Employer Strategy and Representation

Question 1

Employer

Answer 1

A person or organisation that offers wages/salary in return for labour and/or expertise.

Question 2

Contemporary business problems

Answer 2

Corporate strategy - continuous need for alignment (strategy, people,structure)

Technological advancements - increase in computing power and network growth are driving change faster and altering many workplaces

Question 3

Contemporary business problems

Answer 3

Competition - Global markets, multiple competitors, increased rate of change

Flexibility - job sharing, Flexi time, telework

Social trends - social networks, ageing population, cultural diversity

Question 4

Rise of the manager

Answer 4

Professional management parallels rise of modern corporatation and

Question 5

Material prerogative(rise of the manager)

Answer 5

Authority to exercise discretion in areas such as staffing levels

• assigning and directing workforce
• disciplinary methods without negotiations or discussion with unions

Question 6

Role of manager (vertical)

Answer 6

Progressing up the corporate ladder

Supervisor
Middle manager
Senior manager
Managing director
Chief executive officer

Question 7

Horizontally (role of manager)

Answer 7

Within organisation
Across organisation

Professionals who have managerial responsibilities

(Accountants, lawyers, engineers, doctors, academic)

Question 8

Approaches to managing people

Answer 8

• control vs flexibility

Control: scientific management and classical management

Flexibility: human relations

Question 9

Scientific management

Answer 9

Involves:

• Identifying most efficient way of performing a job
• breaking down components of a job
• assigning individuals to each task

Question 10

Classical management

Answer 10

Functions: 
Planning
Controlling
Organising 
Commanding 

Control: significant management responsibility

ER strategy about controlling internal factors such as productivity and behaviour of employees and contractors while also influencing union involvement

Question 11

Human relations/ behavioural approach

Answer 11

• Mayo
• 1930s
• Hawthorne studies
  Examined: effects of social relations, motivation and employee satisfaction on factory productivity

Viewed workers in terms of their psychology and fit with with companies rather than as an interchangeable part

Question 12

Theory X approach

McGregor

Answer 12

Workers have:

• Little ambition
• Disliking work
• Avoiding responsibly

Question 13

Theory Y (McGregor)

Answer 13

• Self directed
• Enjoying work
• Accepting responsibility

Question 14

Employer and professional associations

Answer 14

Managers of small businesses have both legal and ethical obligations while managing their workforces

Assist small businesses and legal and ethical compliance

Question 15

Employer associations

Answer 15

• Organised groupings of employers that are registered with the FWC
• Possess legal rights to represent their member employers on employment relations - related matters in courts and commissions

Question 16

Employer and professional associations

Answer 16

Owners have an ethical and legal obligation when managing their workforces

Assist small businesses in legal and ethical compliance, employer/professional associations offer range of legal and advisory services.

Question 17

Common interests that employer associations have combined for

Answer 17

• Drive down the price of labour
• Bid up the price of products
• Act as cartels and control the market
• Fix standards

Question 18

Formed cyclically:

Answer 18

If unions are illegal or weak, employers felt little need to organise

If unions grew in strength, employers formed associations/ alliances