Transnational Networks Skilled Migration – Management Issues And Solutions In AURECON

Background about AURECON Singapore

Question:

Discuss About The Transnational Networks Skilled Migration?

The report explains about the management issues in AURECON. It explains about the various management issues in the organization and few strategies and techniques to resolve those issues. For solving the management issues and challenges, various new management thoughts have been studied and determined. The report explains about the various studied of managers and the solution for the management issues in the organization. Firstly, the research problem has been evaluated and on the basis of research question, various management theories and management thoughts have been studied. Further, industry and company research has also been done. For solving the management issues, tows Blue Ocean and 7s framework has been evaluated.

AURECON Singapore is a private company which is owned by a trust. It is an engineering, planning, design, project management and company consultation company in Australia and South Africa. Company has been founded in 2009 and 7500 people are employed by the organization. Currently, company is offering its services in 27 countries through 80 offices. Key people of the company are Teddy Daka, Giam Swiegers. Total turnover of the company is Australian $ 820 million dollar. The organization provides the consulting services in various areas such as water resources and supply, purification, heavy engineering, structure and building, infrastructure services, roads, transportation and environmental science.

The research problem of this paper is that how the company could attract skill labour in relation to be more competitive and advanced in market. The research paper concentrates on the management challenges and the issues in the organization and it briefs that how the problem could be resolved?

Ball (2014) has explained into his study that skilled labour enhances the productivity of a business. Skilled labour is the main key for innovation and growth of a company by generating the new knowledge, supporting the firm to identify the business opportunity, by developing the incremental operations etc. Powell, (2003) explains that skilled labour is highly educated people who have graduated a territory level of education. Further, Azhar, Farooqui and Ahmed, (2008) explains that the skilled labour is a segment of labour which specialize training, know-how to carry out more mental or physical task than the routine job operations. Bilginsoy, (2003) explains further skilled labour is quite essentially for global competitive world. In developing countries and developed countries, organizations are looking forward to hire skilled labour so that their productivity could be managed.

Future various rapid changes would take place in the market of skilled labour. Currently the requirement of skilled labour is quite higher in the market. Skilled labour manages the productivity of the business (Tabassi and Bakar, 2009). Skilled labours are generally higher paid; more trained and have more duties and responsibilities than unskilled labour. In Singapore market, it has been evaluated that skilled labours are required for the market to manage the performance and the position of the company (Azhar, Farooqui and Ahmed, 2008). Skilled labour is competitive for a company to set a position in the market. Further, it explains by Fugar and Agyakwah-Baah, (2010) that the skill requirements of organizations and jobs are changing rapidly and basically, the employer is determining the changes in the job profile. Though, it has been evaluated that the employer determines the skill requirements of a job (Abdul-Rahman et al, 2006). A job could be done in better way by the skilled labour than unskilled labour. Whether in a big, small or medium organization, skilled labour is always required by the companies to manage the performance.

Research Problem on Skilled Labor and Management Challenges

Zou, Zhang and Wang, (2007) explains that a business could enhance their ability to improve, attract or retain the productivity by applying a process of “PRIDE” process. PRIDE process could be explained as follows:

P- Provide a good working environment

R- Reward, recognize and reinforce the behaviour

D- Develop potential and skills

This process makes it easy for an organization to evaluate and measure the performance and attract, enhance and retain the employees and skilled labour of the company. Though, in current days, it is becoming tough for the organizations to recruit the skilled labour especially in AURECON Singapore. Further, it has been found that the corporate culture and the training process of an organization could also help an organization to manage the skilled employees and retain them (Khadria, 2002). In construction management company, attracting and retaining the skilled labour is quite tough as there is huge lack of skilled labour in the industry. The shortage of skilled labour affects the construction company on a large manner (Fellini, Ferro and Fullin, 2007). Effective corporate culture could come in a good form to safety and healthy measure for employees which would attract the employees and would insist them to retain in the organization.

In addition, it has been argued by O’Mahony, Robinson and Vecchi, (2008) that a good corporate culture is not that much helpful for an organization to attract, retain and improve the productivity of skilled labour of an organization. Organization should offer great training to the labour to retain them in the company. Training is a good way to retain the existing employees in the company and attract new hires for the company (Alburo and Abella, 2002). Training could come in various forms such as on the job training, lunchtime guest speakers, online courses, safety training and more. In construction company, where labour are often jump from one contract to other contact, providing opportunities and training even for short term to improve their skills would make a huge difference in organization’s ability to attract and retain the labour.

Bhorat, Meyer and Mlatsheni, (2002) explains that skilled labours are always highly educated individual who have graduated a territory level of education. So, it becomes important for the organizations to manage and use their skills and attitude in right manner and must offer them compensation accordingly so that they could be motivated to retain in the organization. Further, Lowell, (2001) explains that the skilled labour is a segment of labour which specialize training, know-how to carry out more mental or physical task than the routine job operations. Wickramasekara, (203) explains further skilled labour is quite essentially for global competitive world. Future various rapid changes would take place in the market of skilled labour.

AURECON Singapore is an engineering, planning, design, project management and company consultation company in Singapore, Australia and South Africa. The company is performing its operations under Construction Company. The evaluation on construction company explains that the in the construction industry, attracting and retaining the skilled labour is quite tough as there is huge lack of skilled labour in the industry. The shortage of skilled labour affects the construction company on a large manner (Chaloff and Lemaitre, 2009). Construction companies rare required managing a good corporate culture which would help the organization and the labour to manage the safety and health measures which would attract the employees and it would insist them to retain in the organization. In construction company, where labour are often jump from one contract to other contact, providing opportunities and training even for short term to improve their skills would make a huge difference in organization’s ability to attract and retain the labour (Arvanitis, 2005).

Importance of Skilled Labor in Business

In case of AURECON Singapore, it has been evaluated that the company is facing shortage of skilled labour and sue to which the market position and competitiveness of the company is getting affected. Company has changed various strategies and the policies to manage, attract and retain the employees. The company has faced huge losses due to high employee turnover and it has taken place due to lack of training programs and effectiveness of employer towards the labour.

Few models and theories have been evaluated to resolve the issue of skilled labour in the company. Following are few models:

AUREMON could take the help of following strategies to manage the skilled labour:

Above matrix explains that the company is facing huge problem in context to manage the performance and the position of the skilled labour in the organization. It explains that the company should evaluate all the related factor, industry factors and the competitors position and evaluate that what strategies would be best for the company to manage the performance and enhance the level of skilled labour in the company. Organization should evaluate the new training programmes, a team of trainers and new policies for the rewards to attract the skilled labour towards the company.

The matrix explains that the company is facing various problems in context with the hiring and retaining the skilled labour in the company. These problems could be resolved by the company after preparing and implementing a proper strategy for the betterment of the company. Further, it explains that the Number of competitors, Lack of skilled labour, high rate of labour, Lack of research of diversification, on the job training, Reimbursement and rewards, Evaluate the measure etc are the main weakness and opportunities of the company. The organization should manage these weaknesses to convert into opportunities so that the performance of the company could be managed.

Further, the 7s framework study has been done on the company to evaluate the important elements of the company. The key internal elements of the company are: strategy, systems, structure, style, shared values, staff and skills in relation to evaluate that if they are effectively related to each other to achieve the company’s objectives.

Strategy explains about the plan which is devised to build and maintain the competitive advantage on the competition. In the given case, company could use new training programs and must makes few changes into the corporate structure to maintain and attract the new labour and retain the employees.

Structure explains that how the organization has been structured and who is the responsible person in the organization. In the given case, company must make few changes into the corporate structure and the organizational chart must be clear. It would help the labour to maintain and attract the new labour and retain the employees (Alburo and Abella, 2002).

System explains about the daily activities and process which employees are engaged to get the job done. In the given case, company must make few changes into its process and the activities and must make it simplify so that organization could attract the new labour and retain the employees.

Attracting Skilled Labor in Current Market

Skill explains about the know-how and knowledge of an employee in the organization. In the given case, company must train the unskilled employees so that they could develop the new and desired skill for the profile. It would help the company to manage the skilled labour (O’Mahony, Robinson and Vecchi, 2008).

Staff explains about the capabilities and knowledge of an employee in the organization. In the given case, company must train the employees according to their job profile. It would help the company to manage the skilled labour

Style explains about the various leadership capabilities which has been adopted. In the given case, managers must adopt the style so that the labour could be motivated. It would help the company to manage the skilled labour (Fellini, Ferro and Fullin, 2007).

Skill explains about the common goal of the organization which should be achieved by the employed of the company. In the given case, company should focus on hiring and training the new labour. It would help the company to manage the skilled labour.

The above study explains about the various problems in context with the hiring and retaining the skilled labour in the company. These problems could be resolved by the company after preparing and implementing a proper strategy for the betterment of the company. Further, it explains that the different strategy, shared values, systems, structure, skills etc. could help the organization to achieve the goal of attracting new labour and retain the new labour.

The above study explains that the company is facing shortage of skilled labour and due to which the market position and competitiveness of the company is getting affected. Company has changed various strategies and the policies to manage, attract and retain the employees. The above study explains that few changes into its strategies and policies would marketing it easier for the company to attract and retain the skilled labour. The study explains that the different strategy, shared values, systems, structure, skills etc. could help the organization to achieve the goal of attracting new labour and retain the new labour. On the other hand, TOWS matrix would also make it easier for the company to achieve the goals.

Conclusion:

The research problem of this paper is that how the company could attract skill labour in relation to be more competitive and advanced in market. The research paper concentrates on the management challenges and explains that the few changes into the organizational structure would make it easier for the AURECON Singapore attract skill labour in relation to be more competitive and advanced in market.

References:

Abdul-Rahman, H., Berawi, M.A., Berawi, A.R., Mohamed, O., Othman, M. and Yahya, I.A., 2006. Delay mitigation in the Malaysian construction industry. Journal of construction engineering and management, 132(2), pp.125-133.

Alburo, F.A. and Abella, D.I., 2002. Skilled labour migration from developing countries: Study on the Philippines. ILO.

Arvanitis, S., 2005. Computerization, workplace organization, skilled labour and firm productivity: Evidence for the Swiss business sector. Economics of Innovation and New Technology, 14(4), pp.225-249.

Azhar, N., Farooqui, R.U. and Ahmed, S.M., 2008, August. Cost overrun factors in construction industry of Pakistan. In First International Conference on Construction In Developing Countries (ICCIDC–I), Advancing and Integrating Construction Education, Research & Practice (pp. 499-508).

Ball, M., 2014. Rebuilding Construction (Routledge Revivals): Economic Change in the British Construction Industry. Routledge.

Bhorat, H., Meyer, J.B. and Mlatsheni, C., 2002. Skilled labour migration from developing countries: Study on South and Southern Africa. Geneva: International Migration Programme, International Labour Office.

Bilginsoy, C., 2003. The hazards of training: Attrition and retention in construction industry apprenticeship programs. ILR Review, 57(1), pp.54-67.

Chaloff, J. and Lemaitre, G., 2009. Managing Highly-Skilled Labour Migration.

Fellini, I., Ferro, A. and Fullin, G., 2007. Recruitment processes and labour mobility: the construction industry in Europe. Work, employment and society, 21(2), pp.277-298.

Fugar, F.D. and Agyakwah-Baah, A.B., 2010. Delays in building construction projects in Ghana. Construction Economics and Building, 10(1-2), pp.103-116.

Khadria, B., 2002. Skilled labour migration from developing countries: Study on India. ILO.

Lowell, B.L., 2001. Policy responses to the international mobility of skilled labour. Internat. Migration Branch, Internat. Labour Office.

Mahroum, S., 2001. Europe and the immigration of highly skilled labour. International Migration, 39(5), pp.27-43.

O’Mahony, M., Robinson, C. and Vecchi, M., 2008. The impact of ICT on the demand for skilled labour: A cross-country comparison. Labour economics, 15(6), pp.1435-1450.

Powell, W., 2003. Neither market nor hierarchy. The sociology of organizations: classic, contemporary, and critical readings, 315, pp.104-117.

Rojas, E.M. and Aramvareekul, P., 2003. Labor productivity drivers and opportunities in the construction industry. Journal of management in engineering, 19(2), pp.78-82.

Tabassi, A.A. and Bakar, A.A., 2009. Training, motivation, and performance: The case of human resource management in construction projects in Mashhad, Iran. International journal of project management, 27(5), pp.471-480.

Vertovec, S., 2002. Transnational networks and skilled labour migration (pp. 1-15). University of Oxford. Transnational Communities Programme.

Wickramasekara, P., 2003. Policy responses to skilled migration: Retention, return and circulation. International Labour Organization.

Zou, P.X., Zhang, G. and Wang, J., 2007. Understanding the key risks in construction projects in China. International Journal of Project Management, 25(6), pp.601-614.

Order an Essay Now & Get These Features For Free:

Turnitin Report

Formatting

Title Page

Citation

Outline

Place an Order