Strategic management of human resources in Singapore companies.

Abstract

This study was conducted to take stock of human resource (HR) practices in Singapore from a strategic human resource management point of view. The study involved a quantitative survey mailed to 900 companies in Singapore of which 183 responded. The questionnaire had two parts. Part 1 was to be completed by the CEO of the company and asked questions on organizational strategy and performance. Part 2 was to be completed by the HR Manager and included questions on HR Practices. The results reveal that HR practices varied according to organizational strategy. Specifically, Prospectors and Analyzers were significantly different from Defenders in the use of performance-based compensation and employee involvement and participation; and Reactors in the use of open/consultative performance appraisal practices.