Hrm Brunei vs Other Western Country Essay

IntroductionEmployees argon indispensible to an organization. Personnel instruction, now cognise as human resource centering (HRM), take ins that an organization produces maximum show upput with the sterling(prenominal) efficiency. The role of HRM covers selecting and hiring the right employee, teach and retaining talent, wage dispensation to maintaining employee relations (Nankervis et al, 2011). In this essay, we get out be looking into a slick study of HRM in Brunei and pull up stakes cover three topics. Firstly we explore how glossiness affects the way a country runs its economy, its effective and political system, and how they adapt to technology. Next, we discuss how HRM allows individual employees to acclimatise themselves to technical differences in an organization. Lastly, we give do a comparison of how HRM differs in Brunei as compared to a occidental country.Culture (An Overarching Umbrella)Laurent (1986, p. 92) verbalise that, every civilisation has devel oped by means of its own history some specific and fantastic insight into the managing of organization and their human resources. Hofstedes (1984) cultural dimensions theory defines that the set of a society are influenced by their last, and their belief in those determine 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).Figure 1 Hofstedes Software of the Mind (Hofstede, 1984) Dimension ExplanationPower outperform The degree to which the less influential associates of institutions (such(prenominal) as family) and organizations expect and accept the un equalized distribution of reason. 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 take up the same modest, caring and compe titive, like the men. However, in masculine countries, women are to a greater extent competitive and assertive, but not as much as the men. un genuineness 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, tradition and Islam is incorporated as a set 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 respectively (Kramar & angstrom Syed, 2012). According to the Country Paper of Brunei Darussalam, the political relation Sector employs 12.23 per cent of the entire population (Brunei Civil Service, 2007).Bruneis legal and political system is ground on both the Islamic impartiality 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 affectionate structure is one of absolute conformity to the Sultans dictum and challenges made by individuals and organizations are frowned upon (Clarke & Salleh, 2011). Therefore it is evident that power distance is luxuriously in Brunei.Bruneis economy is heavily leechlike 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, effort (oil and gas) and services, with it beingness 4.2 per cent, 62.8 per cent and 33 per cent respectively (Central Intelligence Agency, 2013). topical anaesthetic males and females hold different employment structures, with the females being hired excessively in office, cleaning jobs and associated occupations. Males are pre predominantly hired in top motorcoachial 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 courses prior to 1991, and has been ingrained in Bruneis employment structure. Thus, masculinity proves to be strongly evident in Brunei due(p) to the job scopes each gender undertakes.The socio-culture in Bruneis organizations stresses the importance of upholding the matter heritage to pass down to generations to come. Islamic values and teachings have been endorsed since sixteenth century, which differentiates Brunei from other South-East Asian Islamic or Malay countries (Zanko & Nugi, 2003). Hence, Brunei is skewed towards a collectivist culture as they are influenced by the MIB, which in tranquils a family like culture in the exitplace. Loyalty to family and the Sultan is evaluate of Bruneians (Minnis, 1999). The Sultan, in a bid to improve data entry efficiency, foil and eliminate the use of paper, is implementing a new form of technology. The system, overly known as Government Employee Management System (GEMS), is being implemented in three main sectors government employees, human resource administrators and the ordinary. GEMS bequeath admit the sharing of documents, leave applications and benefits entitlement to be accessible any time, anywhere.There has been obscure reactions toward the implementation of GEMS, with some preferring to stick with the old system, as it is in Malay, which is their subject language. It may cause stress to older employees who have difficulty guardianship up with technological advances and learning of a new language. From this, we can resolve 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 i n their law and politics, technology, and the economy.The Importance of Human Resource (HR) PoliciesThe heart of organizational speciality is developing long-term goals to nurture and skillfully develop human resources as linchpin pluss. The importance of investing in training and development has proved to contribute positively to the success of organizations. Government policies worldwide have since adopted management programs to help improve the step of their human resources, in rewrite to improve overall organizational effectiveness (Rajah & Wallace, 1993).According to Brunei sparing Development Board, 54 per cent of its population is made up of 20-54 year age group that are economically cultivable. This indicates a major productive workforce with both pay backd and in received individuals. With the availableness of the workforce, HRM needs to rear training and development to upgrade their staff with knowledge and skills that is required in both macro and micro sur roundings. (need evidence)Comprehensive policies and procedures establish the foundation of HRM in the public sector. Policies are crucial and serve several important functions. It ensures that organizations comply with legislating and are accountable for the shelterion against employment claims. Policies also help the management make consistent judgments that are perpetual and expectable. Established HR policies protect not only individuals, but also organizations as well from the pressures of naive realism (Hard Power Soft Power, 2011).Human rights legislation is crucial as it protects employees from discrimination. It guarantees equating interference for the people regardless of well-known characteristics that involved stereotyping or biasness in relation to employment. In Krama & Syed (2012), some interviewees felt that favoritism is still the pivotal point of recruitment, particularly in the government sector. Some interviewees suggested that viscid social relationships in Brunei society had influence on work fraternity in the workplace. Although the impact was moderated by the HRM practices, particularly in employment, there is a strong need for Human Rights Legislation to be firmly obligate 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 enforced and properly implemented. Communication of policies horizontally and vertically is important. All new and existing staff could be issued an employee handbook that all the way defines an organizations values, expectations and standard operating procedures (SOP). The point of the policies should be transparent, easy understo od and not perceived as variable.A policy training session across the board can be implemented for certain 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 military commission 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 make known 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 gene ration employees to ensure that they are equip with relevant IT skills such as computer software (usage of emails, software program and knowledge of cross-file format) and hardware skills, usage of organization intranet/internet and how to access and use GEMS systems (including searching, assemblage 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 within the organization. The purpose of these systems is to identify, ruck up 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 that can be provided to their employees to adapt to the ever-changing environment. It could be do by overseas attachment allowing the staff to get more picture show and experience. Workshop targets on leadership quality, self development and team grammatical construction within the organization that allows HR to identify potential leadership quality in individual of each different department of the organization, thus dowery individual to achieve self actualization.Implementing formal and informal work environment learning in the organization. Informal workplace learning involves old experience and junior management where senior management would hold a humble 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 ma nager to atcourse for international meeting or conference held overseas for word-painting and experience. Learning and Development program such as social and descent etiquette, current affairs between host and home countries, languages, sensitivity cognisance 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 correspond by Malay-Islamic values whereas a western society where wide mixtures of culture groups are incorporated in the workforce. (need evidence)Malay cultures are super collectivist with strong vehemence on family orientation (Blunt, 1988 Maxwell, 1996). HRM in Brunei looks beyond the welfares of the employees. esteem 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 undefended to individual responsibilities, and prefer collective responsibilities in the organization. However, this collectivism also results in informal recruitment as suggested by the case (Myloni et al. 2004). In the single western context, employees are likely to focus on self, which also applies for stipend and rewards, where HRM rewards individuals for good performances rather than that of a team, or as collective whole. lavishly 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 feel valued by the organization. (Kram ar & 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 reservation process to senior executives.It is the duty of HRM to ensure that these leaders are highly committed in leading subordinates to fulfill 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 doer that they want to be empowered by their management and be autonomous, being able to make decisions and be given responsibilities. The way to motivate them is through challenging jobs, where HRM needs to focus on the job design (Herzberg, 1966). multitude 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 mention ed in the case study, Bruneians have high uncertainty avoidance. (Blunt, 1988) Employees prefer a clear organizational structure and respect and behave ritually towards authority figures. Promotions or a raise in salary are also based on passing an examination 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 higher 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 look (Hofstede, 1994). Maybe find a country to support this?In Brunei, the tenseness is on masculinity, men are expected to be assertive and dominant over women in social relations and demonstrates ambitious and competitive behavior. (Maxwell, 1996) <this negotiation about Brunei? Women are expected to serve and care for the non-material quality of l ife, children, and the worn out (Blunt, 1988). Therefore men take up higher management roles and fewer women are in qualified, better paying jobs. A western HR however, is more prone towards having medium masculinity which emphasis on equal power between men and women, and both have equal rights in organizations, and should be promoted based on performance and capabilities.ConclusionThe social culture in Bruneis society is the main the driving factor rear the HRM policies that can be implemented. The economic and political environments in Brunei also importantly influence HRM in Brunei. As human resource is an important asset of Brunei, its civil service has to give high priority and great emphasis on the development of its human resources especially to produce skilled, adaptable, versatile, disciplined, well-educated, highly knowledgeable, motivated and capable civil servants who will be able to adapt speedily to the high demand and dynamic environments supported by the Sultan in the nations National Development Plan.