PART I FRAMEWORK OF EMPLOYMENT RELATIONS

Source: Tan, C. H. (2007). Emplovment Relations in Sinclapore (Sth edd,

Singapore: Prentice Hall. Chapter 2: "Overview of Tripamte Systemy:
1 pp. 27-42.
Overview of Tripartite System
CHAPTEROBJECTIVES
After reading this chapter, you should be able to discuss the following:
P Development of trade unions in Singapore
Q Roles of government, unions and employers in a tripartite system
D Interaction process: collective bargaining and dispute settlement
The People's Action Party (PAP) government found itself in a labour market
plagued with strikes and work stoppage, instigated by numerous political parties in
their struggle for worker support and the control of the unions.
For the successful implementation of their industrial development plan, the PAP
leaders realised that they had to create a conducive investment climate. This meant that
there must be fewer strikes and less demand from the unions. This was easier said than
done. The trade unions had participated in the anti-colonial struggle and assisted in
putting the politicians in power. Over-emphasising industrial peace could easily be
perceived as an excuse to suppress the basic rights of the unions to take industrial
action. The presence of more foreign investors could be viewed as the return of
capitalist exploiters.It was a challenge for the PAP government to maintain this delicate
balance and to present a convincing case to its supporters from the rank and file.

HISTORICAL DEVELOPMENT Reducing Union Rivalry

the PAP had promised its supporters to promote trade unions that would work for the
mployment relations is the relationship between managers and their employeesat
E the "micro" or organisational level. However, it is part of a larger or "macro"
system. The various parties in the micro system interact within the constraints of the
.welfare of workers and the economic progress of the country. The Trade Unions
Amendment Ordinance of 1959was introduced to promote responsible trade unionism.
The Registrar of Trade Unions was empowered to cancel the registration of
macro environment that has other systems such as political, social, economic,
irresponsible trade unions and to disqualify undesirable persons from becoming union
technological, cultural and legal systems.
officials. In order to reduce unnecessary rivalry among unions, he could refuse to
Through the process of negotiation, collective bargaining, conciliation and
register new unions seeking to represent workers who were already members of
arbitration, the three actors settle disputes in a peaceful manner with mutual respect. In
existing unions.
Singapore, over a period of about forty years, a tripartite relationship has slowly
evolved and become a way of corporate life. But it has been a 1oni:and eventful
evolution.
Setting Up an Acceptable Arbitration Body
In order to resolve industrial disputes in a fair manner, a neutral, non-political and
The Turbulent Sixties efficient organisation had to be created. Its decision had to be accepted as fair and
equitable by the unions as well as the employers.
When Singapore became a self-governing state in 1959, the new locally elected
The Industrial Arbitration Court (IAC) was set up to perform this role. Its main
government had to solve numerous economic, social and political problems. Among
functions were to register and certify collective agreements, to interpret or change the
these, the most urgent was the economic problem of unemployment. Entrepot trade
terms contained in the agreements, and to perform a conciliatory role in settling
was not creating enough jobs for the large number of unemployed people and the
disputes.
increasing number of school-leavers. Industrialisation was proposed as the solution.
The IAC was set up by virtue of the Industrial Relations Ordinance in 1960. The
However, investors stayed away from the hostile environment in a new state that was
1 new legislation laid down procedures for settling industrial disputes. A strike was
not certain of its own political future. COPY MADE ON BEHALF OF deemed to be illegal once the IAC had taken note and recognised a dispute. This
RATiONAL UNIVERSITY OF SiNGAPCLE
recognition was effected when both employer and union had submitted a joint
DATE O-: D f CLhFi&TlC)PJ application for arbitration or when the Minister for Manpower had directed that the
1 :! JUN 2008

Faculty of Busmess Adrnin~s!rat~on


b!~CHAPTER2 H OVERVIEW OF TRIPARTITE SYSTEM
@r
<--
Q.
cse be heard by the IAC. This ministerial power was necessary when industrial
%*
&putes would disrupt essential services to the public.
', Union Leadership Struggle
S The Crucial Employment Laws
-g the initial years, the new laws and administrative procedures were only
artially effectivein keeping industrial peace. Effectiveness was reduced by the internal
lit of the Singapore Tradesunion Congress (STUC), which resulted in the formation
the moderate National Trades Union Congress (NTUC) and the left-wing Singapore
~ ~ ~ o c i a tof
i oTrade
n Unions (SATU).This split was the outcome of an internal struggle
thin the PAP itself which resulted in the formation of the Barisan Sosialis Party by the
During the early sixties, the PAP leaders began to campaign for support to join the
proposed Malaysia, which would include the Federation of Malaya, Sabah (North
Borneo), Sarawak and Singapore. The merger was viewed as the most feasible solution
to Singapore's long term political and economic future. The Barisan Sosialis Party
opposed the proposal and persuaded its supporters to cast blank votes at the merger
referendum held in September 1962.
The PAP won the referendum and Malaysia was formed in 1963. Several Barisan
Sosialis leaders were detained. This created a leadership vacuum in the party and
reduced its effectiveness as an opposition party.
: National Survival
On 9 August 1965, when Singapore abruptly separated from Malaysia tq'become an
independent nation, the PAP government had to accept the new political reality. It
swiftly identified the new crucial problems and rallied all the people to support its
strategy for national survival.
Workers and trade unions were no exception. They were expected to support the
policy of wage restraint and worker discipline for the sake of a new nation that now
had to rely solely on foreign investment and the international market. They were
constantly reminded of the intense competition in the world market. The PAP was able
to rally union support for its industrial policy. However, this resulted in the unions
, losing their attractiveness to the workers who had traditionally looked upon unions as
their bargaining representatives.
The crisis for survival was repeated in 1967when the British Government decided
to withdraw its military bases from Singapore. The decision affected 20,000 jobs for
local civilians. There was an urgent need to create new jobs and to retrain redundant
-
PART I H FRAMEWORK OF tMPLUY M t N I K t l U I IUNS
workers. By this time, the industrialisation programme launched in 1961had produced
visible results. This led the government to believe firmly that further success could be
achieved by ensuring wage constraint and worker discipline.
In order to make the industrial climate more attractive to foreign investors, the
government revamped the employment laws as a legislative guarantee to employers.
The introduction of the Employment Act and the amendment of the Industrial
Relations Act in 1968 became a milestone in the history of employment relations in
Singapore.
The Employment Act consolidated several existing employment laws such as the
Labour Ordinance of 1955, the Shop Assistants' Employment Ordinance of 1957and the
Clerks' Employment Ordinance of 1957. New provisions were also introduced. They
specified the rights and duties of employees, the number of holidays, rest days, annual
leave, sick leave, the rate of pay for work on holidays and other terms and conditions of
employment. The standard work week was set at 44 hours. Bonus was limited to one
month's wage. Workers were only entitled to retrenchment and retirement benefits
after three and five years of service respectively. In essence, the terms and conditions of
employment were standardised with the objective of creating a stable industrial climate
to induce more foreign investment.
The Industrial Relations Act was amended to give more managerial power to the
employer. The Act excluded specifc issues from collective agreements. Examples were
promotion, transfer, retirement, retrenchment, dismissal and work assignment. The
frequency of negotiation between union and management was reduced by extending
the duration of collective agreements. The minimum of one and a half years was
extended to three years. It was hoped that fewer negotiations would reduce work
stoppage and that the extended duration of the collective agreement would give a sense
of certainty to both the unions and the employers.
The new employment laws received positive response from investors. Nor was
there objection from the union leaders who had been working closely with the
politicians and had been consulted in formulating these seemingly anti-union
measures.
Modemising the Trade Union Movement
After the new employment laws came into effect, the traditional functions of the trade
unions were reduced. Membership declined as workers saw no advantage in joining
CHAPTER 2 OVERVIEW OF TRIPARTITE SYSTEM
unions. It was a critical turning point for the unions whose existence depended on
membership. Union leaders realised that the trade union movement must seek a new
identity and prove its relevance in a modem industrialising society (NTUC, 1970).
In its search for a new identity and relevance to society, the NTUC organised thi
historic ModernisationSeminar in 1969.The meeting was to chart new directions and tq
revitalise the union movement. As many of the bargainable issues were spelt out in thy
new employment laws, union leaders knew they had to look beyond the traditional
collective bargaining issues.
Union leaders realised that workers were also co-owners in society. They had to
find new roles for their unions. Political unionism had to be replaced by economic
unionism. Unions must cooperate with management and government to bring about q
new economic order in a modem industrial society.
The seminar also deliberated on how to humanise the work place and to improve
the quality of life for the workers and their families.
Cooperative Enterprises
Another important change from union tradition was to set up cooperatives that would
improve the welfare of the workers and their families. Ownership and management of
such enterprises would also make unionists more aware of the problems of employers.
The cooperatives were WELCOME supermarket (now known as Fairprice],
INCOME insurance, Denticare and COMFORT taxis. The supermarkets adopted a low+
profit margin policy in order to keep the cost of living down. Insurance coverage wai;
now available to the low income groups as INCOME offered very competitivp
premiums on insurance policies. / They should seek guidance from the NTUC. Management must adopt an enlightened
Since their formation, all these enterprises have been managed along business lineg
by career managers who followed policies set by a board of trustees who contributed
their professional expertise and who are not necessarily related to the union movement.
Changes in Union Leadership
Rapid industrial development had created many jobs. By the 1970s, there was a
shortage of labourtand the economy had to be restructured by moving away from
labour intensive industries to high value-added and high technology industries.
Employers had to invest in machinery and upgrade their operations. In return, they
would expect a reasonable rate of return for their capital investment. They had to
provide training for workers and refrain from retrenching workers under the guise of
upgrading technology.
PART I H FRAMEWORK OF EMPLUYMtN I K t L A I IONS *j
The NTUC leadership realised the urgent need to prepare its membership for the 1
'
challenge of restructuring. In 1979, a seminar was organised to chart new directions and
formulate action plans for the eighties. In view of the technological challenge, there was
a need to identify and nurture a new generation of professional and technocrat union
leaders. It was crucial for the unions to attract talents to match those in the private
sector.
In response to the technology change, it was also necessary to reorganise the
unions. Omnibus unions like the Singapore Industrial Labour Organisation (SILO)and
Pioneer Industries Employees' Union (PIEU) were re-organised along industry lines so
that union leaders could develop a better understanding of the indusw. It would be
easier to formulate uniform wage rates for occupational grades in the same type of
industry. This also meant that the power of some union leaders would be eroded. A
special task force was formed to train union leaders to develop new expertise in
workers' education, retraining, industrial health and safety.
Company Loyalty through House Unions
In its effort to promote productivity, the government identified good employment
relations as a key to increase productivity. The Committee on Productivity
recommended the formation of house unions because they could help workers to
identify with the company and its future. House unions would encourage workers to
accept job enlargement and multi-functional assignments that were specific to each
company. However, several conditions must be present for house unions to be effected.
Union leaders in the company must be sufficiently educated, responsible and mature.
and positive approach in working with the union (NPB, 1981).
The formation of house unions was a major departure from the existing union
structure. Some traditional unionists, especially those in the industry-based unions,
were worried that these new unions would erode their power base. In spite of this
reservation, the NTUC gave full support to the formation of house unions.
If the idea of a house union had been suggested in the 1960s, it would not have
been accepted by the unionists. Company-based unions were seen as a means to
safeguard the company's interest. Their effectiveness was suspect as there was no
mutual trust between union leaders and the employers. During those turbulent days,
the main function of a union was to confront employers and to unite workers against
exploitation.
Judging from the experienceof other countries, house unions can play a useful role
in maintaining harmonious employment relations provided there is mutual trust and
 -
CHAPTER 2 W OVERVIEW OF TRIPARTITE SYSTEM
between the two parties. If this condition exists, there is no necessity for an
organisation or the government to intervene. Employers must accept the
representatives as partners and the union must assist in ensuring the
company's success and exploring ways to increase productivity.
Updating the Employment Laws
reviewing the legal framework to promote employment relations, the government
~n
noted that the Trade Unions Act and the Employment Act of 1968 had outlived the
reality of time. They had to be amended to reflect the relevance of new developments.
During the fifties, trade unions had to adopt a confrontational approach to prevent
the exploitation of workers by employers. The basic role of the unions was to protect
the fundamental rights of the workers and to ensure basic working terms and
conditions. As there was no equitablesystem to resolve conflicts, workers had to resort
to strike and stoppage. The role of unions was to promote, organise and finance strikes
in order to bring employers to the bargaining table.
By the 1980s, the situation had changed. The definition of the trade union had to be
updated to reflects its new role. The new objectives of a trade union were to promote
good employment relations between workers and employers, improve working
conditions, enhance the social and economic status of workers and encourage workers
to be more productive. The objective of organising strikes became obsolete.
The Employment Act was also amended to ensure its relevance for the eighties.
The new emphasis was to strengthen the bond between employees and management to
enhance company loyalty. The Act had served Singaporewell in the seventies.In view
of the new emphasis on high technology, employers had to be given the flexibility to
use their expensive machinery efficiently and optimise their production facilities.
Flexible working hours and shift duties made this possible for employers who had to
maximise the usage of equipment and machinery. Similarly, the flexibility to introduce
shift duties would save employers from having to pay overtime wages, provided that
the 44-hour work week was not exceeded and that the workers were still entitled to
their rest day. Provisi~nsregarding annual leave were amended to foster company
loyalty Uayakumar, 1983).
THE TRIPARTITE SYSTEM
Role of Trade Unions
As stated in the Trade Unions Act, the main objectives of the unions are to:
PART I FRAMEWORK OF EMPLOYMENT RELATIONS
promote good industrial relations between workmen and employers
CI improve the working conditions of workmen or enhance their economic and
social status
Q raise productivity for the benefit of workmen, employers, and the economy
of Singapore
In contrast to its narrowly defined traditional objectives in the 1970s, the role of the
trade unions is now broad-based. In addition to its collective bargaining role, unions
are involved in social, educational and recreational activities.
In playing their social role, unions now manage childcare centres for working
mothers and healthcare centres for the elderly. They maintain recreatidn facilities such
as country clubs, holiday resorts and radio station. In playing their economic role, the
NTUC is involved in supermarkets, life insurance, transport business as well as
condominiums. In strengthening their bond with management, unions encourage
workers to participate in productivity programmes for their own benefit and that of the
company.
Role of the Government
The government has always played an active role in the employment relations system
in Singapore. In the 1960s, it laid the legal foundation that would foster industrial peace
and cooperation between management and the unions.
The fact that a former Secretary General of the NTUC was concurrently one of the
two Deputy Prime Ministers reflected the close relationship between government and
the union leadership. The present Secretary General is concurrently a Minister in the
Prime Minister's Office. Moreover, several union leaders are also Members of
Parliament.
The Ministry of Manpower administers all laws related to employment relations to
safeguard workers' welfare, health and safety. In 2003, a new statutory board, the
Workforce Development Agency (WDA) was set up to enhance the employability of
employees and job seekers. Through other statutory boards such as the Standards
Productivity and Innovation Board (SPRING),the government has spearheaded the
annual productivity campaigns. The presence of government representatives in the
tripartite NWC and other organisations ensure employers and unions that there are
ample opportunities for government.representatives to explain policies and provide
information about the economy.
CHAPTER 2 . OVERVIEW OF TRIPARTITE SYSTEM
Role of Employers
Employers in Singapore are represented by the Singapore Business Federation (SBF),
Singapore National Employers Federation (SNEF), ~hambersof commerce and trade
Their main concern is to ensure that the cost of doing business in
Singapore is kept low in order to remain competitive in the world market. However,
they also realise that although wages in Singapore may be higher than in other
countries, the quality of the workforce more than compensates for the difference. They
appreciate the importance of supporting the productivity movement in order to
maintain international competitiveness. With encouragement from the Skills
Development Fund, many employers are actively training their workers.
NWC: A Tripartite Example
For the past three decades, the National Wages Council has played an important role in
the tripartite employment relations system. In the 1970s, the success of industrial
development had created many jobs. Unemployment became a phenomenon of the
past. In a tight labour market, wages began to rise. This became a major concern for
employers and the government.
In 1972, a tripartite body was formed with representatives from the unions,
employers and the government. The role of the National Wages Council was to:
P monitor wage trends
P advise the government on wage adjustments
P develop a wage system consistent with long term economic and social
I The process of collective bargaining involves the give-and-take of offers and
development
The main objective of the NWC was to bring about orderly wage increase without
undermining Singapore's competitiveness, and without taking away the fundamental
right of uniops and employers to decide individually on wage changes as they deem fit.
Since 1972, the NWC has made annual wage increase recommendations. The
government's endorsement has given the NWC such credibility and moral authority
that its recommendations are widely implemented. The most important feature is that
the NWC has proven to 6ean effective forum for the tripartite representatives to work
together and to understand one another's views. The NWC recommendations that have
been thoroughly discussed are readily accepted by employers and unions alike.
Tripartism in Statutory Boards
Tripartite working relationships are also present in other organisations particularly in
the major statutory boards such as the Economic Development Board, Skills
Development Fund, SPRING, Central Provident Fund Board and Workforce
Development Agency.
THE INTERACTION PROCESS
Collective Bargaining
Collectivebargaining is a discussion process whereby union representatives negotiate
with management representatives to set the terms and conditions of employment for a
specified number of years. The agreed terms and conditions, wage rates, fringe benefits
and other details are spelt out in a collective agreement which binds both parties.
Collective bargaining can only begin when the employer recognises a particular
union as the representative for a specific group of workers. In the 1950s, when there
were rival unions in the same company, the issue of representation was a tricky
problem. When more than one union claimed to represent the same group of workers,
the employer was often placed in a very difficult position. Recognising one union and
ignoring the other oftek resulted in some form of revenge by the latter. This problem
was solved with the enactment of the Industrial Relations Act. The Act made it
mandatory for an employer to recognise the union that has a majority of his employees
as members. It also spelled out how collective bargaining should be conducted.
counter-offers. Each party modifies its position as the negotiation progresses, until a
mutually acceptable agreement is reached.
As the negotiators are representatives and not final decision-makers, the union
representatives must seek the acceptance of other members. Similarly, management
representatives will seek approval from the top management of the company. After the
collective agreement is ratified by both parties, it then takes effect from an agreed date.
The collective agreement is also registered and certified by the Industrial Arbitration
Court, which will settle any dispute arising from the agreement.
Dispute Settlement
The process of collective bargaining may breakdown for various reasons. Some facts or
information may be interpreted differently. There may be differences in expectation or
 OVERVIEW OF TRIPARTITE SYSTEM PART I FRAMEWORK OF EMPLOYMENT RELATION
APTER 2

otiation styles. One party may simply refuse to consider alternatives proposed by
other party
'
,,ciliation by Ministry of Manpower
.dispute arises, the two parties can refer to a third party, who may be a conciliator or
&bitrator. The Ministry of Manpower has conciliation officers who will meet both
committed to help employees to balance their work and family needs. It encourages 4 I
I
companies to introduce pro-family practices. Winners may use the award logo for ':
recruitment and publicity purposes. This award was formerly known as the Family :
Friendly Firm (FFF) Award.
The Work-Life Tripartite Committee (WLTC) comprises representatives from I
Singapore National Employers Federation (SNEF), National Trades Union Congress
(NTUC), Ministry of Manpower (MOM) and Ministry of Community Development, I

arties to resolve their disagreement. The conciliators' role is to use their influence to
concession from both parties.
Through the past decades, most disputing parties have settled their differences
amicably without letting the issues develop into major conflicts. Many of the
plaints involved arrears of wages, termination notices, annual leave pay and
ertime pay. They were settled with the help of conciliators from the Ministry.
hdustrial Arbitration
a dispute is not resolved by conciliation, it may be referred for arbitration. In
&luntary arbitration, both parties agree to have their differences settled by the
Youth and Sports (MCYS). It promotes work-life practices and facilitates the
introduction of work-life strategiesamong organisationsthrough tripartite cooperation.
One of the projects is the biennial Work-Life Excellence Award.
Work-Life Programmes
There are three broad categories of work-life programmes: (a) flexible work
I
arrangement, (b) leave benefits, (c) employee support schemes. Examples of flexible
work arrangements (FWA) include flexi-place, flexi-time and compressed workweek. I
Leave benefits include family care leave, first-day-at-schoolleave, parental leave and
others. Employee support systems (ESS) include health screening, in-house wellness
I

kbitrator. The President of the Industrial Arbitration Court (IAC)settles disputes in a programmes, health benefits, medical insurance for family members and counselling
manner similar to that of a judge. In some cases, arbitration may be made compulsory services.
by the Minister for Manpower. If a dispute affects the interest of the public, the Minister
y exercise his power and direct that the dispute be subject to arbitration.
In arbitration proceedings, the IAC President sits with two panel members, one
each from the employers' and employees' panels, selected by the disputing parties.
are:
Work-Life Programmes offer numerous benefits for the organisation. Examples

a) ability to attract and retain employees

lower staff turnover, thus reducing recruiting and training costs
l
Referees are also appointed for determining disputes resulting from the operation of an b)
&wardor a collective agreement. c) higher staff morale and commitment
When handing out awards, the IAC is guided by the principle that awards should d) less absenteeism, lateness, sick leave
reflectnot only the interest of the employers and employees but also the interest of the e) higher productivity and better service
community. The decision of the IAC is final. f) good corporate image
%i
k : ~ r i ~ a r t i Action
te , Work-Life Works Fund
,Tfipartite cooperation goes beyond the negotiation table. The three parties work closely The $10 million Work-Life Works (Wow!) Fund was set up in August 2004. It is
in social issues both at the company as well as national levels. administered by the Ministry of Manpower. It encourages the implementation of work-
life strategies at the workplace, in particular, flexible work arrangement. Organisations
y..
*$!work-LifeExcellence Award
n
can apply for grants from this fund to pay for the costs of introducing measures that
help employees to achieve work-life harmony. The fund pays up to 70% of the costs
Work-Life Excellence (WLE) Award is conferred by the Work-Life Tripartite
g-$Committee (WLTC). The biennial award pays tribute to organisations that are
subject to a maximum of $30,000 for each organisation.
I
CHAPTER 2 . OVERVIEW OF TRIPARTITE SYSTEM PART I .
FRAMEWORK OF EMPLOYMENT RELATIONS,

Tripartite Guidelines on Leave of Absence relating to SARS who have used u p their annual leave, employers could consider granting them no-pay
leave.
March 2003, Singapore was affected by the SARS (Severe Acute Respiratory
syndrome) virus. On 2 April 2003, in consultation with the SBF, SNEF and NTUC, the
Ministry of Manpower (MOM) recommended sbme guidelines for employers to deal SUMMARY
with leave of absence relating to SARS.
Brief historical developments:
~bsencefromwork under Home Quarantine Order Q The turbulent sixties: union rivalry, leadership struggle
Employees who were served a Quarantine Order would be deemed to be on medical P Setting u p an acceptable arbitration body
leave. The period of absence from work would be treated as paid hospitalisation leave, Q National survival: need for stability, the employment laws
as part of the employee's hospitalisation leave eligibility under their employment Modernising the union movement: cooperative enterprises
contracts, collective agreements or the Employment Act. Q Reorganising the omnibus unions: industrial and house unions
For employees who have used up their hospitalisation leave, their employers were Updating employment laws to reflect new developments
urged to exercise flexibility and compassion in granting additional leave, bearing in
mind that the employees might face financial hardship. The tripartite system:
P Government: provides structure to foster industrial peace
Absencefrom work without Quarantine Order P Unions: enhance workers' status, raise productivity
For employees who were requested by their employers to stay at home for reasons
Q Employers: provide training, ensure competitiveness
Q Examples of tripartism: NWC, statutory board
related to SARS, the following arrangements could be considered during the period of
absence:
The interaction process:
1. Employees could continue to receive their full day's salaries on the days that
Q Collective bargaining: negotiate terms and conditions of employment,
they were not required to work. Under this arrangement, empl~yeeswould
benefits
be required to take half day's paid leave while employers wobld make up
the other half day's pay. i u Dispute settlement: conciliation by Ministry of Manpower, arbitration by
IAC
2. Employers could pay the affected employees no less than half their daily pay
Q Tripartite cooperation: Work-Life Excellence
during the period of absence.
0 SARS leave of absence
3. Employers could request employees to take their annual leave and if the
employees' leave has been used up, they should continue to receive no less
than half day's pay.
4. By mutual agreement, employers and employees or ukons could also agree
on other arrangements for employees' leave of absence relating to SARS.
As for employees who have to take leave to care for their chldren or choose to stay
away from work on their own accord, employers were encouraged to adopt a flexible
and enlightened approach in granting time-off, implementing flexible work
arrangements as well as allowing employees to take their annual leave. For employees
 .-

F
I
,
**= *.,

d3%..
11
CHAPTER 2 OVERVIEW OF TRIPARTITE SYSTEM PART I W FRAMEWORK OF EMPLOYMENT RELATIONS .
{$
+-
Lp KEY TERMS Chew, Soon Beng and Chew, Rosalind (1992), The Singapore Worker: A Profile, Oxford :
University Press, Singapore.
union rivalry acceptable arbitration body
union leadership struggle political unionism Jayakumar, S. (1983), "Revising Employment Act for 1980sU,speech by the Acting
Employment act Industrial Relations Act Minister for Labour at the Singapore National Employers' Federation Annual
cooperative enterprises modemise union movement Dinner on 27 September 1983.
omnibus unions house unions Ministry of Labour (1992),Twenty One Years of National Wages Council (1972-92), SNP
National Wages Council collective bargaining Publishers, Singapore.
conciliation arbitration
SARS leave of absence Nathan, S.R. (1982). "The early international struggles of the NTUC", in Jayakumar, S.
Work-Life Excellence Award
(ed), Our Heritage and Beyond, National Trades Union Congress, Singapore.
WOW!Fund
National Productivity Board (1981),Report ofthe Committee on Productivity, Singapore.
REVIEW QUESTIONS National Trades Union Congress (1970), W h y Labour Must Go Modern, Singapore.
Pang, Eng Fong and Tan, Chwee Huat (1983),"Trade unions and industrial relations",
2-1 Who are the main participants in the employment relations system in
in Chen, Peter (ed.), Singapore Dwelopment Policies and Trends, Oxford
Singapore?What role does each of them play in maintaining an equilibrium in
University Press, Singapore, pp. 227-239.
the relationship?
2-2 Which are the regulatory institutions in the Singapore employment relations Tan, Chwee Huat (1984), "~owardsbetter labour management relations", in You, Poh
system? Elaborate on the role and fiinctions of these institutions. Seng and Lim, Chong Yah (eds.), Singapore: Twenty-five years of Dmelopment,
2-3 History has shown that unionism in Singapore has shifted from political Nanyang Xingzhou Lianhe Zaobao, Singapore, pp. 189-205.
unionism to economic unionism. What does this mean? Discuss the rationale
Vasil, R. (1989)."Trade unions", in Sandhu, K.S. and Wheatley, P. (eds.),Management of
and implication of such a shift.
Success, Institute of Southeast Asian Studies, Singapore, pp. 144-170.
2-4 In 1968, why did union leaders decide to set up cooperative enterpri~es?
2-5 In 1968, the Singapore Parliament enacted two pieces of emffloyment Wong, Evelyn (1992), "Labour policies and industrial relations", In Low, L. and Toh,
legislation. What were they? Discuss the rationale and impact of these acts. M.H., (eds.)Public Policies in Singapore: Changes in the 1980s and Future Signposts,
2-6 Explain the role of the government in a tripartite employment relations system. Times Academic Press, Singapore, pp. 144-169.

REFERENCES Useful Websites

http://app.greatworkplace.com(Work-LifeWorks Fund)
Anantaraman, V. (1990),*Industrial Relations System in Singapore, McGraw Hill,
http:://www.aboutfamilylife.org.sg(Work-Life Unit)
Singapore. ,
http://www.mcys.gov.sg (Work-Life Tripartite Committee)
Ariff, M. (1992), "Singapore" in Rothman, M., Briscoe, D.R. and Nacamulli, R. (eds.), http://www.mom.gov.sg (Work-LifeProgrammes, Work-Life Excellence Award)
Industrial Relations around the World: Labour Relations for MNCs, Walter de
Gruyer, New York, pp. 335-369.
Chew, Soon Beng (1991), Trade Unionism in Singapore, McGraw Hill, Singapore.