Hrm Brunei vs Other Western Country Essay

IntroductionEmployees be indispensible to an organization. Personnel watchfulness, now known as human resource management (HRM), moderates that an organization produces maximum output with the greatest efficiency. The utilisation of HRM covers selecting and hiring the right employee, training and retaining talent, wage dispensation to maintaining employee relations (Nankervis et al, 2011). In this essay, we leave alone be looking into a upshot study of HRM in Brunei and allow cover tierce go onics. Firstly we explore how culture affects the way a country runs its economy, its legal and political carcass, and how they adapt to technology. Next, we discuss how HRM allows someone employees to acclimatize themselves to technical differences in an organization. Lastly, we testament do a comparison of how HRM differs in Brunei as compargond to a western country.Culture (An Overarching Umbrella)Laurent (1986, p. 92) stated that, every culture has developed through its own munim ent some specific and unique insight into the managing of organization and their human resources. Hofstedes (1984) cultural dimensions theory defines that the values of a society are influenced by their culture, and their look in those values shapes the behavior of the society. This cultural dimension is most frequently used across culture studies, especially in differentiating Asian and Western cultures (Cho, et al. 1999). estimate 1 Hofstedes Software of the Mind (Hofstede, 1984) Dimension ExplanationPower Distance The degree to which the less influential associates of institutions (such as family) and organizations expect and accept the incommensurate distribution of function. Collectivist vs. Individualist The scale of which individuals are incorporated into groups Masculinity vs. Femininity Refers to the distribution of roles and values between the genders. The women in feminine countries impart the corresponding modest, caring and competitive, like the men. However, in ma sculine countries, women are more competitive and assertive, but non as much as the men. Uncertainty Avoidance A societys tolerance for uncertainty and ambiguityFigure 1 identifies the characteristics of the four dimensions (Hofstede, 1984). Brunei regained independence from British rule in January 1, 1984 (Brunei Civil Service, 2007). Bruneians are ruled by the Sultan and adopt the National Philosophy called the Malay Islamic Monarchy (MIB) where the Malay culture, language, customs and Islam is incorporated as a make up ones mind of model values. The population in Brunei is estimated at 390,000 and it comprises of Malays, Chinese and Ethnic Minorities with 67 per cent, 15 per cent and 18 per cent individually (Kramar & Syed, 2012). According to the Country composition of Brunei Darussalam, the Government Sector employs 12.23 per cent of the entire population (Brunei Civil Service, 2007).Bruneis legal and political system is base on both the Islamic justice and English Common law. The Sultan takes on the role of the Prime Minister and is the head of government and chief of state (Central Intelligence Agency, 2013). Bruneis cordial complex body part is one of absolute con manikinity to the Sultans authority and challenges made by individuals and organizations are frowned upon (Clarke & Salleh, 2011). Therefore it is evident that creator distance is high in Brunei.Bruneis economy is heavily dependent on the Oil and Gas sector. Actions have been made to branch out into a variety of non-oil related sectors. In a 2008 estimate by the Central Intelligence Agency (CIA), the labor force is composed of agriculture, industry (oil and gas) and services, with it being 4.2 per cent, 62.8 per cent and 33 per cent respectively (Central Intelligence Agency, 2013).Local males and females hold different employment complex body parts, with the females being hired excessively in office, cleaning airs and associated occupations. Males are predominantly hired in top mana gerial roles, as well as non-office middle level jobs, such as agriculture, plant and machine production. Employment patterns between the local genders does not drastically differ from 20 years prior to 1991, and has been ingrained in Bruneis employment structure. Thus, masculinity proves to be strongly evident in Brunei due to the job scopes each gender undertakes.The socio-culture in Bruneis organizations stresses the importance of upholding the theme heritage to pass down to generations to come. Islamic values and teachings have been endorsed since 16th century, which differentiates Brunei from other selenium Asian Islamic or Malay countries (Zanko & Nugi, 2003). Hence, Brunei is skewed towards a collectivist culture as they are influenced by the MIB, which instills a family like culture in the attainplace. Loyalty to family and the Sultan is expected of Bruneians (Minnis, 1999).The Sultan, in a bid to improve data entry efficiency, transparency and eliminate the use of paper, is implementing a new form of technology. The system, besides known as Government Employee Management System (GEMS), is being implemented in three main sectors government employees, human resource administrators and the public. GEMS will permit the sharing of documents, leave applications and benefits entitlement to be accessible any time, anywhere.There has been mixed reactions toward the implementation of GEMS, with some preferring to stick with the old system, as it is in Malay, which is their national language. It may cause stress to older employees who have difficulty keeping up with technological advances and learning of a new language. From this, we can conclude that Bruneians have concerns towards adapting to new technology. Therefore we can conclude that they have high uncertainty avoidance. From the results above, it can be deduced that Bruneis culture is adapted in their law and politics, technology, and the economy.The importance of benignant Resource (HR) PoliciesThe heart of organizational effectiveness is developing long-term goals to nurture and skillfully develop human resources as tell apart assets. The importance of expend in training and development has proven to contribute positively to the success of organizations. Government policies worldwide have since adopted management programs to help improve the tone of their human resources, in order to improve overall organizational effectiveness (Rajah & Wallace, 1993).According to Brunei Economic Development Board, 54 per cent of its population is made up of 20-54 year age group that are economically productive. This indicates a major productive workforce with both experienced and inexperienced individuals. With the availability of the workforce, HRM needs to appropriate training and development to upgrade their staff with knowledge and skills that is required in both macro and microenvironment. (need evidence)Comprehensive policies and procedures establish the foundation of HRM in the p ublic sector. Policies are crucial and serve several important functions. It ensures that organizations comply with legislation and are accountable for the protection against employment claims. Policies also help the management make self-consistent judgments that are perpetual and expectable. Established HR policies protect not only individuals, but also organizations as well from the pressures of pragmatism (Hard Power Soft Power, 2011).Human rights legislation is crucial as it protects employees from discrimination. It guarantees equality treatment for the people regardless of well-known characteristics that involved stereotyping or biasness in relation to employment. In Krama & Syed (2012), some interviewees matte up that favoritism is still the pivotal point of recruitment, particularly in the government sector. Some interviewees suggested that cohesive social relationships in Brunei society had influence on work connection in the workplace. Although the impact was moderated b y the HRM practices, particularly in employment, there is a strong need for Human Rights Legislation to be firmly compel in Brunei in order to create inclusive workplaces that are more diverse and respectful. (can we link this to how hrm enables individual employees to adjust themselves to technical changes?)Krama & Syed (2012) stated that staff not in managerial roles was not familiar with the availability of the General Order (GO) and State Circulars (SC) as the regulations were poorly imposed. To improve the situation, HR policies must be implemented and properly implemented. Communication of policies horizontally and vertically is important. All new and existing staff could be issued an employee handbook that clearly defines an organizations values, expectations and standard in operation(p) procedures (SOP). The purpose of the policies should be transparent, easily understood and not perceived as variable.A policy training session across the board can be implemented for certai n policies like dispute resolutions, disciplinary and safety issues, which are more complicated. With the policies inaugurated, it will greatly support the countrys consistency in treatment of staff, fairness and transparency. These policies must be direct, serve the organizations mission and not simply be enforced to regulate the conduct and rights of the staff.HRM could also implement key training in communication skills. As mentioned above, Bruneis national language is Malay, which may lead to language barriers. Teaching employees to communicate in fluent written and spoken English is vital as Brunei branches out into the international market. In comparison to the old SIMPA system in Malay, the new GEMS system in English causes older employees to have a harder time in keeping up with the changes.HRM could provide information technology (IT) trainings to older generation employees to ensure that they are equip with relevant IT skills such as computer software (usage of emails, sof tware program and knowledge of file format) and hardware skills, usage of organization intranet/ profits and how to access and use GEMS systems (including searching, gathering of information, applying electronic-leaves, allowance and benefit application). Provision of IT skills would equip them with knowledge and skills to keep up with the technology.HRM can also implement performance management systems deep down the organization. The purpose of these systems is to identify, gather individual performance and information through self-review of employees and their managers/supervisor. With the self-review programs, managers/supervisor would gather more information about each individual within a team.Self-review program promotes team bonding, interaction and communication between managers/supervisor and staff. By discussing, identifying potential key individual talents, retaining key individuals that benefit the organization. With this, it allows HRM to identify key training areas tha t can be provided to their employees to adapt to the ever-changing environment. It could be done by overseas attachment allowing the staff to get more exposure and experience. store targets on leadership quality, self development and team building within the organization that allows HR to identify potential leadership quality in individual of each different department of the organization, thus helping individual to achieve self actualization.Implementing formal and informal work environment learning in the organization. everyday workplace learning involves senior experience and junior-grade management where senior management would hold a small meeting/sharing session with the junior management on their knowledge, skills and experience in their field of work. And as for formal work environment learning, a junior will be attached to a senior manager to attend for international meeting or conference held overseas for exposure and experience. Learning and Development program such as social and business etiquette, current affairs between host and home countries, languages, sensitivity awareness and pre-departure training.HRM In Brunei Versus HRM In A Western CountryUsing Hofstede (1984) and Cho, et al. (1999), we will examine the difference in society cultures of Brunei as compared to a western country, and the differences between their HRM. As mentioned above, Bruneis culture and politics are represented by Malay-Islamic values whereas a western society where wide mixtures of culture groups are incorporated in the workforce. (need evidence)Malay cultures are highly collectivist with strong accent on family orientation (Blunt, 1988 Maxwell, 1996). HRM in Brunei looks beyond the welfares of the employees. Consideration for their families implemented in their HRM policies. A married female interviewee stated that work hours are family friendly and flexible. (Krama & Syed, 2012) Individuals are also less receptive to individual responsibilities, and prefer corpor al responsibilities in the organization. However, this collectivism also results in informal recruitment as suggested by the case (Myloni et al. 2004). In the individualist western context, employees are likely to focus on self, which also applies for compensation and rewards, where HRM rewards individuals for good performances rather than that of a team, or as collective whole.High power distance is present in Bruneis workforce senior managers of organizations take the lead and are regarded as significant role models based on rank, title and status, along with a tall organizational structure. (Abdullah, 2005) In the past, employees were afraid to disagree with their superiors. (Blunt, 1988) Nowadays, managers take into consideration the suggestions and point of view of employees to ensure that they liveliness valued by the organization. (Kramar & Syed, 2012) Apart from that, managers have no authority to press for change. This reflects a centralized system where the top management exercise great power and subordinates choose to leave the decision making process to senior executives.It is the duty of HRM to ensure that these leaders are highly committed in leading subordinates to meet the organization values and goals. In the western context, a decentralized structure is adopted and employees seek to be part of management decision-making process. A low power distance means that they want to be empowered by their management and be autonomous, being able to make decisions and be given responsibilities. The way to go them is through challenging jobs, where HRM needs to focus on the job design (Herzberg, 1966). Group discussions value the input of individuals that are taken into consideration, whereas in Brunei, SC and GO shape the HRM practices and the Sultan holds the decision making power.As mentioned in the case study, Bruneians have high uncertainty avoidance. (Blunt, 1988) Employees prefer a clear organizational structure and respect and behave ritually t owards authority figures. Promotions or a raise in salary are also based on passing an test based on the SC and GO. In contrast, a western country is skewed towards having low uncertainty avoidance whereby they are more uncertainty accepting, with high acceptance for new ideas, innovative products and a willingness to try something new, be it technology or business practices. They also tend to be more tolerant of ideas or opinions from anyone and embrace freedom of expression (Hofstede, 1994). Maybe find a country to support this?In Brunei, the emphasis is on masculinity, men are expected to be assertive and dominant over women in social relations and demonstrates ambitious and competitive behavior. (Maxwell, 1996)