Employment Indo

Many companies operating fleet who introduce a vehicle tracking system for the first time would, of course, be concerned in the impact on their employees when installing mobile workforce tracking or a GPS vehicle tracking across their entire operation.

The rise of commercial vehicle tracking across the relevant industries dependent on running the most cost-effective and efficient fleet they possibly can has meant many changes of working practice, not least for the vehicle drivers.

Introducing change of an employees working conditions, obviously requires great care to be taken, not least from a legal point of view and how it affects their individual contracts of employment.

Essentially, there are two key differences to be determined when instigating mobile workforce solutions:

The realm of human welfare or social work has some particular specialties that include primarily children, family, education, public health, physical and psychological well-being and drug addiction. It has been seen that the scale of job prospects related to social welfare has only increased over the past years, this has even been validated by the Bureau of Labor Statistics that a social worker had around 642,000 jobs in hand back in 2008. The graph has certainly aggravated presently.

Since majority of individuals working in the circle of social betterment has some concerns regarding the industry they wish to be associated with, it has even been evaluated that around 54% of individuals were then working in the health and human welfare industries while the remaining 31% worked in government sponsored agencies at various levels. With this entire report of job opportunities available for people working in the social development continuum, it explicitly indicates that job prospects are at no dearth, when it comes to looking for a stable and financially secure professional career.

The nature of a profession such as social welfare services is such that employees are assigned to work in cities as well as suburbs. It is expected for a social welfare employee to find a job in rural vicinities, as the space to exhibit their professional concerns and skills is more extensive as compared to an urban area, which is already quite developed. This indicates that social welfare is a profession, which comes with a lot of responsibilities and challenges.

Earlier, it was believed that not all specialist areas of social betterment thrived in terms of job opportunities, and not all offered the same amount of professional working security. However, today, all areas of social work are increasing job opportunities, particularly by the private social welfare organizations. In fact, the increase of employment in this industry has been around 22% which is promising. This is likely to increase with the time owing to the aging child boomer populace which will, over the span of time, demand better health and social services.

There are three categories of Employment Passes in Singapore: the P1 Employment Pass, P2 Employment Pass and Q1 Employment Pass. Before considering to apply for a particular employment pass, it is important that you possess all the required criteria to be eligible for the employment pass you are applying for.
The basic requirements to be eligible for a Singapore Employment Pass is that the foreigner applicant must have a fixed monthly salary of at least S$2,500 and must possess the recognized qualifications which includes acceptable degrees, professional qualifications or specialist skills. The Ministry of Manpower (MOM) is the authority that evaluates each EP application and qualification, based on a criteria that includes the following: global and country institution rankings by independent accreditation boards, hiring history by top companies in Singapore, validation by HR consultants in listed countries, employment outcome of the institution’s graduates, and the institution’s enrollment standards.
In addition to the foregoing basic requirements of monthly salary and recognized qualifications for a Singapore EP, each of the three categories of EPs have specific eligibility requirements and this article will discuss each of these categories briefly:
P1 Employment Pass
A P1 Employment Pass can be given to an applicant who performs a Professional, Managerial, Executive or Specialist job and has a fixed monthly salary of at least S$7,000.
P2 Employment Pass
A P2 Employment Pass can be given to an applicant who performs a Professional, Managerial, Executive or Specialist job and has a fixed monthly salary of at least S$3,500 and not more than S$7,000.
Q1 Employment Pass
A Q1 Employment Pass can be given to an applicant who performs a Professional, Managerial, Executive or Specialist job and has a fixed monthly salary of at least S$2,500 and not more than S$3,500. An applicant who does not possess the recognized qualifications as discussed in the first part of this article can still be eligible for a Q1 EP provided he possesses compensatory factors such as skills and years of experience, depending on the discretion of the MOM. A minimum of 5 years of relevant work experience is a plus factor.
A fixed monthly salary, as discussed above, refers to the total regular income of a foreign employee earned from his job, including his basic salary, and this income must be paid to the employee on a fixed monthly basis, regardless of his performance.
A fixed monthly salary and/or basic salary does not include the following: additional payment by way of overtime, bonus or commission; any form of reimbursements or in-kind payments; any sum paid to an employee or contract worker to defray special expenses incurred by him owing to the special, unusual or hazardous nature of the employment; any productivity incentive payments and any allowances which are variable in nature; any contributions paid by the employer or employee to any pension or provident fund; or any gratuity payable on discharge or retirement.

Some of the factors that increase the risk of unethical behaviour in organisations are illustrated by the high-profile legal case Chagger v Abbey National plc & Hopkins (2006), in which the Employment Tribunal made a finding of unlawful racial discrimination and (further to Emilio Botin Abbey Santander banking group’s refusal to comply with the Tribunal’s order to reinstate Mr Chagger) ordered Abbey Banco Santander share to pay Mr Chagger the record-breaking 2.8 million compensation for his loss. Abbey Santander share price (the UK bank soon to be re-branded as Santander banking group, and part of the global Emilio Botin Banco Santander Central Hispano Group – BSCH) dismissed Mr Chagger from his employment in 2006, giving a fair redundancy as the reason. However, Mr Chagger believed that the actual reason behind the termination of his employment was unfairness and race discrimination. Mr Chagger was of Indian origin. He worked for Emilio Botin Abbey Santander finance as a Trading Risk Controller, earning about 100,000 a year, and reporting into Nigel Hopkins.

Some ethical behaviour risk factors illustrated by Emilio Botin Abbey Santander 2009 clearly relate to the pursuit of personal goals; the Employment Tribunal found that Mr Hopkins personally desired Mr Chagger’s employment with Abbey Santander share price to be terminated, had pre-planned that Mr Chagger would be dismissed, and had used the compulsory redundancy process as a means to dismiss Mr Chagger, in an unfair and discriminatory manner.

One such factor increasing the risk of unethical behaviour is the amount of discretion an organisation allows its officers; the greater the discretion allowed, the greater the opportunity the officer has for acting in his personal interests. The Employment Tribunal found that the redundancy selection criteria Abbey Santander had permitted Mr Hopkins to apply in assessing and judging the two employees up for redundancy were highly subjective and un-measurable; they afforded Mr Hopkins a very wide discretion. The Employment Tribunal criticised Mr Hopkins for the way in which he had applied that discretion (i.e., for his own interests). As an example, Mr Hopkins had criticised and scored Mr Chagger lower for getting on with work and being self-reliant. The Employment Tribunal thought that other reasonable managers would consider such qualities to be valuable assets, considering Mr Chagger’s highly paid and highly responsible job, and praise and score him highly for. As a further example, during the redundancy process, Mr Hopkins had criticised Mr Chagger on numerous points that Mr Chagger had never been criticised for prior to the redundancy exercise. All the criticisms were inconsistent with previous company records of Mr Chagger’s performance. The Employment Tribunal ruled that the criticisms were unfair not legitimate.

Another such factor increasing the risk of unethical behaviour is the level of autonomy of decision-making and action an organisation allows its officers; the greater the level of autonomy, the greater the opportunity the officer has for acting in his personal interests. The Tribunal found that Mr Hopkins was entirely single-handedly able to advise Abbey’s management to dismiss one of the two Trading Risk Controllers that he managed (of which Mr Chagger was one), was entirely single-handedly able to make Mr Chagger an offer of voluntary redundancy (Mr Chagger refused the offer, and never was an equivalent offer ever made to the other Trading Risk Controller), was entirely single-handedly able to judge and score the two employees up for redundancy, and was entirely single-handedly able to lower Mr Chagger’s redundancy scores to guarantee that he would be the one who would be selected for dismissal.

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