Employee Motivation in Singapore's Public Sector Management - Case Study Example

Name: University: Instructor: Date: Employee Motivation in Singapore’s Public Sector management Motivation is undoubtedly the fundamental element of organizational culture considering that organizational culture plays a crucial part in any public sector and government concerning the workers feelings towards their work, workers’ motivation levels, dedication, and finally leads to job satisfaction (Carrigan 55; Macchiavello 202). Basically, motivation is a significant component in creating and achieving goals. Research proves that public sector and government may influence levels of self-control as well as motivation in workers. With regard to a survey by AchieveGlobal, a soft-skills training company, it was established that motivation levels in Singapore are higher as compared to those in other Asian countries (Anjum; Grewal). The essay seeks to identify and analyse trends, developments and practices of employee motivation in Singaporean public sector and government, as well as to enlighten if 'money' the only factor that affects Singapore's public sector management. According to AchieveGlobal, workers in Singapore altogether are vastly motivated entities who take initiative as well as pride in their workplace and often desire to take part in the process of decision making. Singaporean managers are doing well because they are motivating and leveraging their workers even more with frequent communication as well as encouragement (Grewal). Besides that, the workers are always actively involved in the process of decision making and their comments, suggestions, and ideas are at all times listened cautiously; thus, making them feel valued. In the AchieveGlobal Asia-wide study carried out to measure the level of motivation amongst workers in their jobs as well as how often their managers take part in motivating them, it was noted that 59% of workers in Singapore considered themselves as somewhat or extremely motivated at workplaces, than the regional average of 55%. AchieveGlobal study exhibited that 97% of workers in Singapore were extremely motivated when supervisors as well as managers shared organisational information with them. Moreover, sectors with workers below 500 had employees who were highly motivated (Grewal; Anjum). Evidently putting employee benefit programmes into practice has bigger impact on work-motivation as compared to productivity (Islam and Ismail 344; Morrell 320; Hong, Yang and Wang 11). According to Jehanzeb, Rasheed and Rasheed (273), rewards are extremely significant for the workers, so without rewards the workers motivation level drop sharply. Therefore, most Singaporeans public sector, particularly civil service maintains high level of motivation for workers and also offers higher rewards so as to improve productivity (Kumar and Siddique 54). Essentially, employee benefit programmes influence on performance at job is higher, especially for younger workers. Workers below 35 years value employee benefits for instance, those below 25 years value life-attendance; those in the age between 26 and 30 put much self-actualization, flexible working time, and individual development for that reason, more Singaporeans youths are leaving the public sector and government agencies to work from their homes, where they feel satisfies and motivated monetarily (Ross, Victor Smart and Lees). Without doubt, most Singaporeans do not understand their benefits package while working in public sectors or government organisations, and so most of them leave their jobs less motivated. Akin to most companies, nearly all public sector employees are offered Medical & Life Insurance, among other traditional benefits (Jackson). However, such benefits may be enjoyed in any sector, so actually they are somewhat academic from a worker’s point of view. The public sector as well have a tendency to put employee benefits into service, and afterwards continuously renew these yearly devoid of discovering if these are benefits that the workers truly wish for. As evidenced by the regional industry surveys, workers clearly wish for non-traditional benefits, like retirement solutions as well as critical illness coverage; yet a number of government agencies lack such options; thus, making the workers less motivated (Transportation Research Board 3-9). Therefore, the Singaporean public sector must work hard to find a solution matching workers’ needs, given that there is an infinite significance in this, mainly for the reason that workers will unexpectedly start to feel engaged and involved the organisation decisions; thus, increasing their motivation levels. Basically, money is not the only factor affecting Singapore's public sector management, because other factors like lack of a key profit motive to make allocation of simpler resource simpler may as well impact management of public sector. Basically, Singaporean organisations in private sector can quite simply establish where to invest resource as well as effort in order to maximise the general outcome (Ross, Victor Smart and Lees 2). Even though scores of Singaporean public sector organisations have elements for making profits or generating revenue, their key goal for Singaporeans is to deliver services so as to realize particular outcomes. Therefore, management problem arises when such services have to be delivered to Singaporeans who are not willing to receive them, or those who do not value such services. Another factor is politics, which without doubt have an effect on nearly everything from the public sector nature of service delivery to governance arrangements as well as the occurrence and values behind development efforts (Sepper and Alas 13). The complex chains of delivery as well as manifold stakeholders who make it hard to manage activities are another factor affecting Singapore's public sector management. In Singapore, public sector organisations time and again make use of other organisations or stakeholders to assist them in delivering services; this makes management of these activities more difficult (Thai 91). Indistinct cause as well as effect relationships is another clear factor affecting Singapore's public sector management, given that they are impacted by scores of diverse issues intersecting different organisations as well as programmes. Therefore, the consequence of altering any one factor cannot be simply isolated (Ross, Victor Smart and Lees 2). The last noteworthy factor affecting Singapore's public sector management is attitudes towards transparency and accountability considering that Singapore is still struggling with nepotism, corruption, lack of openness, and poor governance (Brooks, Walsh and Palgrave Connect 59). In conclusion, it has been argued that the most imperative factor in delivering high quality service is employees motivation; both on the organisational level and individual level. In modern world of competition delivering high quality service so as to please customers has turn out to be very hard; actually Singaporean organizations deal with it as a challenge to motivate workers with the intention of getting best output from them. Work Cited Anjum, Zafar. Singapore workers among the most motivated employees in Asia: Study. 24 April 2012. 12 November 2014. . Brooks, Graham, et al. Preventing Corruption: Investigation, Enforcement and Governance. Melbourne : Palgrave Macmillan, 2013. Carrigan, Martin D. "Motivation in public sector unionized organizations." Journal of business & economics research 9.1 (2011): 55 - 61. Grewal, Karan. Raising Employee Motivation at the Workplace. 2012. 12 November 2014. . Hong, Jon-Chao, et al. "Impact of employee benefits on work motivation and productivity." International Journal of Career Management 7.6 (1995): 10 - 14 . Islam, Rafikul and Ahmad Zaki H Ismail. "Employee motivation: a Malaysian perspective." International Journal of Commerce and Management 18.4 (2008): 344 - 362. Jackson, Peter. Why Singapore bosses must mull over flexible employee benefits. 1 April 2013. 12 November 2014. . Jehanzeb, Khawaja, Mazen F Rasheed and Anwar Rasheed. "Impact of Rewards and Motivation on Job Satisfaction in Banking Sector of Saudi Arabia." International Journal of Business and Social Science 3.21 (2012): 272-278. Kumar, Sree and Sharon Siddique. The Singapore Success Story: Public-Private Alliance for Investment Attraction, Innovation and Export Development. Herndon, Virginia: United Nations Publications, 2010. Macchiavello, Rocco. "Public sector motivation and development failures." Journal of development economics 86.1 (2008): 201 - 213. Morrell, Daniel L. "Employee Perceptions and the Motivation of Nonmonetary Incentives." Compensation & Benefits Review 43.5 (2011): 318 - 323. Ross, Louise, Noel Tagoe Victor Smart and Gillian Lees. "Public sector performance A global perspective." 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