Here is the synopsis of our sample research paper on Singapore Labor Force: HRM Practices In The Next Decade. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
4 pages in length. Diversity is truly the key to Singapore's future business success as its labor force moves into the new millennium; however, not all businesses are managed in such an effective manner. One can readily surmise that with the ever-changing workforce, it is imperative that companies
open themselves up to HRM reorganization that previously had not existed within the industry. These consequential changes, however, are not only representative of the perpetual flow of time, but rather they are also clearly indicative of a more compassionate view towards all components of the business world. Bibliography lists 3 sources.
Page Count:
4 pages (~225 words per page)
File: LM1_TLCsing.doc
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Unformatted sample text from the term paper:
- as a means by which to line managers and focus upon broad HRM issues, such as change management, organizational learning and quality programs. Singapore is just one of
many global locations looking toward these modifications in the overall HRM approach in order to more effectively address business progression and improvement. It can readily be argued that the
Singapore labor force is not the same as it was just ten years ago, and it will not be the same ten years from now. In the ongoing quest
to make the workplace a more effective environment, it has also become an ever-changing one in relation to its modifying climate. The presumption
has long been put forth that "leadership is causally related to organizational performance" (Pfeffer, no date, p. READ20.html). With this in mind, one would automatically surmise that without effective
leadership, organizational performance would cease to exist within the confines of Singapore HRM; however, it is more the ability of the individual, rather than that of the leadership role, that
determines how effective leadership is in relation to organizational performance. "...The argument has been made that more effective leaders can be selected or trained or, alternatively, the situation can
be configured to provide for enhanced leader and organizational effectiveness" (Pfeffer, no date, p. READ20.html). Pfeffer notes that there are three concerns with
regard to placing such significant emphasis upon effective HR leadership as being the saving grace of an organizational crisis: ambiguity in definition and measurement of what leadership actually is; whether
or not leadership has perceivable effects on organizational issues; and the selection process in succession to leadership positions, "which frequently uses organizationally irrelevant criteria and which has implications for normative
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