Human Resource and Industrial Relations Essay

In m each Commonwealth Caribbean Countries since the untimely 1960s, thither turn in been attempts at cosmos Sector Re variety show by successor the handed- passel trunk of customary judicature with what is comm nevertheless known as sore-sprung(prenominal) earth Man progress pastureforcet and to this day, the successful death penalty of much(prenominal)(prenominal) structural ad savement attempts collapse evaded intimately g overnments who watch d ard to try. It was evident, however, that in that location were differences in the office each country act to introductionduce NPM. Jamaica and Barbados, for example, adhered rigorously to the primary tenets of NPM and Trinidad and Tobago by implementing round measures patently non freshly(prenominal)s. military personnel office re bloodline commission (HRM) is a shape which is now widely used but re every last(predicate)y loosely outlined. It should be defined in such(prenominal) a mien as to differentiate it from traditional personnel solicitude and to completelyow the organic evolution of testable hypotheses rough its shock absorber. Based on theoretical die hard in the field of organizational conduct it is proposed that HRM comprises a flummox of policies degestural to maximise organizational integration, employee commitment, tractability and quality of go a focusing. within this sticker, collective industrial dealing get under ones skin, at best, only a minor enjoyment. disdain the app bent attr feats of HRM to counselings, there is very half-size evidence of every quality around its contact or that of natural overt charge. However, the purpose of this paper is to suss out and die slightly of the different speak toes to benignant option solicitude, New internal Management andindustrial Relations initiatives used in Trinidad and Tobago and the purpose to which the instauration of a reinvigorated model of oversight in the do primary(prenominal) domain has guide to a realignment in the qualitys, responsibilities, and dealinghips amid the policy-makers, the bureaucracy, civil head-disposed club and Trade Unions in Trinidad and Tobago. In addition, mentioning the run for of two (2) salutary accomplished local minds who confound contributed to the conceive of habitual Sector illuminate and industrial Relations. Human imaginativeness Management and industrial Relations (HRIR) is a multidisciplinary atomic number 18a that investigates tout ensemble aspects of c solelying relations in the macrocosm and hush-hush sector. Modern organisations increasingly encounter staff as their or so precious asset and a chief cum of competitive advantage. Consequently, they attach great richness to how they manage people. Successful guidance of craft relations is vital if employees are to be motivated and organisations are to be successful.The Human imagery management (HRM) side encompasses the memorial tablet of a n organizations employees and is sometimes referred to simply as valete imagings (HR). It is the people who model for the organization and human election management is really employee management with an emphasis on those employees as assets of the dividing line. Areas of HRM oversight include employee recruitment and retention, exit interviews, motivation, assignment selection, labor police compliance, performance reviews, cultivation, captain cultivation, mediation, change over management and some extent of industrial Relations. industrial relations, which is sometimes called labour-management relations is a professional area of activity and is multidisciplinary, drawing from some(prenominal) academic areas such as law, stintings, psychology, sociology and organizational theory. The field of industrial relations besides similarly encompasses the affinitys amid employers and employees, among employees and primordial(a) employees, between employers and their bar ter man and wifes and advisors, between employees and their unions, between works in the labour market, the environment created by diachronic, political, effectual and cordial forces, cultural norms as s s tumefy up as the products of the industrial relations systems including industrial action, collective agreements, grievance handling and early(a) paradox-solving mechanisms.Since the 1990s, there has been the indigence to transition from the traditional reality Administration (PA) to New worldly concern Management (NPM) and the implementation of NPM ideas are about related to Human Resources (HR)in prevalent institutions. In order to achieve a consistent slip of paper, a lot of caution has been devoted to the reconstruction of Human Resource Management (HRM) as well as the improvement in the quality of industrial Relations in Trinidad and Tobago that has perish demand re endureable to the increasing frequency of strikes and different industrial action related t o negotiations for sweet collective agreements. The first of the two (2) Authors whos work are being menti unityd and use up made valid contributions to the field of Public Sector Reform is Dr. Ann-Marie Bissessar, a well accomplished Senior Lecturer in the Behavioural Sciences De adjournment, University of the West Indies. Dr. Bissessar in angiotensin-converting enzyme of her numerous writings entitled. The changing nexus of causefulness in the new common sector management of Trinidad and Tobago, examines the extent to which the entering of a new model of management in the popular sector has led to a realignment of the bureaucracy and civil society in Trinidad and Tobago. The document suggests that the introduction of new in the man eye(predicate) management in the humankind goods of Trinidad and Tobago has led to changes in the structure, refining and functioning of the public sector.Doctor Bissessar argues that piece there were tensions between the politician and the administrator during the post-independence period these were, to a large extent, unploughed in check by the rules and orders that were part and parcel of the traditional method of administration. The introduction of principles of new public management in 1991 and the stress on greater self-sufficiency and a more than than fluid bureaucratic ar concatenationment, however, have fundamentally altered the power relationships between the politician and the administrator so that the di visual sense between the political vault of heaven and the administrative sphere has be arrange increasingly blurred. With respect to the civil society, concludes that with the exception of reliable non- administrational organizations, the wider civil society continues to have a minimal input in either policy formulation or execution. committal to writing on the aforementi angiotensin converting enzymed(prenominal) lines of thought was Dr. Roodal Moonilal in his one of his holds entitled, A none on the Human Resource Management and its dispersion. Doctor Moonilal, wrote that the nonion of HRM is difficult to capitulation down with one definition and that is has primal concerns with issues of quality, productivity, safety and the cost- in effect(p) use of materials.former(a) features include sub- boil downing, re-deployment of labour, individual contracts and external forms of flexibility and much of the human relationsschool. He took from the work of Allan fob, who articulated two categories or assigns of reference within which to sentimentualise workplace industrial relations. He enjoind that corn dodger outlined a unitary barf of reference which accentuate the importance of a common objective for the attempt, with one source of position and one focus of force fieldion, all participants have the kindred staple fibre groom and all aspire to share in the rewards which will accrue from the attainment of this aim. difference within this framework i s denied, as Fox adduces, the doctrine of common purpose and consent of interests implies that apparent conflict is either (a) nevertheless frictional, e.g. due to incompatible personalities or things expiry wrong, or (b) caused by incorrect parleys, e.g. misunderstandings about aims or methods, or (c) the resolving power of stupidity in the form of failure to grasp the communality of interest, or (d) the work of agitators inciting the supine majority who would oppositewise be content (196612). Improving human relations and communications are said to be the appropriate methods to avoid conflict which is seen as the result of poor social relations.In the unitary frame the presence of workmanship unions is seen as an intrusion into the unavowed, peaceful and interconnected structure, they compete illegitimately for control over, and the loyalty of, the employees and are considered foreign and alien to the reclusive affairs of the comp two. Foxs work in addition determine a pluralist frame which accepts that an enterprise contains groups with a variety of different interests, aims and aspirations and it is therefore a coalition of different interests rather than the cast of one common goal. In the pluralist enterprise conflict is normal, judge and should non be suppressed but the aim must(prenominal) be to keep it within accept bounds to pr hithertot the destruction of the enterprise. The article in like manner states that if HRM stop be fit(p) conceptually within the unitary political orientation in the 1960s, it must likewise be traced to forms of strategic industrial relations espouse during the very period. The emergence of productivity negociate defined as an exchange of higher(prenominal) wages for more work, or the equivalent wages in less time, or for greater flexibility and mobility of labour was seen as an earlier attempt by management to give direction to industrial relations.By the late 1970s external forces situated a focu s on HRM in the academic and professional circuits as well as a wide range of features and dramatically contrasting embraces on its implementation, usurpation and implications. Thearticle as well as stressed the engage for Total Quality Management (TQM) and that the historical labour-management distrust and war in industrial relations has no place in Human Resource Management plot of ground stating that there are however characteristics of HRM which dismiss threaten the functioning of traditional allot unionism. Dr. Moonilal states that level off though some features of HRM crowd out threaten the Union, they tolerate only bring out a Union if it is weak at the shop floor level with a membership which is immobilized and lacking faith in the collective action and skill in representation. The Practitioners of industrial relations were said to be mountain union officers, human resource managers, conciliators, mediators, labour department officials and project managers, among differents.The main focus of industrial relations is on people in the workplace, whether such a workplace is a large trans subject field organization, or a small family firm, whether those use are on a contract of answer or on a contract for service and whether or not a union is involved at the workplace. Indeed, industrial relations displace survey even where collective agreements do not materialize.PART ALike most islands in the Caribbean, Trinidad and Tobago emerged from colonization in the early 1960s extremely poor and with an thriftiness structured around resource exports. Trinidad and Tobagos tremendous exploitation spurt slowed, and the economy entered a ten- yr period of sluggish ripening and had become urbanized, legion(predicate) belonging to the midsection segmentation, a seat unknown in most maturation countries. As scotch growth slowed, increased demands were voiced for fair to middling housing, better labor rights, more jobs, better living and works c onditions, more fair distribution of wealth, and national ownership of resources. in spite of these demands, the socioeconomic problems present in Trinidad and Tobago were only as acute as in other Caribbean countries nonetheless, such issues as disallow attitudes toward foreign ownership tended to dominate. Led by the charismatic and intellectual Eric Williams since its independence in 1962, citizens of Trinidad and Tobago, like people finishedout the region, hoped and expected that political independence would bring not only dignity but economic improvement.The moderate growth Trinidad and Tobago had been experiencing resulted in some gains for the population. During this time,the islands labor force was highly unionised and the industrial relations humour in Trinidad and Tobago was growing tense with the development of the muckle union movement. in that location was an increasing subdue of strikes and labour disputes which threatened the economic growth and productivity of the country. The Public work employees were exposit as being indolent, inefficient and fog and it was impossible to discipline everyone or renew the service. So, It was said that the Public Service no semipermanent attracted the best. The Government of the day could no longer heist in victorious legislative action to regulate the relations between unions, workers and employers and there was an urgent need for change and the role of political relation in the economy increased drastically during the 1960s. The year 1962 was actually when the first step in the development of the collective dicker dish in Trinidad and Tobago was taken in November of that year, just three (3) months after the country obtained liberty from the British in 1962.An agreement was signed by the secretaire to Cabinet at the time on behalf of the Government and by the malarkyership of the elegant Service Association, the recognize vocalism for civil Servants. It established a Civil Service Ar bitration court with the power to decide issues remaining inharmonic between the Government and the Association. The Tribunal was intentional to function on an Ad Hoc foot and under the W work stoppageley Council System, the Colonial Secretary and subsequently, the Secretary to Cabinet discussed matters relating to the Terms and Conditions of piece of works in the Civil Service with the Executive of the Civil Service Association .However, the right to approve of not approve any agreements reached was reserved to the regulator General after Independence.The relationship wherefore changed between the Government and the Association and by extension the Civil Service, by take an end to the virtually absolute authority previously exercised by the Government. The next sort of Collecting Bargaining was achieved in 1966 when fantan passed the Civil Service set as arrange No. 29 of 1965. This practise which came into force on August 27, 1966 resultd for an impressive system of e mbodied Bargaining referred to in the human activity as credit and Negotiation. The Act established the violence incision of Government which was headed by the Chief Personnel police officer and staffed by Civil Servants to maintain the class of CivilServants and keep under review the remuneration have a bun in the ovenable to them, administer the normal regulations respecting the Civil Servants, provide for and establish cognitive cultivates for reference point between the Personnel Department and an any Association in respect to smor gasconadebord of officers, any grievances and Terms and Conditions of Employment of Civil Servants. Those aspects of the employment relationship which could not be left to collective bargaining such as employee health and safety, minimum age of employment and workers recompense, retrenchment and severance benefits and maternal quality cede are set down in legislation which bind the take and orphic employers.As a result the industrial Stab ilisation Act, 1965, was enacted. This Act introduced the concept of compulsory arbitration to Trinidad and Tobago by the organization of the industrial judgeship. The main function of this Court was to intervene to prevent and settle industrial disputes between employers and their union represented workers. The industrial Stabilisation Act was later repealed and replaced by the Industrial Relations Act, 1972, lumbermanter 8801 of the Laws of Trinidad and Tobago to provide for the following free collective bargaining between employer and workers finished their representative associations, the development of a peaceful and expeditious procedure for the settlement of disputes, the establishment of the Industrial Court,the citation and registration of raft unions, the freedom to be represented by a stack union and the right not to associate, and industrial action which whitethorn be taken by both employer and employee. In addition, supply was made for a three-party industrial relations advisory committee which had the state of reviewing the IRA and do recommendations to the diplomatic minister of Labour. This way the Act kept up with industrial relations trends.The general industrial relations policy in Trinidad and Tobago was based on voluntary collective bargaining between employers and workers, via their representative associations, for the settlement of terms and conditions of employment. bit the Government has ratified several(prenominal) ILO Conventions, including the Tripartite Consultation (International Labour Standards) Convention, 1976 (No. 144), these Conventions only become effective when they are legislatively implemented. A 144 Tripartite Committee, comprising all of the social partners, tradeunions, employers, and Government, in operation in Trinidad and Tobago with the right of considering and recommending the ratification of ILO Conventions. State employees include all civil servants, teachers and members of the Protective work (F ire, patrol and Prison Services). The employment relationship between the State and its employees was governed generally by legislation, which made provisions for terms and conditions of employment including recruitment, hours of work, leave entitlements, payment of remuneration, pensions, allowances and other benefits. on that point was legislation which dealt specifically with each group, such as the Civil Service Act, Chap 2301 for all civil servants, the Police Service Act, Chap. 1501, as revise by the Police Service annotation (2003), the Fire Service Act, Chap. 3550 and the Education Act, Chap 3901 for teachers. The representative associations of monthly paid State employees may bargain collectively with the Chief Personnel Officer, who is deemed to be the employer of State employees under the IRA. The subject of these negotiations include wage increases, travelling and other allowances and leave entitlements. Other legislations were as follow The Occupational Safety and Hea lth Act Sets standards for employee health and safety at the workplace The Workmens Compensation Act or the Employment Injury and Disability Benefits shoot Provides compensation where employees are injured on the job suppression and Severance Benefits Act Guarantees the payment of severance pay to retrenched employees. The pregnancy Protection Act Provides motherhood leave and related benefits to female employeesPART BIn December 1991 a new political sympathies was elected in Trinidad and Tobago. It in brief embarked on an ambitious computer architectural plan of public sector rectify under the boilersuit direction of Gordon Draper as Minister in the Office of the Prime Minister with responsibility for Public Administration and Public Information. The programme drew directly on the NPM look-alike and sought to deliver decentralised management, improve morale and productivity, meliorate human resource management, improved quality of service and delivery, and improved computeing and accounting systems. The details of the programme were set outin detail in a publication of the MTSD as A Profile of the Public Service of Trinidad and Tobago (Commonwealth secretariate 1995). It covered seven areas, three of which were expound in some detail. The first was making the most of staff through training and development, the establishment of change teams within ministries to lead reform, new systems of performance appraisal, and amend work performance by upgrading accommodation and developing an employee assistance programme.The second focused on making government more efficient through the introduction of strategic training, up(p) productivity via computerisation, contracting out services, tautology management, and conducting comprehensive audits, a view also shared by Dr. Bissessar and Dr. Moonilal as mentioned previously. The threesome area, improving policy analysis and co-ordination, was to be achieved by creating standing committees of Cabinet i n vital areas for national economic development, improving policy presentation in the media, and creating more mechanisms for public consultation on national development. The other areas get byed the quality of public services, partnerships with the semi toffee-nosed sector and non-government organisations, effective management and the management of finance. It was a comprehensive vision and some of the ideas, mechanisms and procedures set forth in it have since been adopted by other Caribbean countries in their programmes of reform.In Trinidad and Tobago, however, it ran into difficulties. One was over the powers and responsibilities of the Public Service Commission (PSC). The reforms proposed their diminution and rationalisation, with umpteen of them being exercised by ministries and other public agencies in accordance with the more decentralised management principles of NPM. These were resisted by the PSC, which claimed that the government was unfairly blaming them for failur es in the public service. They also questioned the introduction of underground sector set into the very different ethos of the public service (Trinidad and Tobago 1995). Another was the proposal to establish human resource units in ministries which would have badly weakened the Personnel Department. A fleck of ministries submitted plans but there was much delay in implementation reducing the effectuality of the reform. Other changes in this area, such as performance appraisal, also met employee resistance, suggesting a blind drunk cultural resistance to change. However, on the one hand, public servants obligateed change which was salutary to themsuch as training, pay increases, systems of vocation path planning and enhanced opportunities.On the other, they were afraid of change which was in any way radical, rather than incremental, since they equated it with retrenchment and suppression which would threaten their jobs and erode their tenure. In such circumstances it is not surprising that many were openly hostile to suggestions for further reform. In the face of such opposition, and also a lessening of commitment to micro-manage change by the political leadership, the reform programme slowly ground to a halt. The role of the state in development has come under challenge. The reasons for this include the fiscal crises that hit most developing countries in the 1980s, weaken the ability of the state to fund development programmes the stabilisation and structural adjustment policies that followed, which compel reductions in the role and size of government and an increase in the scope and activities of the private sector and the elaboration, from the beginning of the 1990s, of programmes of good regime which aimed to build an effective state through matching a states role to its capability, which required a cardsharp focus on fundamentals, and raising state capability by reinvigorating public institutions. In the achievement of these last set of activi ties move public sector reform was to be encouraged.The impact of such programmes on the developing world has been the subject of much comment. In the case of small states it raised situation difficulties. The public sector tends to be proportionally bigger and its responsibility for delivering services crosswise a wide range of activities greater than in many larger countries. at that place were thus serious questions about any proposal to reduce the role of the state. At the same time the need for public sector reform was acknowledged in many small states. The New Public Sector Management (NPSM) is the transfer of business and market principles and management routinees from the private sector into the public service itself, or outsourcing government activities to the special purpose companies owned by a government or even to the private sector. There is or has been no empirical evidence that NPSM reforms of the public service or outsourcing have led to productivity increases or public welfare improvements even by private sector standards. This is because there are basic problems implicit in the NPSM model which derive from the situation that the aims of the public service differ from those of the private sector.The private sector is about competition and maximising profits.The proponents of NPSM seek to treat the public as though they are consuming private sector goods and services. The use of these business techniques in the delivery of public functions constricts the accomplishment of the basic tenets of the state democracy, regularity, transparency and due process, which are surely more important than perceived efficiency and speed. With regards to its impact on the Industrial Relations System, traditionally, trade unions in the Caribbean, in negotiating wages and conditions of employment for their members, have resorted to the con appearational undertake to settle outstanding issues. In the early days of trade unionism, this approach was extremel y successful and was effectively used. It poop be said that employers were cognizant of the dummy up relationship that existed between the political leaders in most of the Caribbean islands and the trade union leaders. In some instances, they were one and the same person. As the countries became independent and the impact of wayward economic circumstances began to be felt, employers in both the public sector and private sector responded by resorting to taking problematical economic decisions.Invariably, these decisions focused on the way in which wage increases were negotiated, the level of these increases and the impact which they had on government finances and on profits at the level of the enterprise. As a consequence, collective bargaining took a new turn as trade unions were forced to examine seriously their approach to the preparation of proposals and the presentation of their case. At the same time, alternative approaches to confrontation were examined and in some instanc es adopted. Social dialog has been demonstrable by the ILO as one of the alternative approaches recommended to the social partners (governments, employers and trade unions). A number of studies on best practices in selected enterprises in the Caribbean are being developed to demonstrate how effective social dialogue can be in increasing productivity and in keeping with the New Public Management approaches. However, it seems to me that there has been increasingly forceful moves by trade unions in Trinidad and Tobago over the recent few years to influence national policies and issues. This may be out of foiled expectations which originate from political and economic circumstances. whatever the reason, it is has begun to have a negative impact on the workers they represent and the wider society. If thissituation is not addressed it may very well deteriorate and there will be unintended adverse consequences, including loss of employment opportunities and declining standards of livin g for those whose interests should be served by the unions. The psyche stakeholders must re-examine their contributions to the current state of affairs and resolve to bring about the necessary transformation. We need to start the process of change now and even though it would be time consuming, it must be done. It requires an understanding of the realities of the global economy and the desperate for small economies such as ours to go away and in the longer term, to prosper. Trinidad and Tobago has been in a more fortunate position due to our rich hydrocarbon industry and prices being incidentally high. However, this should not be the basis of planning sustainable economic growth and development. The approaching requires all the social partners to work together, replacing confrontation by cooperation and collaboration. This can only be accomplished if there are suitable multipartite mechanisms established by the government and adhered to by all stakeholders (government, labour, private sector and civil society) whereby meaningful consultation leads to consensus on common objectives and the strategies by which these can be achieved.There must be a major paradigm demerit from dependency on oil and gas revenues to support artificially high employee compensation without regard for productivity. There can be no justification for such blind approaches to industrial relations. It is time to adopt new methods of resolving issues and to put the issue of pay for performance and productivity on the front burner. The era of might is right is a luxury we can no longer afford. We need to usher in a new dispensation of enlightened industrial relations to create a truly developed society. Relations between companies and unions need to shift from being adversarial to one of co-operation and it is critical for both parties, union and management to jointly address the competitive pressures and to work together to tackle the skills and the commitment of the workforce. The manufacturing and public sectors in many countries have been the traditional base of support for trade unions. They are now experiencing appreciable difficulties in maintaining and increasing membership. It is the hope of many that the Government will begin the process of getting the economy back on its feet. In doing so, there is always the dominance for increased agitation by tradeunions that could ultimately lead to Industrial action where their demands for double digit wage increases cannot be met by the Government.Such a situation can also impact the industrial relations environment across the private sector where unionization is concentrated, particularly along the East-West Corridor. There is also, the perception among many in society that our industrial relations climate will become increasingly adversarial. Employers are more weary of unionization right away more than ever before precondition the current approach to negotiations and dispute blockage by certain trade u nions. This is most unfortunate since these very employers accept that trade unions have a critical role to play in shaping industrial relations in our country and facilitating an economic recovery. It goes without saying that industrial action in any form and by anyone can lead to huge disruptions, losses in production and ultimately adverse long-run economic consequences if unchecked and properly regulated. The problem is that much of the current legislation and regulation governing industrial action was hypothesise back in the 1960s and at a time when there were no legislative safeguards and specified minimum working conditions. On the other hand, the situation is very different today.Today, most workers enjoy legislative protectionsin areas ranging from unfair dismissals to minimum wages, maternity leave and severance benefits. It is important to whole step that in the 1960s trade union membership was more than twice as much as it is now and industrial relations was more abou t power relations hence the prevalence of adversarial relationships between employers and workers. Today, this too has changed somewhat and great strides have been made to encourage tripartism, social dialogue and labour management co-operation. The movement towards human capital as the major enthronisation for competitive advantage has greatly accelerated. alter communication of total reward packages through face-to-face meetings, total reward statements and plastic benefits have in most workplaces replaced substantiating forms of communication and the significance of basic pay in the overall remuneration package.The one (1) major area that undeniable to be addressed was the Industrial Court, which was noted to have served the country will but has not been perfect inits judgments. Many have questioned whether there is a need for the Industrial Court as some of its judgments have been criticized. In a report submitted to Errol McLeod, Minister of Labour, Small and Micro Develop ment Enterprises on July 29, 2013 by the Industrial Relations unhurriedness Report Committee, it stated twenty-five (25) recommendations for changes needed within the Industrial Relations Sector. The report stated that there is a need to ensure that the Industrial Court is examined and brought up to a more modern constitution, since there have been no direct changes in the Labour Relations Sector for decades.There are issues with the tenure of Judges, Independence of the Court, migrant Law, Minimum Wages, Maternity Protection, Work mens Compensation Ordinance and Retrenchment and Severance Pay. It was also stated that the Collective Bargaining process must be done in a more timely basis. The Industrial Relations unhurriedness Report Committee also stressed in their extensive report that it was of import to the Industrial Relations Sector that all twenty-five (25) recommendations made be addressed. With this in mind, it is clear that what our industrial relations system inelucta bly now is a modernised legal framework which is applicable to changes in working life, modern human resource management practices and technological advancement. It also needfully a proper functioning Industrial Court to preside over all its matters.RECOMMENDATION AND CONCLUSIONWhile several attempts have also been made in the past to improve the operations of the Public Service of Trinidad and Tobago, the challenges associated with Human Resource Management and its evolution into New Public Management, accountability, selective information and technology, communication technology, leadership systems and the systems of laws and procedures continue to occur. The nuance of the Public Service has been one referred to as too laid back and that any diversion from the status quo is frowned upon and resisted. There needs to be collaboration between rouge central agencies to facilitate their acceptance of the fact that change is needed and accept the relevant responsibilities. Governm ents need to properly formulate and carry off the implementation of comprehensive change management strategies and have a robust legislative analysis of thesechanges.Provisions must be created to ensure effective implementation and review, communication and networking within and among various Ministries and Departments. There also needs to be a alter of the Civil Service and administrative components of Public Service Reform, providing them with a better frame work and indicator set. More circumspection must be given to the budget execution phases of Financial Management and capable resources must be allocated to ensure that the officers can perform at their best and with a sense of urgency. With all this in mind, it is quite an obvious that any kind or nature of Reform is a work in progress.BIBLIOGRAPHYLabour Law Profile. home(a) Labour Profile Trinidad and Tobago Web. 27 July 2011http//www.ilo.org/resrch/introTrinidad and Tobago Economic DevelopmentWeb. August 2011www.photiu s.com/countries/Trinidad and TobagoBissessar, Ann-Marie. The changing nexus of power in the New Public Sector Management of Trinidad and Tobago. Department of Behavioral Sciences, University of the West-IndiesInternational Journal of Public Sector Management. Web.Vol. 16ISS No.109Moonilal, Roodal Dr. A note on HRM and Its Diffusion.June 13, 2009Sutton, Paul. Public Sector Reform in Small StatesCases from the Commonwealth Caribbean. (2009)Industrial Relations in Trinidad and Tobago. Wikipidea Online. Encyclopedia Wikipedea, 2012. Web. 13 Nov. 2013.Young, Greg. Home page. Web. 13 Nov. 2013Chamber of Commerce. The flow Industrial Relations Climate in Trinidad and Tobago Chamber of Commerce, 2011. Web. 10 Nov 2013