flexible working hours singapore
It is undeniable that the service sector in Singapore, predominantly the businesses specializing in Accommodation & Food Services, Information & Communications, Business Services Recreation, Community & Personal Services; is the heart of Singapore’s economy (Singapore Department of Statistics 2013). This ‘‘verity’’ is perpetuated by the high value adding quality of the industry as well as the high job creation turnover to the Singaporean economy. These insights seemed to be an upward trend as proven by the total value added figure of 133,119 million in 2009 to 153,339 million in 2010 and ultimately 165,743 million at the end of 2011 (Ministry Of Trade Industry 2012). Such staggering figures therefore show the dire needs for Singapore to remain relevant to the volatile and competitive nature of the service-producing sector. In order to retain our competitive edge over our regional as well as global competitors and maintain the longevity of the service sector in Singapore, it is essential for both the government as well as proprietors to ensure excellent service is provided through a reliable and efficient workforce.
2.0 FLEXIBLE WORKING HOURS
The key to maintaining such competitive level of service in Singapore is through the employment of the 24-hour workforce, which is most prevalently seen in the management of hotels and food and beverage establishments. Despite the widespread practice of using machinery and technology in replacing human labour, a total eradication of a 24-hour workforce cannot be realized due to the nature of the industry’s need for the personal touch (Infocomm Development Authority of Singapore 2006). It is therefore due to our innate distrust of technology from the disruptive nature of the Internet that has led to the need for flexible working hours in the service sector.
The rising trend of flexible working arrangement is seen most prevalently in the food and retail sector where Restaurants (34%)and
References: Breaugh, J. & Starke, M. 2000, "Research on employee recruiting: so many studies, so many remaining questions", Journal of Management, Vol. 26, pp.405-34. Bourhis, A. & Wils, T. 2001, "The fragmentation of traditional employment: challenges raised by the diversity of typical and atypical jobs", Industrial Relations, Vol. 56 No.1, pp.66-91. Brosnan, P. & Walsh, P. 1996, "Plus ca change ... the Employment Contracts Act and non-standard employment in New Zealand, 1991-1995", Victoria University. Callaghan, P. & Hartmann, H. 1991, Short time Work: A Chart Book on Part-time and Short term Employment, Economic Policy Institute, Washington, DC. Campbell, A. & Pisterman, S. 1996, A Fitting Approach to Interactive Service Design, The Importance of Emotional Needs, Design Management Journal, Fall, pp.10-14 Clark, M Diefendorff, J. M., Richard, E. M. & Croyle, M. H. 2006. ‘Are emotional display rules formal job requirements? ‘Examination of employee and supervisor perceptions. Journal of Occupational and Organizational Psychology, vol. 79, pp. 273–298. Feldman, D.C. 1990, “Reconceptualizing the nature and consequences of part-time work”, Academy of Management Review, Vol. 15, pp. 103-12. Gardner, W. L., & Martinko, M. J. 1988. ‘Impression management in organizations. ‘Journal of Management, vol. 14(2), pp. 321–338. Grandey, A. A. 2000. ‘Emotion regulation in the workplace: A new way to conceptualize emotional labor.’ Journal of Occupational Health Psychology, vol. 5, pp. 95–100. Grandey, A. A. 2003. ‘When the “show must go on”: Surface acting and deep acting as determinants of emotional exhaustion and peer-rated service delivery.’ Academy of Management Journal, vol. 46, pp. 86–96. Graham,H.T.& Benett.R, P.W.D Gosserand, R. H. & D 'iefendorff, J. M. 2005. ‘Emotional display rules and emotional labor: The moderating role of commitment. ‘ Journal of Applied Psychology, vol. 90, pp. 1256–1264. Hochschild, A. R. 1983. The managed heart: Commercialization of human feelings, Berkeley, CA: University of California Press.