this issue has been illustrated with respect to employment relations in Singapore. In Singapore, there is a proper involvement of union, government and management and each have their own different roles in maintaining employment relations. The essay also highlighted the role of GUM model in Singaporean organizations. Three of the parties evolving in Singapore concentrated toward resolving the disputes between employees and employers and to achieve economic growth and employment relations system’s stability in this regard.
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