E) Role of HR Managers

Question 1

Role of HR Managers under a decentralised Approach

1. Impact on HR (decentralise IRS)??

Answer 1

• Federal government legislation has continued to decentralise the industrial relations system, so that more employee relations outcomes are achieved at the level of the business organisation. This brings the industrial relations action much closer to management and to human resource (HR) management in particular.

Question 2

Role of HR Managers under a decentralised Approach

2. Impact on HR (mgmt skills?)

Answer 2

• Many of the management skills are relevant to the work of HR managers in the new era. HR managers also need a clear view of how their employee relations activity relate to the long-term business strategy of their organisation.

Question 3

Role of HR Managers under a decentralised Approach

3. Impact on HR (WorkChoices)??

Answer 3

• Work Choices gave companies more flexibility in employee relations and greater power over employees. The laws were fully utilised by businesses that see cost-cutting as their only road to improved productivity.
• Under Work-Choices most large Australian business organisations were very careful about maintaining established relationships with their employees. Agreements, and the negotiating of collective agreements continued, even though Work-Choices made collective agreements with unions more difficult.

Question 4

Role of HR Managers under a decentralised Approach

4. Impact on HR (Productivity)

Answer 4

• The best modern managers see productivity improvements more broadly than simply saving on wages (labour cost-cutting). They continue to seek employer of choice (EOC) status. This is achieved in workplaces that are relatively participatory or consultative, and are characterised by open and harmonious employee relations.

Question 5

Role of HR Managers under a decentralised Approach

5. Impact on HR (Good Employee Relations)

Answer 5

• Management does not want to risk the good employee relations it has developed over the years. There will always be some tension between employees and employers on issues of pay and working conditions (industrial relations). This is a given in our society. At the same time organisations benefit from harmonious and productive relationships between management and workers. Poor employee morale and industrial unrest hinder productivity and business competitiveness.

Question 6

The Role of the Human Resource Manager in Employee Relations
intro?

Answer 6

There are three stages at which the human resource manager might be involved in employee relations under a decentralised approach.

Question 7

1 (Employer Rep)

The Role of the Human Resource Manager in Employee Relations

Answer 7

1. HRMs are often involved as employer representative in the process of negotiating new agreements.
    This can involve long discussions with workers and their unions
    As they are representing the organisation, the key management role of leading is very important
    A certain amount of control is also necessary in the negotiations.

Question 8

2 (agreements implemented)

The Role of the Human Resource Manager in Employee Relations

Answer 8

2. HRMs are responsible for making sure that the agreements are implemented correctly.

 They key management roles of planning and organising are most important here, as new levels of wages may need to be organised and the details of new leave agreements or other work conditions will have to be systematically introduced.

 The timing of implementation will have to be carefully planned so that workers receive all of their entitlements on the correct dates.

 Control is essential as the correct amounts of money must be paid, the workers must abide by all leave arrangements and other conditions of work.

 As new legislation takes effect, the HRMs would find that implementing the new standards and abiding by the modern awards will be a major focus of their roles.

Question 9

3 (Industrial Dispute)

The Role of the Human Resource Manager in Employee Relations

Answer 9

3. HRMs may be required to negotiate in times of industrial unrest and disputes.
    Negotiation is beneficial in times of large Industrial disputes as management and workers have polar opposite interests and represent two complete opposite ends of scale.
    If previous negotiations regarding enterprise agreements have failed and industrial action (such as a strike) has resulted, then the HRM may need to plan a new strategy, or organise and implement some control measures so that no harm is done to the business.
    They may also have to organise the information required by Fair Work Australia if the matter ends up before this institution.