Problem Of Knowledge Management At Singapore †Free Samples

Question: Discuss about the Problem Of Knowledge Management At Singapore. Answer: Introduction There are such multiple forces in the time of globalization that are completely sweeping all over the world, and all borders across the countries are slowly disappearing. One crucial solution of this transformation is that the competition is becoming fierce day by day. In fact, in the past, there were many non-effective or inefficient organizations that could able to survive because of the national borders (Khilji et al., 2015). The report will discuss in detail about the problem of knowledge management in Singapore. In the middle of introducing major changes, knowledge-based economy, Singapore being a developed country has always believed in building a base for knowledge workforce, specifically in important sectors like manufacturing or service since these sectors contribute the most in development (Khilji et al., 2015). How to capture and retain organizational knowledge in Singapore Singapore is one of the countries which regularly face the economic impact of the population since it is aging. The country is considered as the fastest aging population, and it is also claimed that 1 in 6individual in households will be touching the age of sixty-five years by the year 2020. The country is also expected as one the highest life expectancy in the world which is eighty-four years in comparison to international average life expectancy (Brown et al., 2015). The HR department is considered as the competitive advantage of the country and motivation of old employees to don't stop working has no longer remained an option. Instead, it has become an important part in maintaining the economic vitality of the country. This is why the government of the country has passed the act of re-employment and retirement in 2012, which made sure that old people work way beyond the present statutory retirement (Khatri, 1999). The HR management in the country is facing some challenges but with challenges comes some opportunities as well. Organizations rely on some methods like employment tests or another kind of selection instruments (Khatri, 1999). The commonly used approach to selection was the utilization of many unstructured interviews, but these kinds of interviews are low in number. There is an issue of constant job hopping in the country which can be attributed to major level to poor kind of recruitment as well as a selection process. Also, organizations in the country also neglect major factors of training and development like testing the program, need analysis of training and cost-based analysis (Nithithanatchinnapat and Joshi, 2014). SCAMPER technique for probable solutions The theory of SCAMPER is based on idea generation method which was found on the belief that each aspect is new and it is also an alteration something already presents. The word SCAMPER can be called as an acronym (Colbert et al., 2016). A detailed discussion is given below: Substitute: as the name suggest, a part of HR policies can be selected and replaced with some new policies like recruiting immigrants. Combine: the next stop is the analysis of the problem and combines the problem faced by the organization and think of new recruitment methods so that companies can increase the pool knowledge management employees. Adapt: Adapt with the current trend and Singapore can make use of the current trend of expanding and taking many new talents overseas to increase the pool of knowledge management (Colbert et al., 2016). Modify: the organization in Singapore needs to constantly question about the concept that they can produce to change the problem completely. It will help in pertaining or including a fresh perspective where component are imperative (Colbert et al., 2016). Put to another use: rise in population of old age is a challenge for the country but it can be put them in different other industries where they effectively fix some problems. It is important to understand that an idea can become a great concept when it is executed in a diverse manner (Brown et al., 2015). Eliminate: it is also important to conduct repeated elimination processes and objects, and it slowly constricts the challenge to different functions. Reverse: the organizations in Singapore can also continuously contemplate the product or process and can work in reverse order. It is important to understand that process to reverse or will be based changing the overall direction of the company (Brown et al., 2015). Recommendation To face the current fierce competition, companies require being more flexible by nature as well as responsive to current situations. The fact that when the human factor is managed in an efficient manner is probably the most crucial element in imparting some organizational based flexible culture. Management of many human factors as a main competitive technique falls in the area of strategic HRM. The report has discussed in detail about the state of HRM and knowledge management in Singapore (Al-Hawamdeh, 2003). It has also discussed the challenges faces by the country to retail knowledge-based employees and problems of rising population age which pose a major threat to the country. Most notably, it becomes crucial to understand an important link that exists between human resource and strategy depending on the kind of strategy pursued by the companies. The culture of the organization also impacts the overall status of HR and its overall integration. The overall level of competencies of managers in HR department also impacts the status of HR, and it later links with organizational based strategy. The overall strategy of HR also lacks the impact of many HR based function which can be vertical or a horizontal kind of fit in the situation. All the discussed factors can further affect the status of outsoaring of HR based functions (Al-Hawamdeh, 2003). References Khilji, S.E., Tarique, I. and Schuler, R.S., 2015. Incorporating the macro view in global talent management.Human Resource Management Review,25(3), pp.236-248. Brown, P., Lauder, H. and Sung, J., 2015. Higher education, corporate talent and the stratification of knowledge work in the global labour market.World Yearbook of Education 2015: Elites, Privilege and Excellence: The National and Global Redefinition of Educational Advantage, p.217. Nithithanatchinnapat, B. and Joshi, K.D., 2014, May. Knowledge management and consumerization of information technology: opportunities and challenges. InProceedings of the 52nd ACM conference on Computers and people research(pp. 49-53). ACM. Colbert, A., Yee, N. and George, G., 2016. The digital workforce and the workplace of the future.Academy of Management Journal,59(3), pp.731-739. Kasemsap, K., 2016. The roles of lifelong learning and knowledge management in global higher education.Impact of economic crisis on education and the next-generation workforce, pp.71-100. Khatri, N., 1999. Emerging issues in strategic HRM in Singapore.International Journal of Manpower,20(8), pp.516-529. Al-Hawamdeh, S., 2003.Knowledge management: cultivating knowledge professionals. Elsevier.