Labour Relations Management in Singapore

Labour Relations Management 1
LABOUR RELATIONS MANAGEMENT
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Labour Relations Management 2
Table of Contents
Labour Relations Management-Singapore......................................................................................3
Introduction......................................................................................................................................3
Players in Labour Relation’s Management......................................................................................4
Employees....................................................................................................................................4
Management.................................................................................................................................4
Trade Unions................................................................................................................................5
Government..................................................................................................................................6
Singapore’s competitive advantage.................................................................................................6
Tripartism in Singapore...............................................................................................................7
National Wage Council (NWC)...................................................................................................7
Foreign Direct Investment in Singapore......................................................................................8
International Competitive Index Ranking....................................................................................8
Conclusion.......................................................................................................................................9
Bibliography..................................................................................................................................10

Labour Relations Management 3
Labour Relations Management-Singapore
Introduction
A country’s production and job satisfaction among employees is dependent on the labour
relations of the country. The satisfaction is mainly based on the relationship between employers
and employees. Satisfied employees produce better, which translates directly to higher
production in the economy. In order to raise production among workers; therefore, economies
should concentrate on the satisfaction of their workers (Chow, 2017). The issue of productivity
among employees is a subject of great debate since it is the determinant of a firm’s ability to
compete effectively. Where strikes and go-slows are rampant, productivity is greatly affected,
which results in losses. The labour sector has seen developments which include the formation of
labour unions that are responsible for negotiations relating to worker’s rights.
In order to come up with the best labour relations, various stakeholders come to play a role in
negotiating for better labour relations. The players are normally the government, the labour
unions, the employees, and the employers (Mirza, 2011). They play different roles but come
together to ensure that the relationship between employees and employers is not strained. This
results in maximization economic and industrial growth. In Singapore, the sector has seen the
formation of trade unions that play a key role in representing the interests of employees.
The main players in the labor relations of Singapore are the trade unions all united under the
National Trades Union Congress (NTUC) in unison with tripartite partners, Singapore National
Employers Federation (SNEF) and the Ministry of Manpower (MOM). The bodies handle issues
relating to effective retirement age, a re-creation of jobs, training on skills, upgrade of the
workforce, fair and progressive practices for employees as well as flexible wages (Forte, and

Labour Relations Management 4
Moura, 2013). They all come together in the formulation of policies to ensure that the best labour
relations are achieved.
Players in Labour Relation’s Management
Employees
Employees are the backbone of the production. In order to come up with products, a producer
must employ the services of individuals in exchange for wages. Employees are, therefore, the
people charged with production, and in this case, output cannot be achieved without the input of
employees. Additionally, employees are also part of the main players in labor relations since they
are the main parties whose rights the unions are fighting for (Mirza, 2011). They have the
responsibility of exercising due diligence in production, cooperate with the employer, obey
reasonable orders within the terms of employment, and serve faithfully. In this way, they carry
the responsibility of ensuring that they produce what is considered good.
In labour relationships, the employees should ensure that they do not cause any losses to their
employer through strikes and other industrial actions. In this way, the correct channels of
grievance arbitration should be used. The employees are, therefore, expected to follow the
policies formulated governing their relationships in the workplace and all forms of interaction
(Chow, 2017). It, therefore, applies that failure of the employee to apply due diligence and as a
result, causes loss to the employer such an employee is liable to indemnify the employer for any
losses.
Management
Upon the formation of labour unions that advocated for the rights of employees, the need to
develop unions for employers arose. This is basically because they were conflicting parties in
labour relations. An employer’s union body charged with the implementation of responsible