Human Resource Management

Question 1

Human Resource Management

Answer 1

responsibility for maintaining the relationship between employees and the business

Question 2

Relationship between Human and Resource Management

Answer 2

Human resource management plays a vital role in
ensuring that the business have the necessary
employees with the desired skills and abilities to
effectively perform in the duties.

The HR department also need to ensure that employees
are motivated and willing to perform tasks which align
with business objectives.

Question 3

Motivation

Answer 3

is what drives a person to apply individual effort over a sustainable period of time.

Question 4

Maslow’s Hierachy of Needs

Answer 4

Physiological, safety, social, esteem and self-actualisation.
The most basic needs are situated at the bottom of the hierarchy, progressing to higher level. An employee’s needs at a specific stage must be fulfilled before they can move up to the next level. Once satisfied it is no longer a motivator.

Question 5

Physiological needs

Answer 5

theorised that people work to satisfy their physiological needs first, such as food and water. The wage that a business pays to an employee helps satisfy these needs.

Question 6

Safety needs

Answer 6

Attempt to satisfy their safety needs, such as shelter and clothing. Businesses help to satisfy this need by providing safe working conditions and job security.

Question 7

Social Needs

Answer 7

Once these first two needs have been satisfied, employees seek to satisfy their social needs. Work provides an opportunity for people to meet and form working relations that provide a sense of belonging.

Question 8

Esteem needs

Answer 8

Esteem needs are satisfied when an employee’s work is appreciated and he or she is given recognition, promotion or added status in the business.

Question 9

Self-actualisation needs

Answer 9

Self-actualisation needs refer to an employee’s desire to reach his or her full potential. To satisfy these needs, businesses must provide a workplace that encourages personal growth and development, interesting and creative jobs, and opportunities for advancement.

Question 10

Maslow’s Hierachy of Needs Explanation

Answer 10

Important because it suggested that businesses have to create workplaces that attempt to satisfy all the needs of an employee. Businesses that attempt to motivate workers through pay rises or job security would only be satisfying lower order needs. Employees would not be fully motivated; and may become so dissatisfied and unmotivated that they become unproductive and/or leave the business, creating costs for the business in reduced efficiencies.

Question 11

Strengths of Maslow’s Hierachy of Needs

Answer 11

Allows management to develop an understanding of individual needs — all individuals are different and have specific needs.

Allows management to be aware that employees will be at different stages of development and that they will need to be motivated using a variety of methods.

Question 12

Weaknesses of Maslow’s Hierachy of Needs

Answer 12

Maslow’s Hierarchy of Needs is only a theory — it is not supported by empirical evidence and the stages in the hierarchy do not apply to all individuals.

The Hierarchy of Needs is very simplistic and one motivation strategy should be able to satisfy several needs at the same time.

Question 13

Goal Setting Theory Locke and Latham

Answer 13

A motivational theory which states that employees strive to achieve well defined objectives. Managers are able to use goals which fulfil 5 key principles to motivate employees within the workplace.

Question 14

Clarity

‘improve your performance’ is not as effective as setting clear achievable and specific measures, such as ‘improve sales by 10 per cent’

Answer 14

Giving goals clarity means making them unambiguous and measurable. It is important that everyone understands what is expected and the result that will be rewarded. A vague goal does not include any specific actions that could be taken to achieve this. In addition, there needs to be a clear end date for the goal to be achieved.

Question 15

Challenge

Answer 15

People are often motivated by achieving something they have not successfully completed before. The opportunity to complete a task that is highly valued by the business can motivate an employee. There is no point in setting a goal that is beyond the capabilities of the employee, too easy, or does not seem to have much importance will not provide much in the way of motivation.

Question 16

Commitment

Answer 16

It is generally recognised that the greater the input from the employee, the more likely it is that the employees will commit to it, which means that a more challenging goal can be set, leading to greater rewards in the end.

Question 17

Feedback

Answer 17

Feedback provides opportunities to offer recognition for progress achieved, to make adjustments to the goal if necessary, and to ensure expectations are clear.
Frequency of feedback can depend on the timeframe of the goal.

Question 18

Task Complexity

Answer 18

While goals should be challenging enough to motivate employees, it is important that the level of complexity of the associated tasks should not be overwhelming. Rather, the tasks set to achieve the goal should be straightforward enough that employees feel that they can fulfil them.

Question 19

Strengths of Goal Setting Theory

Answer 19

Staff will perform at a higher standard due to their clear and specific goals, leading to a higher rate of productivity.

Better relationships between management and employees will occur as they work collaboratively to set goals and provide feedback.

Question 20

Weaknesses of Goal Setting Theory

Answer 20

Setting goals that are too vague can lead to poor performance — goals that are not challenging can become demotivating.

Failing to meet a goal could be detrimental to an employee’s confidence.

Question 21

Four Drive Theory Lawrence and Nohria

Answer 21

The Four Drive Theory attempts to identify the
basic human drives that determine all human behaviour
and apply these as a means of motivating employees in the workplace.

Question 22

Drive to acquire

Answer 22

Achievement as in the desire to own material goods and non-material things, such as status and influence.

• tying monetary rewards to improvements in performance
  -establishing high levels of performance as the norm, and the standard by which all employees are judged and rewarded.

Question 23

Drive to bond

Answer 23

The drive to bond is most commonly expressed through a sense of belonging and the formation of relationships.

• Employees will be encouraged to trust and support each other.
• Personal friendships between employees will be fostered and supported.

Question 24

Drive to learn

Answer 24

The drive to learn encompasses the need to understand the world around us, to be challenged mentally and be faced with interesting and varied experiences.

• Opportunities to learn new skills are provided on a regular and ongoing basis.
• Tasks are made as interesting as possible.

Question 25

Drive to Defend

Answer 25

As the latent drive, defending comes into play in ensuring that the work environment is safe and non-threatening, with high levels of trust between employees and management.

• The workplace is welcoming and supportive, and intimidation is not used as a management technique.
• Managers treat all employees fairly and are seen to do so consistently.

Question 26

Strengths of Four-Drive Theory

Answer 26

• The drives work independently, allowing management and employees to be flexible in the behaviours or strategies selected or implemented.
• Four Drive Theory is very adaptable to complicated or intricate environments or situations.

Question 27

Weaknesses of Four-Drive Theory

Answer 27

Other drives besides the four outlined by Lawrence and Nohria may exist — these don’t necessarily explain all the individual characteristics that may motivate a person.

Some of the workplace applications involve competition between employees, which can have detrimental effects

Question 28

Maslows compared with Locke and Latham

Answer 28

similarities
Both theories highlight the importance of achieving job satisfaction as a key motivator.

Both theories focus on achieving one thing at a time — Locke and Latham is one goal at a time, Maslow is one step in the hierarchy at a time.

differences
Maslow’s theory is an ongoing, long-term process through a series of steps, whereas Locke and Latham’s theory is more short term, in that the achievement of a goal ends the process, and a new process with new goals may be implemented.

Individual employees can be very significant in the goal-setting process, while managers are more significant in setting a tone that allows for the satisfaction of the different levels in Maslow’s Hierarchy of Needs.

Question 29

Locke and Latham compared with Lawrence and Nohria

Answer 29

similarities
The rewards that come from the achievement of a goal in Locke and Latham’s theory can be linked to Lawrence and Nohria’s drive to acquire.

In both theories, cooperation between manager and employee is essential. With Locke and Latham this comes with the setting of goals and feedback. With Lawrence and Nohria it comes from the manager having to understand how each of the four drives will affect employee motivations

differences
Goal Setting Theory can be closely aligned to the objectives of the business while the Four Drive Theory concentrates more on the internal motivating forces within each employee.

In Locke and Latham’s theory, a person is usually pursuing one specific goal at any given time, while Lawrence and Nohria’s theory assumes that a person needs to satisfy all four drives simultaneously.

Question 30

Maslow’s compared to Lawrence and Nohria

Answer 30

similarities
Both theories were originally devised as a means of explaining human behaviour in general and have been adapted for application as theories of workplace motivation.

Satisfying the drive to learn can be compared with having self-actualisation needs satisfied.

differences
Maslow’s theory has five different levels of needs in a hierarchical structure, while Lawrence and Nohria’s four drives are all considered to be of equal significance.

Maslow’s theory assumes a sequential set of steps. A person will satisfy one level in the hierarchy before moving to the next one. In contrast, satisfying the four drives can occur simultaneously.

Question 31

Performance related pay

Answer 31

is a means of rewarding employees through monetary compensation when they perform their duties in a manner that equals or exceeds a set of pre-determined goals or criteria.

such as pay increases, bonuses and commissions, including share plans, profit sharing and gainsharing.

Question 32

performance related pay short-term effects

Answer 32

Financial benefits such as pay increases, bonuses and commissions can influence short-term employee motivation in that they provide an immediate and tangible reward for effort and/or commitment to the business.

Question 33

performance related pay long-term effects

Answer 33

Share plans, profit sharing and gainsharing tend to provide longer-term motivation, as the rewards may take a number of years to be achieved.

Question 34

advantages performance related pay

Answer 34

Will only apply when there is actual performance improvement.
Reward are generally predictable and easily calculated.
improves productivity levels and thus engagement and commitment

Question 35

disadvantages performance related pay

Answer 35

a business may not be able to afford performance-related pay (due to the high cost it may not be sustainable in the long term)
can create rivalries amongst employees and resentment for those employees who miss out
not all employees are motivated by pay

Question 36

Career advancement

Answer 36

occurs when a person takes on a job that carries greater responsibilities or increased opportunities to provide leadership.

Question 37

short term effects of career advancement

Answer 37

In the short-term it usually brings a pay rise and greater job security, which satisfy the low order needs on Maslow’s hierarchy.

The drive to acquire status and influence, the drive to bond, and the drive to learn can all be satisfied by promotion and career advancement. In the short term, satisfying these drives provides employees with a level of motivation.

Question 38

long term effects of career advancement

Answer 38

In the longer term it provides a means by which some of the higher level needs in Maslow’s hierarchy can be satisfied. An opportunity to be involved in decision-making in a leadership position can satisfy the social needs; gaining responsibility through promotion can satisfy esteem needs; and providing creative and interesting work can satisfy self-actualisation needs.

Satisfying these drives can affect long-term motivation by encouraging the employee to remain with the organisation, and not seek opportunities elsewhere.

Question 39

Advantages of career advancement

Answer 39

can provide a means of retaining valuable employees
will satisfy employees who desire a sense of achievement of extra responsibility.

Question 40

Disadvantages of career advancement

Answer 40

employees may be promoted beyond their capacity
promotion positions cannot just be created - they have to have some purpose

Question 41

Investment in training

Answer 41

refers to the direction of finances, or resources such as time, into the teaching of skills to employees.

Question 42

short term effects of investment in training

Answer 42

Providing employees with additional skills can increase job satisfaction. A more highly skilled job will usually pay more, so naturally employees will take the opportunity to take on additional training in the short term to give them access to those types of jobs.

Question 43

long term effects of investment in training

Answer 43

In terms of Maslow’s hierarchy, successful completion of additional training and personal growth supports the esteem and self-actualisation need by providing the employee with a sense of accomplishment.

Locke and Latham’s, skill development goals can be established for employees to contribute to the business.

Staff training also satisfies a number of the drives identified by Lawrence and Nohria through learning and improved comprehension.

Question 44

advantages of investment in training

Answer 44

May improve employee retention as staff loyalty and motivation are improved
Benefits the business by improving the skills of employees so that they feel more confident and perform more productively

Question 45

disadvantages of investment in training

Answer 45

A business may be unable to afford the costs of training
Business may pay cost of training only to have the employee leave for a position in other business.

Question 46

Support strategies

Answer 46

Support is the assistance or services provided by the business to help employees cope with difficulties that may impede their work performance.

Question 47

short term effects of support strategies

Answer 47

Providing support and encouragement for employees can motivate them to do better. Support can also be relevant when an employee has made a mistake when relatively new or inexperienced, the employee may benefit from the experience.

Question 48

long term effects of support strategies

Answer 48

A supportive workplace can have a positive effect on the employee’s long-term motivation, as it encourages a sense of loyalty, and willingness to remain in that work environment.

Question 49

advantages of support strategies

Answer 49

many forms of support may be provided with little to no cost
positively influence employee attitudes and help to improve confidence and motivation

Question 50

disadvantages of support strategies

Answer 50

requires a business to have a positive corporate culture
employees may become too dependant on the support service provided or the person offerring.

Question 51

Sanction strategies

Answer 51

A sanction is a penalty or form of discipline imposed on an individual. It may become necessary when an employee does the wrong thing in the workplace.

Question 52

long and short term effects of sanction strategies

Answer 52

Fear of sanctions can be a motivating factor for some employees, but will generally only influence Maslow’s lower order needs. It can also influence the defence drive as identified by Lawrence and Nohria.
It is only likely to impact on short-term motivation, as it does not encourage the employee to make a long-term commitment to the business.

Question 53

advantages of sanction strategies

Answer 53

sanction for poor behaviour can be a motivator to improve work performance
quickly stop inappropriate behaviour of some employees

Question 54

disadvantages of sanction strategies

Answer 54

tends to act only as a short term motivator
may cause resentment in employees and result in conflict between staff and employees

Question 55

On the job training

Answer 55

occurs when employees need to learn a specific set of skills to perform particular tasks in the workplace

This training usually occurs within the working environment provided by an experienced co-worker, by a leader or through external providers when new equipment is introduced.

Question 56

adv of on the job training

Answer 56

Employees are often actually working while training, so are more productive.

Trainees use the actual equipment that is required to do the job.

Question 57

disadv of on the job training

Answer 57

The quality of the trainer may vary — not everyone has the ability to teach others.

Bad habits of older staff may be passed on to younger employees.

Question 58

Off the job training

Answer 58

It usually involves sending individuals or groups of employees to a particular specialised training institution.

Question 59

adv of off the job training

Answer 59

Can provide a formally recognised qualification for employees
Outside experts and specialists can provide broader experiences.

Question 60

disadv of off the job training

Answer 60

More expensive, with fees charged, travel costs, etc.
Lost working time while the employee is absent from the workplace

Question 61

Performance management

Answer 61

Performance management aims to improve both business and individual employee performance by relating the business’s performance objectives to the employee’s performance objectives.

Question 62

Management by objectives

Answer 62

It is a process by which management and employees agree on a set of goals for each employee, with these contributing to the objectives of the business as a whole. Included in the process are the means of measuring progress towards the achievement of these goals

Question 63

adv of management by objectives

Answer 63

Can improve communication and result in employees being more aware of a business’s objectives.

Both manager and employee are likely to know what is expected of them, reducing ambiguity and confusion in relation to roles.

Question 64

disadv of management by objectives

Answer 64

Management by objectives is not always useful for all types of employees.

A failure to meet objectives could become demoralising for some employees, resulting in a lack of motivation.

Question 65

Appraisal

Answer 65

is the formal assessment of how well an employee is performing their role in the business over a set period of time. (based on a set of predetermined criteria)

Question 66

explanation of what appraisal is

Answer 66

Performance appraisal typically occurs at frequent intervals. A performance appraisal can be formal or informal.

Explain both the positive and the negative aspects of an employee’s performance, encourage continuation of positive behaviour, and advise improvements. The manager will also be able to identify training needs for the employee.

Question 67

advantages of appraisal

Answer 67

Facilitates communication and allows positive relationships to develop between management and employees.

Feedback can help employees improve their performance by providing clear areas for improvement.

Question 68

disadvantages of appraisal

Answer 68

Can be time consuming, particularly if the cycle becomes shorter (such as monthly or weekly).

Can be stressful for both managers and employees.

Question 69

Employee self-evaluation

Answer 69

Self-evaluation assumes that employees are able to assess their contribution to the business, their own strengths and weaknesses, and how they can improve their performance.

Question 70

explain employee self-evaluation

Answer 70

This strategy involves employees carrying out a process of self-assessment, based on a set of agreed criteria. Take into account an employee’s career aspirations as well as current strengths and weaknesses.

• examine their current role in the business

consider how that role may change

identify how greater responsibility and leadership could be taken on in the future.

Employees undertaking the self-evaluation process should be encouraged to keep documentary evidence of their achievements, as this helps provide a factual and measurable basis for that evaluation.

Question 71

adv of employee self-evaluation

Answer 71

Allows employees to be actively involved in the process of performance management and assists them in understanding their role.

Provides an opportunity for the business to gain an insight into how employees perceive their performance

Question 72

disadv of employee self-evaluation

Answer 72

Some employees may feel ill-equipped to undertake a self-assessment.

can often overstate their own performance when completing a self-evaluation, or may complete parts of the process dishonestly.

Question 73

Employee observation

Answer 73

is used by managers to gain insights into the performance of employees.

The aim is to get feedback from a variety of different parties in order to arrive at a more comprehensive picture of past and current performance.

Question 74

adv employee observation

Answer 74

Employees observing strengths of colleagues may imitate their behaviour.

Employees receiving feedback from other staff may be more likely to respond to the suggestions, if they value opinions of their peers.

Question 75

disadv employee observation

Answer 75

Staff may feel stressed when they know that they are being observed.
Needs a high degree of trust. The process could be damaging if any one of the participants has a personal vendetta against the employee.

Question 76

Termination

Answer 76

of employment is when an employee leaves a particular workplace, ending the employment relationship.

Question 77

Retirement

Answer 77

is when an employee voluntarily leaves the workplace and the workforce.

many businesses provide advice and assistance to employees to help them prepare for retirement.

Question 78

Resignation

Answer 78

or ‘quitting’, is a voluntary ending of the employment relationship.
needs to give the employer sufficient notice of his or her intention to resign.

Question 79

Redundancy

can be involuntary or voluntary

Answer 79

occurs when the job a person does is no longer necessary.
Unless the existing employee can be redeployed, he or she will be retrenched — this means the employee will lose their job and will not be offered another.

Question 80

Voluntary redundancy

Answer 80

occurs when employees are informed of the situation and given the opportunity to nominate themselves for voluntary redundancy.

Question 81

Involuntary redundancy

Answer 81

occurs when an employee is asked to leave the business against his or her will because their job no longer exists.
employee is not at fault in any way; purely based on the ongoing needs of the business.

Question 82

Dismissal

summary dismissal

Dismissal on notice

Answer 82

There are occasions when the behaviour of an employee is unacceptable and it then becomes necessary for a business to terminate the employment contract of that employee.

summary dismissal — when an employee commits a serious breach of their employment contract. No notice from employer is required.

dismissal on notice, when an employee is not performing the job satisfactorily. Amount of notice to be provided as well as termination payments

Question 83

Unfair dismissal

Answer 83

occurs when an employer dismisses an employee for discriminatory reasons.

need to handle dismissals in a way that:
takes account of the legal and financial implications
minimises the trauma for both parties
does not have adverse effects on the morale of the remaining staff.

Question 84

Entitlement considerations

Answer 84

legal obligations an employer owes to its employees following the termination of their employment contract.

annual or long service leave: must be paid out to employee
redundancy pay: often entitled to financial compensation from business. Size of redundancy pay is higher for employees who have stayed longer. Employees < 12 months usually don’t get
notice of termination: sufficient notice to provide employee with time to prepare
justifiable reasons for employment termination: must provide valid reasons of redundancy or dismissal for it to be lawful

Question 85

Transition considerations

Answer 85

Issues that relate to the process that the employee will go through in changing from one job to another, or from one set of circumstances to another.

are generally offered above and beyond the requirements of the law.

Question 86

Transition consideration services provided

Answer 86

Retirement: a gradual reduction in days worked over a period of time. Counselling and support on issues such as superannuation and government pension entitlements.
Redundant: assistance writing job applications, references for potential employers, time off for job interviews.

Outplacement services:
job interview training
career coaching
assistance with improving resumes
career counselling.

Question 87

workplace relations

Answer 87

Workplace relations refers to the interaction between employers and employees, to achieve a set of working conditions that will meet the needs of employees as well as allowing the business to achieve its objectives.

Question 88

Human Resource Managers

Answer 88

are individuals who coordinate the relationship between
employees and management within a business.

Recruit, hire, train, and terminate employees
Negotiate with employees and their representatives
Act as a mediating party
Ensure that minimum legal requirements are met

Question 89

Employees

Answer 89

individuals who are hired by a business to complete work tasks and support the achievement of its objectives.

Follow and understand workplace safety procedures
Complete tasks with proper care and diligence
Obey terms in their contract
Avoid misusing confidential information
Report illegal or unethical behaviour

Question 90

Employer associations

Answer 90

are advisory bodies that assist employers in understanding and upholding their legal business obligations.
part of an association improves legal protection and gain assistance when negotiating their employees’ wages and conditions.

share information
provide advice
represent employers during negotiations with employees
provide support

Question 91

Unions

Answer 91

Unions are organisations composed of individuals who represent and speak on behalf of employees in a particular industry to protect and improve their wages and working conditions.
employee can voluntarily join a union and gain the benefits of this membership in their
relevant industry.

Seek better wages and work conditions on behalf of employees
Protect job security and integrity of employee contracts

Question 92

Fair Work Commission

Answer 92

Fair Work Commission (FWC) is Australia’s independent workplace relations tribunal that has a range of responsibilities outlined by the Fair Work Act.

Set national minimum working standards
Establish awards
Approve and monitor
enterprise agreements
Act as an arbitrator
Act as a mediator
Respond to serious workplace issues

Question 93

Awards

Answer 93

A legal document which outlines the minimum wages and conditions of work across an entire industry.

These minimum standards are set and made by the Fair Work Commission as National Employment Standards (NES).

Question 94

adv of awards

Answer 94

Less costly for the business
Provides a stable and secure safety net for employees

Question 95

disadv of awards

Answer 95

Provides less flexibility — cannot be customised to the needs of a workplace
Modern Awards can be complex.

Question 96

Enterprise Agreements/Agreements

Answer 96

Agreements: A legal document which outlines the wages and conditions of employees and is applicable to a particular business or groups of businesses.

Fair Work Commission must review and confirm an Enterprise Agreement.

Question 97

Agreements established during…
Collective/Enterprise Bargaining

Answer 97

Collective/Enterprise Bargaining which is the process of negotiation between employers and employees, or their chosen representatives, to reach an agreement regarding their wages and conditions of employment.

Question 98

Individual Contracts

Answer 98

An individual employment contract is a legally
binding agreement between an employer and
an employee that sets out the employee’s
wages and conditions of work.

comply with the relevant Award, and must be consistent with the 10 National Employment Standards.

Question 99

adv of enterprise agreements

Answer 99

Very flexible — can be tailored to specific workplace needs.
May be used to attract talented or highly skilled employees to the business.

Question 100

disadv of enterprise agreements

Answer 100

Conditions that are better than the relevant Award may be very expensive for a business.

Varying pay or conditions of work may result in industrial action.

Question 101

mediation

Answer 101

An impartial third party facilitates
discussion between disputing parties to help each side reach a resolution by themselves.

Question 102

explanation of mediation

Answer 102

The third party helps the parties in dispute to work towards their own agreement. The agreement will only be legally binding if the parties draw up a contract on the terms of the agreement.

Mediators do not act for either of the parties, nor do they advise or decide who is right or wrong. Their main role is to encourage the parties to examine all the issues, preferring to allow the parties to develop the agreement in their own terms.

Question 103

adv of mediation

Answer 103

Positive working relationships are maintained as the parties in dispute are encouraged to work together in reaching a decision.

Mediation is voluntary — if both parties have agreed to it, they are both clearly willing to work towards a solution.

Question 104

disadv of mediation

Answer 104

A decision made using mediation may not be legally binding on the two parties meaning that one of the parties or both parties may not honour their commitments.

One party may refuse to attend mediation as it is not compulsory to attend — it is also not compulsory to reach agreement. This may result in mediation becoming a waste of time and money.

Question 105

Arbitration

Answer 105

is a means of dispute resolution involving an independent third party hearing submissions from the parties in dispute and then making a decision in favour of one or the other.

Question 106

explanation of arbitration

Answer 106

Decision will be binding on the parties.
Arbitration is usually a formal process in which both parties present their evidence to the arbitrator.
The arbitrator then determines which party is more in the right and makes a binding decision.

Question 107

adv of arbitration

Answer 107

Arbitrations are compulsory to attend.
The dispute will normally be resolved much more quickly than if it was taken to court.

Question 108

disadv of arbitration

Answer 108

Parties have reduced control over the outcome, as the decision will be imposed by the arbitrator.

The process may be more time consuming and more expensive than other dispute resolution methods, depending on the nature of the dispute and how the arbitration is conducted.

Question 109

similarities between mediation and arbitration

Answer 109

formal methods of dispute resolution
involves the use of external third parties in order to help the conflicting parties come to an agreement

Question 110

differences between mediation and arbitrationes

Answer 110

the mediator does not provide any advice/suggestions or decide who is right or wrong but the arbitrator determines which party is right and makes a binding decision

arbitration is compulsory to attend mediation is not

Decisions made in arbitration by the arbitrator are legally binding and enforceable however a decision made in mediation is not necessarily legally binding.

Question 111

awards and agreements similarities

Answer 111

business must uphold requirements of employment as stated through NES
contractual disputes are dealt by FWC

Question 112

awards and agreements differences

Answer 112

awards
applicable to an entire industry
is developed by FWC
employees not always represented by union in the process

agreements
leaves employees better off than the relevant award
reviewed and approved by FWC
developed through voluntary negotiation

Question 113

Transition and entitlement differences

Answer 113

transition are not legal obligations and are offered above and beyond a business’ legal requirements whereas entitlements are required legally failure = serious legal action

transition takes into account socially responsible practices whereas entitlement generally do not as they abide by minimum standards

transition includes activities such as workshops for… whereas entitlements cover areas such as outstanding leave entitlements, long service leave.

Question 114

Transition and entitlement similarities

Answer 114

they both require a need for union involvement
both contribute to a business’ labour expense
both part of the termination process
both may be built into redundancy packages