Purpose and context
The advisory links constructive management–union cooperation to workforce motivation, productivity, business viability and employee income. Its explanatory note describes Singapore’s move from adversarial relations in the 1950s/1960s towards collective bargaining, conciliation, arbitration and tripartite partnership. The government’s facilitating role and cooperation during downturns and SARS illustrate the value of relationships before a crisis.
Six principles
Apply the principles together in routine consultation and disputes.
| Principle | Application |
|---|---|
| Collaboration | Use consultation and dialogue that consider both parties’ needs. |
| Leadership and mandate | Representatives need authority to negotiate and commit; leaders take responsibility. |
| Trust, respect and integrity | Deal honestly, in good faith and with understanding of constraints. |
| Information sharing | Provide relevant information for transparent decisions and dispute resolution. |
| Professionalism | Use objective facts, sound economic understanding and fair grievance procedures; seek mediation where needed. |
| Shared purpose | Build common goals, put long-term and wider interests first and seek mutually workable outcomes. |
Make the principles operational
Set regular consultation meetings, clarify who can approve agreements and establish an accessible grievance route. Share business and workforce information relevant to the issue rather than negotiate only from positions. The advisory promotes good practice; it does not replace the applicable industrial-relations legislation or a collective agreement.