Synopsis
This case examines HRM practices in Brunei’s public sector, where governance is shaped by the Malay Islamic Monarchy (MIB) philosophy and a highly centralized bureaucratic system. It explores how sociocultural norms, political structures, economic conditions, and technological changes influence recruitment, workforce planning, and digital HRM initiatives like GEMS. The case highlights tensions between formal HRM policies and informal cultural influences, such as nepotism and hierarchy, and compares Brunei’s public sector HRM with Western models in terms of decision-making, employee engagement, and modernization.
Intended Learning Outcomes (ILOs)
By the end of this case discussion, students will be able to:
- Analyze how sociocultural, political, legal, economic, and technological factors shape HRM in Brunei’s public sector.
- Evaluate the role of centralized governance and national philosophy in influencing HRM policies and workforce management.
- Assess the challenges of implementing digital HRM systems like GEMS in a traditional bureaucratic setting.
- Compare Brunei’s public sector HRM with Western models in terms of recruitment, motivation, and decision-making.
Target Course and Program This case is best suited for undergraduate and postgraduate courses in Human Resource Management, Public Sector Management, and Comparative HRM. It is particularly relevant for programs in Business Administration, Public Administration, and Management Studies.
Authors: Jawad Syed and Ms Dk Nur’Izzati Pg Omar
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