topic 4 human resources Flashcards
human resource management
manage total relationship betw employer and employees to achieve strategic goals of bus, interchangeably described by:
- industrial relations
- employment relations
- workplace relations
manage all HR functions & align each towards achieving broad bus goals eg.
- plan staff needs
- acquire & maintain emps
- training & development
- supervise & manage emp performance
- separation
- diversity, (gender equity, comply w/ anti-discrimination legislation)
- manage conflict resolution & workplace change
strategic role of HR
- achieve max bus productivity (output per person) by ensuring emps effective & efficient –> strategic goals
- role & obj of HR managers to develop workplace enviro where emps successfully complete tasks
- HR must support emp needs whilst promoting goals
how is a business rewarded when it manages effective HR practices, why is it important bus function?
- emp bus msot valuable resource
- staff costs** >50% total costs** so vital to achieve max productivity for wages
effective workforce adds bus perf & comp adv - emps change jobs if better wages & conditions so HR strats must retrain, reward, motivate skilled to achieve objs
- must manage change bc positive workplace culture encouraging open communication w/ employees & receptive to retraining opps will overcome resistance –> sustinable comp adv
recent trends in HR
- develop & retrain talented staff (^ comp for best emps)
- manage multi-generaional workforce (older workers retiring later –> PT, bus wider range age groups in WF diff needs, expectations)
- shift to remote, hybrid work arrangements (work form home)
- develop leadership (emps occupying management positions will be exiting workforce –> younger staff must be equipped w/ leadership skills required in future, changing attitudes to work,)
- succession planning (need clear plans to replace senior positions)
- ^ role tech (need training to ensure emps have skills to use new tech while many positions redundant bc replaced)
- ^outsourcing emp (smaller in-house workforce –> need manage separation & morale of remaining)
- CSR (treatment, reputational damage if unethical/socially irresponsible)
conflict betw employees & managers
- emps want ^ wages but bus goal max profits
- must negotiate so solutions acceptable for both (emps ^output –> ^ rev & profitability–> productivity gains via ^wage
interdependence w/ other functions
role of HR to manage productivity & emp development in all functions
- HR need support of management & effective communication w/ other functions to build strong bus culture aligned w/ strategic goals
- large bus specialist HR manager/department responsible while smaller bus general manager & emps may share HR responsibilities
HR link to finance
- ensure enough employees w/ right skills, paid competitively, receieve proper motivation & rewards
- finance assists HR by providing funds for HR processes (acquisition, development, maintenance, separation)
- expensive but LT costs more sig than ST expense if dont allocate adequate funds to find rightstaff, training, rewards & seaparation management w/ compassion & compliance w/ legal obligs
- finance provides HR w/ data to measure & evaluate perf (output per worker, labour costs, absenteeism) to appraise emps & identifiy staffing & dev needs
- effective HR –> ^ labout productivity, lower turnover –> financial objs by:
- profitability (^ sales revenue by improving quantity & quality output, minimise labour costs at diff output lvls)
- improve** cash flow** & meet S< debts by ^ sales revenue
- growth by improving bus’ competitiveness (^ efficiency improve price competitiveness, ^ quality output, develop innovative products)
HR link to marketing
- success of marketing plan determines actions HR needs
- successful marketing strats reflect emp perf in marketing –> HR rewards & ^ efforts to recruit more
- marketing strats that are less require need training & dev, lower sales –> fall output & reduce size workforce
- marketing relies on HR to hire right emps, train, develop, keep motivated & satisfied
- marketing developing connections w/ customers many ways (needs & wants, design products that meet desires, pricing products, promote & deliver to market, customer satisfaction & LT relations)
- creative element to above activities that cant be automated
- marketing workforce usually much smaller than ops
HR link to operations
- most employment in operations
- HR needs & decisions largely influenced by ops needs
- op changes need action from HR (recruit newstaff, downsize workfroce responding the changes in output lvls/provide training & development responding to new tech/change PP)
- success of HR relies on ops bc ops processes ensure HR objs (labour productivity, job satisfaction, workplace safety performance met)
- ops depends HR to achieve op perf objs (find right staff, train & develop, maintain staff morale, motivate via non & monetary benefits)
- effective HRM ensure high skilled productive sorkforce –> improve ops by ^ quantity & quality output –> reduce lead times & adapt change)
outsourcing
contracting out bus functions involving use of 3rd party take adv of specialist skills provided and reduce labour costs
- reduce cost & ^productivity + globalisation ^ comp –> ^PT & casual > FT, longer working hrs, work outside 9-5hrs, etc)
- offshore (global subcontracting) reduce costs
- new org structures bc globalisation & rapid tech change increase pressure to be competitive
- common reasons: reduce COSTs, focus CORE function, ^ QUALITY by having specialists
major areas being outsources in AUS (domestic outsourcing)
^ for SMEs, same HR needs as large bus but lack resources to support full range specialist HR functions
most commonly outsources: recruitment, mediation, induction, training & development, payroll
use to review HR practices & develop newstrats implement inhouse, for
- change management, perf management systems, benchmarking, compensation systems (wages, salaries)
contractors
external service provider to bus (can be ind/bus)
- cost savings/access expertise thats not in bus (comp)
- not employees, hired to complete specific job & when finished may/not contracted by bus to complete another
- particularly for processing functions (repetitive, easily measured) easy cost savings & productivity gains
bus use bc:
- role to perform only temporary
- no on-costs (Super, sick leave)
- employment ceases when contract completed
risks of contractors & how to avoid this
risks increase as prop firms activities outsources:
- not always cost savings (high costs)
- employees resent bc displacement of coworkers & fears insecurity
- loss control, once outsourced, lose some control eg. selection
should establish clear objs
- clear defined contracts w/ outside service providers
- which HR functions are core & which outsourced (training & dev core & keep inhouse but acquisition can outsource)
- clear plan for smooth transition from inhouse to outsourced HR functions
domestic subcontracting
avoids need to employ ‘in house’ staff and **overhead expenses **
- firms focus resources on bore bus activities
- leave detailed support/compliance related activities to experts eg. payroll mangement
- fresh ideas & perspectives eg.l eadership development (for SMEs lacking capacity to undertake internal auditing, research, manage functions like larger irms(
- can improve quality & productivity of bus’ service w/o resource scale normall required
- main adv domestic contractors is have developed expert knowledge of HR function based on how AUS bus operate & avoid language barriers & time zone, communicate
global subcontracting
pressure from global comp turn to offshore contractors in other countries to reduce costs
- also as 1st step to operating in a new market overseas, to get more acquainted with market needsb before expanding with greater physical presence in the market
- outsourcing bus needs to instruct contractor on staffing policy for overseas subsidiary
hiring options for global contracting
- ethnocentric
- hire from parent country )usually dom)
- polycentric
- hire from host country (locals chosen for management positions & lower roles)
- geocentric
- hire best person for job regardless nationality
benefits & risks of outsourcing HR functions to offshore contractors
- under global comp pressure & cheaper than dom contractors
- take adv local knowledge when expanding ops overseas (aware of needs, customs, language, cultural issues of host c’s)
- lose control over quality
- cultural diffs
- high labour turnover
- security issues (Share confidential bus info)
- lack remedies for breached contract/legal stuff under foreign legal systems
disruptive outsourcing (bizfact)
use improved tech development in robotics, automation
* starting to compete with trad outsourcing
* emergence mainly due to cost benefits & identifying clear comp adv by changign way bus oeprate through agility, efficiency, increased effectiveness to increase revenue –> bus growth
2 forms of outsourcing (??)
- process outsourcing
- dominant form
- outsourcing repetitive, easily measured, documented work
- eg. recruitment, payroll management, customer complaints
- project outsourcing
- HR, marketing, design, IT, research
- greater use of intellectual property & strategic bus knowledge
- operate in longer time frame
- more diff to measure
- quality cant be fully anticipated (more risk)
global outsourcing risks
- difficulty controlling quality & reliability of the service
- cultural differences (language) impact customer service
- security issues (opps for sharing confidential company info)
- lack remedies for breach of contract/legal matters under foreign legal systems
- well-qualified emps replaced by less qualified staff (service quality declines)
weight against benefits of major cost savings & potential productivity benefits
disadvs of contracting > employees
- time lags betw need job carried out & finding contractor for position
- lack loyalty to bus
- problems if work in contract not complete
key influences on HR management
stakeholders
*employers/es
* employer associations
* trade unions
* gvt orgs
* society
- legal framework betw relationship of employer/ee (role of gvt in institutions eg. FWC for requirements on employemnt contracts, facilitating effective process for negotiating enterprise agreements, ind contracts
- eco, social, tech influences from int/ext enviro affect decisions
- ethics & CSR to manage diverse competent workforces
- need strategic approach for LT , evaluate effects decision to outsource some/all functions, HR relateing to OMF
stakeholders
ind/group has common interest in/affected by actions of org
* common interest in survival & success of bus but conflicts can arise due to differences in competing interests
employers as stakeholders
exercise control over employees, responsibility for paying wages/salaries with power to dismiss employees
* handle HR management issues daily
* involved in developing programs focus on improving bus performance
* recent legislation encourages em to negotiate agreements & resolve disputes at ind workplace
employees as stakeholders
workers under control of employer
- (control): workplace location, way work performend, extent supervisiion exercises
- demand challenging, interesting work, involvement in decision making processes, autonomy at workplace
- driven to build career through succession of jobs in range diff orgs
- ‘churning” move frequently from 1 job to another in diff orgs increasing esp service industries
-
retain & motivate silled staffneed extra effort developing career & training, rewards & opps for greater emp involvement
( work life balance, spend time w/ families - structure of work changed from last decade affect emp access to work (older, women, younger inexp struggle obtain full time jobs) esp knowledge based service sector –> ‘flexible’ casual workforce
- older increase participation rates w/ women
- trade unions respond to job security & limitations on using casuals in engotiating agreements but also flexibility of job sharing, manage fmaily commitments
employer associations
org represents & assists employer groups
- respondents to awards covering employees of members & cover employers in same/related industry
- created by employers as counterparty to unions to rep employees in awards through conciliation & arbitration system
- assist in forming policies & processed logs of claims served on heir members by unions
- main role today act on behalf of employers (esp small bus) in collective bargaining & before industrial tribunals, courts
- provide advice (esp small bus) on awards, unfair dismissals, discrimination
- lobby gvts & other orgs w/ interests of employers, industries & trade
- make submissions to min wages to FWC
- can function as professional (AUS medical association) or marketing bodies or with industrial relations function within their services (AUS Chamber of Commerce & Industry)
diff between unions & emplyoer associations
represent employers on broader rangeo f issues beyong HR and industrial relations
trade unions as stakeholders
orgs formed by employees in an** industry, trade or occupation** to represent them to improve wages & working conditionso f members
- system for resolving industrial disputes –> unions big role in HR, providing official bargaining position in making industrial agreements
- . most are FT/PT employees, gvt workers instead of private industry workers, highest in edu & training and lowest is real estate services,
most famous trade unions
peak TU body ACTU aus council of trade unions
* Aus services union
* aus workers union
extra things trade unions do now by expanding range of services and becoming more active in recruiting to regain membership nos. & representation in disputes
- discounted/free legal services
- superannuation schemes
- training programs via TAFE
- whs ADVICE
GVTS & gvt orgs as stakeholders 5 roles
- legislator
- elected representatives pass laws in parliaments (State/federal)
- provide legal framwork for industrial relations
- legislation led to growth of judicial system & institutions & processes employer/ees use to bargaining & resolve disputes
- employer
- fed & state gvts employ lots eg. teachers, police
- introduce practices eg. maternity leave, affirmative action for women eventually adopted in pricate sector
- responsible economic manager
- gvts operating at macro lvl keen to ensure non inflationary, stable eco growth, high LS for aussies
- conflict betw gvt eco goals which impact industrial relations
- administrator of gvt policies on industrial relations
- departments, agencies gvts can implement legislation by publishing info & guideliens providing advice to gvt & public & investigating breaches of legislation
- representative of AUS internationally, foreign affairs, trade & international labour matters
- aus founder of ILO int labour org
- gvt implements legislation based on treaties & conventions it signs with international org
- social justic legislation passed for discrimination, human rights in treaties & conentiones
other things gvt as stakeholder
- try increase power to regulate industrial relations system through External Affairs & Corporations powers + more under Constitution of AUS
- recent gvt policy focus reducing powers of industrial tribunals & encouraging decentralised bargaining in the workplace (enterprise)
- introduced Fair Work Aus Act all states except WA refer industrial relations powers to Commonwealth, fed gvt aim to create national system to simplify industrial relations so employers not forced to negotiate under multiple jurisdictions & stop employees & unions from tryna find best deal
- to reduce bus costs by creating greater certainty & efficiency dealing w/ industrial matters
statutes as stakeholders
laws made by fed & state parliaments eg. laws relating to employment conditions
- arisen as Consituttion awards Comm GVT limited powers to make laws abt industrial issues & allows states to make laws abt matters not covered under Constitution (residual powers)
provide framework for awards, resolution of disputes requiring employers to:
- meet WHS requirements
- provide all employees w/ super, annual & long service leave
- ensure employment practices in workplace free from discrimination on basis age, sex, disability, marital status, family responsibility, union membership, political opinion, race
- give new employees Fair Work Info statement providing basic info abt emp rights (if emp covered by national industrial relations system)
what does australai dual industrial relations framework mean (statutes as stakeholders)
- all private sector employees covered by a fed industrial relations system
- public sector workers in several states remain in state-based system
- implemented under FWA 2009 administered by fed gvt
- covers all employees of consitutional corporations (falls under section 51 (xx) of Constitution, foreign corps & trading/financial corps within limits of fed in all states & most private employees formerly covered under state awards & enterprise agreements
- gives employers &ees same workplace rights & obligations regardless state they work
- national framework for industrial relations covering most private employees of all states except WA
- 10 NES for basic employee protection
- collective bargaining
- modern awards for specific industries & occupations
- protection under unfair dismissal
- annual National Wage Case sets minimum wage
- FWC administeres FWA 2009 and fair work ombudsman responsible for promoting unified, supportive, productive workplace relations comply with FW laws
safety net for employees (Statutes as stakeholders)
122 modern awards (industry/occupation based award covers all private sector employers & ees who performthat work). replace existing national awards except those applying to a single enterprise). don’t cover employees earning higher incomes)
cover most employees in wide range industries, replace thousands of previous state & fed awards
* with NES and min wage order safety net for employees covered by national workplace relations system
* don’t replace enterprise awards (for specific enterprise)
award
legally enforceable minimum terms & conditions that apply to bus/industry
industrial tribunals and courts as stakeholders
industrial tribunals exist at fed & state lvls to enforce laws established by gvts
- FWC ensures bargaining process & industrial action occur according to law
- FWC settles disputes through conciliation, supervising making agreements/awards & award simplification (reducing no. matters in each award & eliminating ineff work practices), handling unfair dismissal cases
- assists resolving disputes involving employers & ees, unions, employer ass covered by national workplace relations system
- most work conducted by find members/groups responsible for specific industries/disputes skilled in mediation, conciliation, arbitration who come from diverse employment bgs and have exp/knowledge in 1/+ fields of workplace relations, eco, social policy, bus, industry, commerce
- hearing annual wage cases & setting min wages for emp in national workplace relations system
- breach FWC’s orders fines workers/corp entity
federal court as stakeholder
is a judicial court
- under AUS constitution only courts have judicial power (power of courts to interpret & apply laws) to determine disputes abt existing rights & make decisions
- handles cases relating to industrial action & breaches of I laws, interprets I legislation, can impsoe penalties for breach award and discrimination/victimisation under industrial & human rights legislation
- hear cases under the Coroporations Act 2001
society as stakeholder
- if threats to employment/work conditions for voter’s job, from planned legislation, eco conditions, pressure from global comp, make views clear
- relation betw employers & ees frequent disputes & changes in legislation in AUS over last decades
- community demands for safety & wellbeing at work increased over recent decades with pressure to eliminate discrimination against female, ATSI, disabled members of workforce
- bus need to find ways to reduce biggest cost (labour) from global comp & employee needs esp w/ dependent families who often relocate production offshore/shift production regularly to lower cost locations –> structural u/e, work longer hours & accept hard working conditions to retain jobs
What obligations are created by the employment contract?
legally binding, formal agreement betw employer & ee creates obligations for both employer & ee
- all bus operate undder common & statue law (law passed by federal & state parliaments in Acts)
- written more protection to both parties > verbal bc disputes occur over contracts if working arrangements arent clear & encourages parties to clarify key responsibilities of a job
- contracts of indefinite duration (most common,
allow emp to remain employed by bus until employee/er gives notice to terminate employment
* laws/contract itself determine period of notice - fixed term
* define date/upon completion of specific task
* eg. employee engaged for 12 months & contract doesn’t exist beyond period/employee’s period of work cease to exist at completion of a project & relation ends
What areas does employment legislation cover?
- nature of employment contracts & agreements, dispute settling methods (From international agreements)< protect human rights in employment, employer responsibilities for tax payments on behalf of employees
- WHS legislation for employee welfare
- Superannuation Guarantee legislation where all employers obliged (under awards/legislation) to pay super contributions for employees not/under awards
how do changign worker expectations influence legislation?
legislation & work practices increasingly reflects community & worker expectations on social justice (in workplace, bus being responsible/behaving ethical manner towards employees, customers, community eg. equal employment opp, anti discrimination), safety & enviro issues
what concerns arise with unregistered individual common law contracts & casual work
unregistered ind common law contracts, scasual work, independent contracting common for find employment arrangements, employees offered employment under take it or leave it arrangement
- arrangements shift responsibility of organising employment conditions (eg. leave) onto employee
- ‘privatisation of risk” as responsibility for support shifted from gvts & employers to employees (better for employers)
hwo has aus industrial relations system changed
shifted from strongly centralised industrial relations system in 1980s (collectivist approach which disputes referred to industrial tribunals eg FWC for conciliation & arbitration) to decentralised (employers & ees negotiate wages & working conditions in mind workplace through collective/ind bargaining w/o tribunal involvement
gvt role under Fair work act 2009
since 1980s, supported decentralsied view of industrial relations
* fair work legislation to ensure gvts role in employment contracts limited to create legal framework facilitating negotiation of enterprise agreements, NES, min wage & awards
influence of gvt on determining employment contracts & main role (fed)
- in FWA 2009 gvt’s role determining employment contracts would be indirect & limited to maintain integrity of orgs
GVT
* provide services to assist employers retaining staff, recruiting new staff, info to help displaced workers transitioning to new employment
* provide wage subsidies, advice for hiring staff,
influence of state gvt in process of determining employment contracts
NSW Industrial Relations to monitor wages, employment rights, obligations & employment conditions for public servants (ppl work for state/local gvt)
* actively participate as partner in Comm’s national workplace relations framework
independent contractors
usually self-employed and have contract for services betw a principal & contractor than contract of service employers have with employees on individual emp contracts
* don’t have same rights as employees
* control over their work
* responsible for own tax payments
* can work for many bus
* firms bypass requirements of emp contract eg. leave entitlements
what happens if theres a dispute between a business and a contractor
‘control test’ used by courts where extent of employer/ee relationship unclear
- if independent contractor working for company who clearly had right of continuous dominant control over contractor, seen as employer
- regular payments of salary/wages, regular/specific work hrs,
when is a contract valid & legally enforeceable
- parties involved intent to create legal relation
- 1 party offers and other accepts
- both parties benefit
- both parties have capacity to contract (eg. old enough)
- genuine, not pressured consent
- offer doesn’t contravene any public interest
benefits of a well-written employment contract
- correctly drafted employment contract benefit both parties LT
- ensure expensive litigation & neg public relations avoided
- well written ensures emplyoemtn relationship commence right
- should contain stuff in fig 18.11
- independent contractors also have one but lil diff from employer-ee contract
common law
law developed by courts & tribunals
- statutes are made by parliament
- judges make decisions based on facts of a case guided by (decisions made in past)
- case law developed from decisions judges make over time
- (employers & ees) havebasic obligations regardless in/formal contract
employer obligations under common law
- providing work
- not required to provide work if there’s none but must pay correct wages
- pay income & expenses
- income (wages, commission, fees) in award, enterprise agreement/contract
- reimburse employees for expenses incurred from performing work
employer rights in workplace under common law
- employees carry work according to agreement/award (good customer relations, accountability for money/property)
- meeting requirements of industrial relations legislation including:
- workplace & work practices eg. equity (equal emp opp to gain access to jobs, training, careers) policies & promotion free from discrimination under fed & state gvt legislation
- workers protected against unfair dismissal, only if don’t obey lawful instructions (insubordination), neglect duties, guilty theft/dishonesty, serious misconduct, fail meet conditions of emp contract
- duty of care (employers legally bound under fed & state WHS Acts to provide for employees safety by:
- provide safe premises don’t expose risk of injury, health
- resources, info, training, supervision ensure healthy & safety of workers
employee obligations under common law
- maintain confidentiality & not use info eg. slaes figures deterimental to bus operation
- follow written & verbal procedures & policies
- honest, fair, work with integrity w/ colleagues & customers
- give appropriate notice of termination of employment according to relevant award
employee rights uner common law
- pay recorded by employers , paid for all time worked including overtime
- receive extra pay eg. loading for casuals & penalty rates for work outside usual hrs
- access to paid & unpaid leave entitlements
before start job find out 5 things
- what duties & conditions are
- whtehr ob full,part,casual
* wages & allowances are
* job classification
* if there’s a probationary period
minimum employment standards under common law
10 NES provided by employers stating min conditions for employees
* provide greater safety net for employees esp most vulnerable & low paid in workforce
* basis where modern awards & enterprise agreements constructed
10 national employment standards
-
max weekly hrs of work
* 38hrs/week, additional if reasonable -
requests for flexible working arrangements
* parents/carers of children <18 can request change for childcare -
parental leave & related entitlements
* up to 12 months unpaid leave for every employee
* right to request another 12 months unpaid leave & other forms -
annual leave
* 4 weeks paid leave per year, some shift workers get another week -
personal/carer’s leave & compassionate leave
* 10 days paid p/c’s leave
* 2 days unpaid c’s leave
* 2 days compassionate leave (casuals unpaid) -
community service leave
* unpaid leave for voluntary emergency activities & leave for jury service (paid up to 10 days) -
long service leave
* ??? -
public holidays
* paid day off on public holiday unless requested to work -
notice of termination & redundancy pay
* up to 4 weeks notice of termination (45+yo 5 weeks w/ 2/+ yrs continuous service)
* up to 16 weeks redundancy pay based on length of service -
provision of fair work info statement
* employers must provide to all employees abt major employment matters
min wage rates under comon law
employee’s base rate of pay for no. ordinary hrs they worked
* determined by a modern award/eneterprise agreement/national min wage
* reviewed by FWC’s Expert Wage Panel yrly from first pay period after 1 July
* employers & ees cant agree upon pay rate less than min wage
wage theft (case study)
underpaying award rates & entitlements eg. overtime, super, penalty rates
* young, low skilled, temporary migrants most vulnerable
* food services, outsourcing, franchises, gig ecos sectors most common
* employers lack of responsibility workers see underpayment as unavoidablea
awards under common law
legally enforceable min terms & conditions apply to bus/industry
* modern awards in industrial relations system tried simplify 2400 older ones into industry/occ based categories to reduce confusion on proper min employment entitlements
* 100+ industry/occ awards cover most AUS workers, no. changes when FWC reviews em every 4 yrs
* applied on top of NES
* basis for negotiating enterprise agreement
includes:
* base pay rates
* conditions & requirements for diff types employment (full, part, casual)
* overtime & penalty rates
* allowances
* leave & leave loading
* work hrs
* annual wage/salary
* super entitlement
* conditions & procedures for consultation, settling disputes
* redundancy conditions
modern awards also have a ‘flexibility term’ what is this?
allows employers & ees to negotiate changes to some conditions in MA called Individual Flexibility Agreements (IFA)
* ALLOW EMPLYOER & EE TO AGREEMENT VARIES MA/EA to address find circumstances
* cant undermine min employee entitlements nad employee must be better off (financially ssessed) on IFA compared to award/EA
IFA only addresses:
* arrangements when work performed (work hrs)
* overtime rates
* penalty rates
* allowances
* leave loading
enterprise agreements under common law
collective agreements (made betw group of employees/1.+ unions representing employees) & employer/group of employers made at workplace/enterprise lvl betw employer & group of employees abt terms & conditions of employment
* offer broader terms & conditions than modern award as alternative
* strict rules in EA process to ensure parties bargain in good faith & negotiate in timely, fair manner
key features:
* can cover rates of pay, penalty & overtime rates, allowances, hrs of work, personal & annual leave, nominal expiry date
* approved by FWC
- passes better off overall test BOOTO ( employees covered by agreement better than under relevant MA)
- covers matters can be included in EA
_ nominal expiry date within 4 yrs of FWC’s approval
- dispute settlement procedure (option for disputes to be brought before independent person eg. FWC for arbitration if parties agree)
- provides opps for employees represented by bargaining representative
under FWA 2009 3 types of EA
1. single-enterprise agreements
2. multi-enterprise agreements
3. greenfields agreements
3 types of enterprise agreements
under FWA 2009
1. single enterprise agreements
* made betw single employer & group of employees
* can involve 1+ employer in some cases eg. 2/+ employees in joint venture
- multi-enterprise agreements
* betw 2/+ employers & groups of their employees
* if share common funding, operate collaboratively, have common regulatory system eg. group of hospitals - greenfields agreements
* single & multi enterprise agreements relating to new enterprise of employe/s made before any employees covered by agreement employed
* made with 1/+ relevant unions
what is the most common method of setting pay for full time employees
collective agreement eg. award, EA
other employment contracts under common law(?) aka individual common law employment contracts
individual contracts of service covering emplyoees not on federal/state agreements esp earning higher incomes
* more common in private sector esp non-union enterprises, wholly owned foreign firms, wholesale trade, property & bus services
* more common at professional & managerial lvl, workers earning $153600+ per year but changes annually
* written/verbal
* many informal and offer much less protection than other agreements
* provide conditions equate with min provisions of related awards otherwise breach law
comparing process of negotiating enterprise/collective agreements w/ negotiation of individual contracts
*EAs between 1/+ employers & ees negotaited through collective bargaining and usually at enterprise lvl
according to FWA, EA should include
* terms abt relation betw parties to agreement
* deductions from wages authorised by employee
* how agreement will operate, nominal expiry date less than 4 yrs from FWC approval
* dispute settlemend procedure relating to MA/NES
* refer to IFA
* consultation terms if major changes affect emplyoees significantly
EAs are registered agreements (doc betw emp&ee on emp conditions) can apply to 1 bus/group of em
bizfact what are 4 things FWC permits an official to?
- investiage suspected breaches of FWA 2009 & other workpalce laws
- investigate breaches in textile, clothing, footwear industry workers
- hold meeting with empoyees
- exercise rights under WHS laws
- all employees have individual contract w/ their employers determining the rights & obligations of both parties which must meet min requiremenents under FWA including conditions identieied in NES & national min wage
- employees dont fit usual EA are award & agreement gree, have employment contract must include remuneration, hrs of work, breaks & overtime, public holidays, leave & termination of employment cant be worse off than min entitlements
independent contractors (other employment contracts)
aka consultants/freelancers undertake work for others but dont have same legal status as employee
* undertake contract, service for another bus & work for multiple clients,
* tend to have set term/project for contract
* control own work
* can delegate some of their work to others
* submit invoice on completion of a task/project
* FWC via Independent Contractors Act 2006 provides clear set of criteria developed through past test cases to determine if someoen contractor/employee
* carries msot risk on job undertaken including covering own sueper, tax, insurances, leave (why many employers prefer rely on independent contractors bc allows employment risks)
* employees, owner managers of incorp enterprises & owner managers of unincorp enterprises
* most are male (technicians & trade workers, professionals) then older than 45, women were mostly professionals
contracts for casual work as other employment contracts
women are half of casual employees, most aged 15-24, also students
* casual emplyoees in ST, irregular, uncertain employment & not entitled to paid holiday/sick leave
* paid on hrly/daily basis
* employers prefer bc reduces costs for recruitment & dismissals & on-costs (add costs hiring employee above wage costs, leave entitlements, super, redundancy payments like 25% of wage)
* get 20-25% loading to compensate lack of entitlements & job security
* 2 days unpaid carer’s leave & 2 days unpaid compassionate leave per occasion, 5 days unpaid family & domestic violence leave in 12 month period & unpaid comm service leave
* if employed regularly/long PIT, can eligible for super & long service leave after 12/+ months regular employment, can request flexible wrking arrangements/parental leave
* miss out on training & promotion, fluctuating income, diff obtaining credit, less committed to orgs that employ them
* if employer & ee agree than casual can change to part/full anytime
bizfact most popular occupatiosn for casual workers
sales assistants & salespersons,
* hospitality workers
* sales support workers
part time contracts as other employment contracts
trend towards part time work in AUS increasing
* rise of 2 income HHs and greater work life balance
* however underemployment
* continuing employment contract, work <38hrs pwe week
* unlike casuals access employment entitlements to full timers but pro rata basis (in prop to % time work compared to full time)
Work health and safety WHS (legal influences)
growing community & worker awareness of safety & enviro issues, surging compensation costs recent decades prompt federal & state gvts to improve WHS
* 1985 comm gvt conc
* offence to dismiss employee/alter job to their detriment bc they pursued a WHS manager, managers must actively support supervisors solving WHS ISSUESerned high lvls injury & illness in workplace introduced National Occupational Healthy & Safety Commission Act 1985
* Safe Work AUSTRALIa established to conduct research & develop national standards, codes of practice, WHS legislation ensdoresed by state gvts
* 2011 June NSW gvt passed WHS Act for safety & protection of employees
* common law supports legislation developed by the states by requiring employers provide competent staff & reasonably safe system of work & since SWA worked with state gvts to harmonise WHS laws to improve productivity by reducing compliance costs of bus & improve quality WHS conditions
in NSW, under WHS Act 2011, the following is required:
- employers ensure health safety & welfare at work of all employees by providing safe system of work (plant & substances handled, stored, transported safely, give employees info abt em, training & supervision in work, maintaining site in safe condition, goods they design, supply, install, repair wont injudre others
- all employers take out workers’ compensation insurance or face imprisonment/monetary fine
- compensation scheme generates its funds via premiums paid by employers & provides medical & financial support to injured workers
- premium paid depends on industry bus in, amt wages paid to workers, costs of claims made by injured workers
- health & safety committes established at workplace 20+ employees if requested by majority employees/directed by SafeWork NSW
SafeWork NSW recommends employers use 6 step approach to WHS to prevent accidents, disease, injustires & work-related ill health (fig 18.17)
who is responsible for WHS?
employers, manufactureres, designers & suppliers, ppl in control of workplaces, ppl who erect & install plant & equipment, employees?
everyone!
which industries where workplace accidents resulting in death most common?
transport, postal, warehousing industries
unions active role in WHS
ACTU conducts own surveys abt employment security, working hrs, etc see like half suffered health problems bc of working arrangements (stress!, fatigue, accidents)
in best practice businesses, how does management implement WHS stuff?
management undertakes regular safety audits, benchmarks performance, implements comprehensive safety programs
* visisble policy statements, safety signs
* regular ongoing training for staff who are aware of safety rules & prepared for emergencies
workers’ compensation
range of benefits to employee suffering from injury/illness related to their work
* also to families of injuremployees when injudy/disease was cayused by/related to work
* covered by state legislation unless they’re fed gvt employees
* NSW , workers’ compensation administered by State Insurance Regulatory Authority (SIRA) and Insurance & Care NSW (icare)
* compensation (financial benefit) provided if suffering injuries/inllnesses (inc psychological) developed form work
* supports injured workers by providing benefits & assistance to recover & return safe, ongoing work if possible
SIRA & icare in workers compensation from NSW GVT
- SIRA regulates workers compensation to ensure equitable system & support workers w/ injuries related to their employment
icare assists w/ insurance & care services for injured ppl in workplace to improve QOL and assists with their return to work. employers must:
* take out a policy w/ licensed insurer (get injured empoyees back to work asap)
* keep time & wages records, register of injuries, complete accident & internal investigation forms or face financial penalties/6 months in jail
* notify insurers of sig injuries within 48 hrs
establish in consultation with insurer and employee’s doctor an injury management plan & return to work plan when fit. faily to comply with plan (can employ rehabilitation coordinator) can result in increased premiums for employer/lose benefits for employee
* prmiusms closely linksed to no, frequency, size of claims so in employer’s interest to acheive high standards for WHS, must pass on compensation monies to person entitled asap
workers compensation diff types of claims with specific eligiblity criteria
- medical treatment & rehab expenses
- weekly payments
- psychological injury
- permanent impairment
- work break & journey injuries
- hearing impairment
when making claim, require medical evidence that person suffered from injury/illness from work, can be supported w/ legal assistance
workers compensation when benefits non/payable
- benefits may not be payable if employees deliberately injured themselves/solely responsible for injury through misbehaviour/conduct but if permanent disablement then yes
- benefits payable if employees exp total/partial incapcity to form work, need medical, hospital, rehabilitation treatment,
- lump sum payment & weekly payment to dependants payable if worker dies from injury
- BENEFITS may not be payable if employee going to/from work subs increases risk by deviating from/interrupting journey
eligibility/lump sum payments & calculating them under statutory law based on (workers compensation)
principle of thresholds for degree & body ‘permanent impairment’ ( loss of use than disability)
* injured workers entitled to weekly payments, lump sum payments for permanent impairment, paid medical bills, legal support to pursue claim & rehab assistance
if a worker suffers an injury in the workplace, who have responsibilities to ensure they’re provided with benefits & assistance to recover & return to work? (workers compensation)
employer, injured worker, insurer, treatment provider
provisional payments under workers compensation
enable insurer to pay weeekly payments & medical expenses while awair claim processing
* iweekly payment up to 21 weeks & pay medical expenses up to $10 000
* weekly payments consistent with policy assisting emplyoees back to work which means higher payment in 1st 13 weeks and mx weekly compensation at $2224 to incentivise return to work
* workers payments cease after 2.5 years unless total incapacity for work, otherwise after 5 years
max penalty for false claim under NSW wORKERS cOMPENSATION Act
* i
$55 000 or 12 months imprisonment or if insurers delay commencing payments, penalties u pt o $50 000
common law redress during workers’ compensation
employees can take action against employer if
* they/another employee negligent/breached duty
* if employee has permanent body impariemtn 15+%
* injury occurred at least 6 months before claim
* common law action aka work injury damages for serious diseases heard in the District/Supreme courts depending on claim size
- once emplyoee acheived a settlement, no further payments
- if employees unsuccessful, continue receive workers compensation under statutory law
- must consider legal advice before seeking damages under common law redress
- employees cant claim BOTH damages at common law & lump sum compensation for permanent impairment udner statutory law
- Workers Compensation Commission free service conducts conferences to resolve issues between injured workers & employers
discrimination
when policy/practice disadvantages person/group bc personal characteristic irrelevant to performance of work
* harrassment (offending behaviour) & vilification (disriminatory public act)
* ppl who suffer can take actions internally, formally, informally
what is anti-discrimination legislation for
protect employees from in/direct discrimination in recruitment, selection, training, promotion, remuneration, termination & opps to access other emp benefits/practices
to prevent discrimination & avoid large fines, employers need to
- comply w/ legislation
- audit all policies & practices to ensure they dont discriminatie
what 3 legislation must employers & managers working in HR need to be familiar with (anti-discrimination)
Human Rights and Equal Opportunity Commission Act 1986 (Cwlth)
Affirmative Action (Equal Employment Opportunity for Women) Act 1986 (Cwlth)
Sex Discrimination Act 1984 (Cwlth) and the Anti-Discrimination Act 1977 (NSW)
3 agencies available to support anti discrimination legislation for employers & managers are
- Australian Human Rights Commission,
- Workplace Gender Equality Agency
- Anti-Discrimination Board (NSW).
under discrimination laws, illegal to take adverse action in employment on someone’s:
race, sex, age
physical or mental disability
religious faith or political opinion
social origin
marital status
pregnancy
for anti-discrimination what protection has been enhanced under the Fair Work Act?
- allow freedom for non/members of union
- protection in dismissing employee, changing their job to their disadv, treating them differently, refuse to employ potential emplyoee, not offer potential emp all terms & conditions normally in job
strategies by business to eliminate discrimination
- writing and communicating policies to prevent discrimination and harassment, including a code of conduct
making sure all policies and procedures are documented and accessible to employees, offer informal and formal options, and guarantee timely responses, confidentiality and objectivity
training staff in diversity issues and ways to prevent or deal with discrimination and harassment, primarily using interactive training programs
grievance procedures (formal complaint procedure at work) eg. harassment
outcomes from a complaint
influenced by evidence, previous incidents, wishes of person exp discrimination, severity & frequency of discrimination/harrassment
a formal apology
counselling
official warnings
mediation or conciliation
disciplinary action.
employers handling anti-discrimination complaints
need take reasonable steps on case-by-case basis bc large corp capable of diff lvl action than small bus
* emplyoer associations & antidiscrimination agencies can help bus develop strat ensure consistency & fairness in handling
* emplyoer can be held liable if employee harrassed/discriminated against another/group, contract worker, director, supervors, manager, trade union representative
equal employment opp
equitable policies & practices in recruitment, selraining, promotion
* ensures best person job chosen, bus gains person w/ skills & abilities most appropriate to needs, positive work enviro promoted
* lvl equity reflected in extent women & minority groups access diff occupations & positions within bus & grievances expressed/legal actioparln on discrimination/harrassment
* gender euqlaity in workplace encourages stronger applications esp women, entice more highly educated female applicants, reduce staff turnover costs, encourages diverse perspectives for bus performance internally & nationally
if employers have 100+ employees at higher education institutions what program are they obliged to develop for EEO?
affirmative action (measures to eliminate in/direct discrimination to cvercome lack of EEO for women) program in consultation w/ employees & provide progress report to WGEA
WGEA act and how WGEA achieves this
Workpllace Gender Equality Act 2012 to promote & improve gender equality & outcomes for women & men in workplace by:
* Non-public sector employers with 100+ employees required to report annually on gender equality indicators such as workforce composition, pay gaps, and promotions.
Data Analysis and Benchmarking: evaluates the data, provides industry benchmarks, and identifies areas of gender inequality for improvement.
Resources: Offers guides to help businesses implement gender-inclusive strategies, like conducting pay equity audits and promoting flexible work.
Advisory Services: Provides consultations, training, and tailored advice to help businesses create inclusive, gender-balanced workplace environments.
what happens if a firm fails to lodge report/submit a report not complying with the WGEA Act
- pubicly names in a report in parliament receiving sig media publicity
- excluded from gvt contracts & industry assistance grants
WGEA aim
remove discriminatory employment barriers & take action to promote equal opp for women in workplace
aim of gender equality in the owkrplace and how this is achieved
acheive equal outcomes for men & women
* equal pay & conditions for women & men for work of equal/similar value
* facilitate access to all jbos & industires inc leadership roles
* eliminate discrimination on basis of gender esp personal responsibilities (family)
for EEO, bus need to comply with discrimination provisions of which act? what does it include? what about FWC
Fair Work Act
* broader provisions for most areas employment
* FWC take action & make order to ensure no existing/proposed award/ EA discriminated
what 7 areas does WGEA recommend bus focus on to improve equity within bus?
- recruitment (most gender discrimination)
- promotion & separation
- equitable total remuneration
- training & career development (access all occupations)
- work & lfie balance
- sexual harrassment
3 practical strats thatcan be used to improve affirmative action & gender equity
- develop code of practice (guideline comply w/ legal duties under WHS Act)
- make equal opp awareness a criterion in promotion
- performance appraisal (regular review emp job perf & contr to bus)
economic cycle (eco influences affecting HR)
demand for labour (emp) derived from demand for g&S in eco
* labour shrotages during eco growth (peak, expansion in BC) employers compete by offering higher wages
* unions can use bargaining power to demand wage increases –> upward pressure on prices & costs –> inflation
* downturns (trought)/recession phase of BC, demand for g&S falls –> bus forced reduce size workforce (Downsize) & limit capacity to provide wage increases
subdued wage growth in aus bizfact
low pay increases persist
* sluggish growth need aus eco mroe competitive, tech change, higher rates casual employment, global trends, existing spare capacity some sectors
sturcutural change as eco influence on HR
change nature & pattern of prod of g&s within eco
* sig growth in lvl services compared to other sectors
* property, retailing, trades, tourism, education, hospitality, community services industries trad dominated by women
* recruitment, selection, remuneration more im industrial issues as sectors grown
* ageing pop –> flexible staff arrangements, retention, mentoring
* customer service-based insutires need eff training & staff empowerment for success
‘new collar workers’
technologically proficient, interpret data, understand trends, and know how to initiate technological improvements rather than just having traditional computer skills.
history of structural change in HR
1950s, manuf 1/3 of workforce and GDP eg. cars, footwear, clothes
* post ww2 manuf supported by tariff walls encouraging consumers buy local goods
* protection of AUS manuf bus sig growth 1950s and 1980s
* gvts decided ongoing protection unsustainable and removing be more competitive manuf sector
* 2020 apndemic exposed aus small manuf sector & disrupted globa supply chains
* local bus shortage of goods often outsourced globally, uncertain trade relation w/ China
* potential growth in manuf after eg. food, dmining, engineering, renewable energy
* climate change globalalt energy sources needed where AUS abundant (wind, sun, land) natural resources opp to reestablish manuf
globalisation as eco influence on HR
^ lvl international comp
* aus bus compete daily with local subsidiaries of TNCs
* many restructure, outsource non-core functions/subcontract production to compete
* domestic and transnational corps prepare to relocate prod units other cities, states, countries where dispute lvls, labour & regulatory costs lower
* increase need to attract & retain motivated core staff & make continuous improvements in productivity, costs, innovation, quality, customer service
* enterprise bargaining allow employers trade-off restrictive/ineff work practices for wage increases in indutrial agreements to sig imp profitability
* training to manage multicultural workforces diff approach to authority and roles
* increase role for international orgs ego ILO and trade blocs (EU, WTO) to promote trade bew countries adhere to social justice principles eg. child labour
tech influences on HR
major source improvement in productivit,y communication, comp betw bus
* change nature of prod & services, job creation, redundant as well
* bus restructuring as often offshore networks increase use virtual teams using video tech
* electronic comms options allow operate anywhere anytyime & harness staff via telecommuting major opp to access employees at home esp developing nations otherwise disadv traffic congestion/distance betw office
* new comms tech increase need ongoing training programs & new protocols to ensure worklife balance maintainined (expect available 24/7)
changing work patterns as social influence on HR
- last 2 decades dramatic growht in PT & casual work bc growth finance, retail, hospitality, community service industries
- msot PT workers dont wanna work add hrs, flexibility balancing work & personal life ‘labour fragmentation; work patterns changing
- recently drift away from trad full time employment towards PT employement esp among women
- work life balance, others interested add education & training or ease into retirement
- casualisation of workforce bus seek more flexible workforce change work patterns
- many casual workers wanna work more hours althouth search flexible work arrangements, most want paid holiday/sick leave
career flexibility & job mobility as social influence on HR
increased,
* workers more control over careers
* job mobile, FT employers barely work for current employer 5+ yrs
* msot mobile are aged 20-24 aus born/english speaking bg in retail/hospitality indusries
* many leave FT positions after developing specialist skills & ecp to beocme independent ocntractors/consultants
* creative, knowledge-based field like edu, IT provide most flexibility in workplace esp women in these occupations seek PT, casual, flexible work & work from home options
* bus & gvt recognise by providing increase options for employees
increase participation rates for women & older workers as social influence on HR
% group of inds of working age (15/+) employed/actively seeking work
* increased over 3 decades as women & older ppl join workforce
* since 1980 PR females 25-54 increase 20+ % (changeing social expectations, ^ edu lvls, improved access to childcare & more flexible working arrangements)
*v childcare availability, flexible rs, removing discrimination
* PR ppl aged 55/+ increased as incentives to work longer (super?), increased emp opp in less physicalyl demanding services sector, longer lfie expectancy
ageing of workforce as social infleucne on HR
increase avg age pop due to sustained low fertility & ^ life expectancy
* prop fewer children under 15 and more ppl older age groups
* shortage of skills
* flexible working arrangements like job share, PT, contracting esp women concnentrated in health, edu, society
* bus & gvt respond by upskilling pop, create incentives to encourage staff postpone retirement & transfer skills to those remaining in workforce
* removing discrimination in recruitment of older workers, opp to update skills
early retirement as social influence on HR
from full time work
* avg ageretirement from FT work increased to avg 53 yrs (males work longer by 10 yrs)
* participation in PT much higher as older emplyoees gradual withdrawal approach to retirement
* common reasons are eligiblity for uper
* growing no. returning to work in pT capacity following retirement for financial reasons
* compulsory retirement illegal unless someone on federal award/agreement states compulsory retirement age
living standards as social ifnluence on HR
WHS, regular wage increaes, performance bonuses, fringe benefits, leave & super
* global comp pressure on LS
* companies who undercut conditions via excessive outsourcing & casualisation of workforce/shift prod/operations offshore to reduce costs & increase profits challenged by unions keep high LS
* casualised workers diff purchasing assets (homes) managing finances & debt w/ uncertain, unstable income
* social expectations for home ownership, holidays, consumer goods rising participation of women in FT & PT work & rising retirement age for women
conflict betw desire for high LS through work life balance
* electronic comms blur work & home life (email, mobile phone) epxpectation that employees & bus always active
* lack support for carers in community, gvt respond by implementing legislation to encourage workplaces become mroe family friendl (carer’s leave, job share, part time, flexible work hrs)
aus concerns of LS and working life (living standards as social influence)
- ^ incoem inequality as growth real wages lag behind profit growth & widening gap betw avg male & female wages(?)
- casualisation of workforce, pressure on family finances & life
- increasing pressure manage finances as gvts retreat from welfare & encourage ind responsibility for retirement, healthcare, edu, debt management
- lack work-life balance with long work hrs & lose holidays & weekends w/ families
increasing glboal trend for women to family finances
women as family’s breadwinner to improve financial security
* ^ femal PRs, male u/e or underemployment & desire to acheive career goals greater contribution
* trad male breadwinner & female homemaker challenged
ethics & CSR influencing HR
ethical bus practices socially esponsible, morally honourable, fair
* if HR issues in workplace not handles ethical, legal, socially responsible manner –> poor morale, low productivity, high costs, industrial disputes
CSR waty bus considers financial, enviro, social impacts of its decisions aka ‘triple bottom line’
* HR policies & procedures of bus integral component of its CSr
how bus exhibit CSR in manageing HR - what will a sociall responsible, ethical emplyoer recognise?
- working enviro & working conditions motivate & retain staff
- maximise perf & motivation when staff feel secure, recognised, valued & rewarded for efforts
- bus depends on community support as source of staff and source of bus (customers) & resources
- commit management to ethical workplace culture
- teamwork
- customers eventually find out which bus acting responsibly/not
a workplace needs to develop an ethical framework in collaboration with major stakeholders. this can include
code of conduct statement of un & acceptable behaviours in bus
code of ethics statement of firms’ values & principles
* key princ could beensuring equty in workplace processes, legal compliance, commitment to cutomsers
benefits from accruing ethical practices
- staff retention & absenteeism rates improve bc staff feel more valued & motivsated
- bus costs eg. recruitment, training reduced enhance bus perf
- marketing & bus opps best practice (regard as highest standard in industry) emplyoers enjoy regular publicity in media, internet
working conditions as ethical influence on HR - an ethical employer expected to acheive safe, fair working conditiosn improving emp welfare by:
- compliance with legislation of WHS anti-discrimination and equity
- providing a safe working environment, working practices and equipment, supervision and training in safety and health
- improving communication, and fostering teamwork and empowerment of staff
- training opportunities to reduce skills obsolescence and improve access to higher positions
- flexible working conditions that promote a balance between work and life
- establishing a code of practice for customers, employees and suppliers
working conditions (from increasing comp) as ethical influence on HR
bus respond to global comp and develop practices ti improve efficiency & save labour costs (60%)
* pressure in rapid growth of ‘precarious employment’ predominantly casual & PT where emp lack job security, unable obtain credit, work multiple jobs & long shifts, no leave entitlements
‘travel poverty’ commute long distances to work on heavily congested highways
* adult workers exploited through outworking & subcontracting locally & offshore
* nature & extent of child labour to secure cheapest labour costs
why do bus decide to shfit offshore from comp )ethical influence on bHR, working conditions)
- bus argue (to shfit offshore) many jobs high lvl skill & edu and only unskilled jobs & offer major labour cost diff shifted offshore & shareholder pressure for ongoing profits constantly search for mroe eff approached to manage costly labour
how do ethical bus respond to arguments against offshor=ing as ethical concern of working conditions on HR
- sensitivce to consumer concerns due to sconsumer lobby groups & media scrutiny
- demonstrate CSR by regularly underatking audits of factories abroad, work w/ agencies to support ethical practices in local & offshore operations
eg. Ethcial Clothing Australia in clothing indsutry for ‘sweatshops’ seek accreditation as not for profit org funded by Vic gvt for transparent textile, clothing, footware TCF industry to snure consumers identify & support ethically made aus TCF goods
4 main HR cycle
- acquisition
* identifying staffing needs
* recruitment
* selection - development
* training
* development & performance management - maintenance
* non & monetary benefits
* legal responsibilities - separation
* voluntary & involuntary
strategic approach to HR management
- begins by developing HR plan
- crucial that HR function & processes aligned w/ overall strategic direction of bus outlined in bus plan
- HR plan major impact on decisions for ADMS
- eco downturn –> talented, experienced staff available to hire
- boom –> bidding war to secure best candidates
all bus must plan for 2 major HR aspects
- S< HR needs (influenced by development plans, strat, nature & location future developments, current HR inventory, ext factors eg. gvt policies, eco, tech, social trends)
- strat/s to meet needs (recruit, downsize, outsource, programs to improve comp/bus culture
acquisition
atracting & recruitng right staff for roles in bus
development
enchancing skills of emp with changign & future needs of org
* encourages employees to take adv of opps to develop career with bus
* bus beenfits by retaining emp’s expeirence & knowledge of bus & maintain competititveness
separation
employees leaving volunatrily/through dismissal/retrenchment processes
maintenance
managing needs of staff for health & safety, industrial relations & legal responsibilities including compensation & benefits of all staff
how acquisition, deveopment, maintenance & separation dealth with in workplace directly aligns with
effectiveness of HR management in areas eg. staff turnover, absenteeism, lvl disputes, owrker satisfaction
why is acquistion important
- ensures stable WF lvls, bus doesnt suffer from understaffing
- prevent high rate staff turnover esp w/ new emps (turnover expensive bc acquisition & development processes agains if new emps leave)
- ensure key rols in bus filled asap via succession planning
- secure staff eeded within budgets est by finance function
must analyse int & ext enviro to determine staffing needs, then refer to plan to assess strategic direction & forecast lvl demand & suply of HR within bus, consider demand & supply, once staffing needs determined, respond to situation according to staffinf forecasts. recruitment, then selection
acquisition involves analysing what
- internal enviro
- bus goals & objs
- current perf
- tech use
- bus size & structure
- turnover rates, promotion
- productivity lvls
- budget (financial resources/capacity(
- external enviro
* comp
* LM trends
* eco trends, impact on sales
* labour costs
* changes in legislation & industrial relations practices
acquisition after analysing
forecast demand (need?)
- turnover
- quantity
- skills
- tasks to perform
- experience
forecast supply (available?)
- HR inventory (no., qualifications, skills, occupations, performance, experience)
- turnover rates
- career goals
possible scenarios HR must forecast after staffinf needs determine in acquisition
staff shortage
- ^ staff overtime
- use casuals
- delay retirements
- more training & dev
- recruitment
- outsource tasks (if diff to secure workers)
staff surplus
- reduce staff overtime & casuals
- encourage early retirements
- offer redundancy packages
- hold recruitment
- reduce working hrs
no variance betw forecast demand & supply
- no shortage/surplus staff to prepare
- maybe change other aspect of emp relations (training, workplace culture, etc)
job specialisation and 3 job design appraoches to counter
production broken down into distint tasks perf by ind employees
* emp boredom, low jbo satisfaction
* jbo design appraoched based on intrinsic reward from doing something well
1. job rotation
* emps switch for PIT from one job to another
* variety, emp more comprehensive view of bus/PP
2. job enlargement
* emps given more things to do within same job
* variety, greater challenge
3. job enrichment
* emps given more control & independeve over how they do work
* job mroe interesting & challenging
* motivating opps for self satisfaction
recruitment & employee selection and what do they both involve?
lcoating & attracting right quantity & quality of staff to apply for employment/anticipated vacacies at the right cost
- limited resources available for recruitment for all bus so must balance cost
employee selection next step : gather info abt each applicant & using info to choose most appropriate applicant
both involve:
- evaluating and hiring qualified job applicants who are motivated and have values and goals aligned with the business and its culture
- a fair, non-discriminatory and legally compliant selection policy and process
- giving applicants understanding oj their job description & responsibilities
- use strats –> sound PLACEMENT (put emps in postiions best utilise their skills to meet bus needs) decisions –> wise if identify gaps in skills & recruit strategically to fill
- use strats aligned w/ otehr HR strats & bus needs (if ^ gender equity, ensure female representation on selection panels, equitable remuneration packages, opps for training & promotion, flexible work arrangements)
(acquisition) job analysis & job design are required to..
ensure new positions satisfy staffing needs
- job analysis: link tasks, responsibilities, relationships of job to necessary attributes of candidates)
- job design : define tasks to complete in job & where job fits into org structure
- undertaken thrugough staff interviews, observations, reports from perf appraisals & evalusations
- job specifications & descriptions developed and prepared for applications via external/internal recruitment
development
process of developing & improving skills, (abilities?), knowledge of staff via induction, ongoing training & prof development
- activities offered inhouse/offered by specialist ext training programs
- HR must est effective training & dev programs, train managers to implement them/outsource to training provider & evaluate emp perf to determine if programs successful
effective development programs have 2 main benefits
- enable employees feel more competent performin their jobs –> ^ motivation & work satisfaction –> ^ productivity
- ensure experienced, talented staff retained by enhancing emp motivation & commitment via promotion opps LT
induction
process to help emps successfully transition to new workplace/role within same org
- intro new emps to job, coworkers, culture
- if large bus, supervisors, coworkers, HR department involved
- many new emps leave w/n 3 months –> support must be greatest when first hired
stages of training & developemnt
change as emp’s progress careers
* many training as study to attain qualitifcations before being hired
* younger experience variety of roles 1st few years in WF to determine interests & talents
* development opps if talented, move into senior positions (manager, specialist).
* older workers, focus upgrading knowledge, skills, mentoring, managing work life balance & transition to retirement
today, many enterprise agreements focus on improving functional flexibility of workforce through..
- multiskilling
- job rotation
- removing restrictive work practices
- reduce work classifications & demarcations
- job enlargement
- job enrichement
- ongoing training & deve key in this process
development focuses on enhancing skills of emplyoees through:
- further professional learning
- mentoring/coaching
- performance appraisal & management to take adv of opps & develop career with the bus
features of an effective induction program
- builds new employee’s confidence in job
- est good working relationships w/ coworkers & supervisors
- gives emps positive attitude to job & bus
- highlight major policies, procedures (WHS, anti discrimination, EEO, legal requirements)
- become productive team members asap
aim of training & benefits for bus
to create LT changes in emps’ skills, knowledge, attitudes, behaviour to improve work performance & productivity
- essential to overcome bus weaknesses, build strengths, maintain staff commitment
- constant change in bus enviro due to globalisation, tech change, ^ comp –> ^ need
- focusing on acquiring new skills & knowledge helps bus adapt to change & stay ahead of comp
*higher productivity via better job perf & more eff use HRs
* goals & obj met
* reduced costs (less labour turnover & absenteeism, fewer errors & accidents)
* more capable, mobile workforce
ability to remain competitive affected by extent of … it offers
training
- lack training –> lower emp motivation & productivity, ^ turnover (seek development opps, more challenging roles in other bus)
forms of training
as requirement for competency in role/tool to develop & expand skills
* most who attend formal course/study fr edu qualification receive some assistance from employer
benefits of training for employees
- opp for promotion & self improvement
- improved job satisfaction via better job performance
- chalenge to learn new things
- greater ability to adapt & cope with change
key features of an effective training program
assess the needs of:
- the individual,(S<SKILLS )
- the job (competencies required)
- the business (eg. culture, goals, standards, service lvls)
determine objs of training program
consider internal & ext influences
- internal: attitude of emps to training, staffing, financial, physical resources available to operate program
- ext: using latest research & programs, take adv gvt programs/support available
determine the process
* what learned, how, who receieve, who carry out
* learning methods (on site, offsite, online)
* participants involved (employees, supervisors, HR manager)
evaluate training program
- surveys, prior & after training
- performance appraisal, observation, benchmark key indications eg. defects, benchmark against KPIs (cost, sales volumes, labour turnover)
organisational development (less hierarchical, flatter organisational structures)
- team & project based structures widely used –> give emps more autonomy in workplace
- flatter structures benefit from emp’s ability to develop shared ideas & solutions to problems –> improve efficiency, effectiveness, response to customer needs
- BUT reduce promotion opps –> HR use other strats to motivate & retain talented staff
disadv of flatter organisational structure & how strategies to combat this
- reduce promotional opps
- HR managers need to use strats to help motivate & retain talented staff
- job enlargement (increasing no. of tasks/roles in a job)
- job rotation /multiskilling (moving staff from 1 task to antoher over POT
- job enrichment (^ responsibilities of emp)
- job sharing 2 ppl share same job (eg. 2 PT workers split FT hrs)
- self-managing teams (teams responsble to compelte tasks, roles & decisions determined by members)
- mentoring & coaching (more exp emp provides advice & support to another developing skills in area)
mentoring & coaching (development)
to motivate & develop staff with leadership potential
mentoring more PERSONAL, LT outlook whereas coaching STRUCTURED, FORMAL, ST SPECIFIC to role
mentoring: mutually agreed arrangement suiting exp staff keen to transfer knowledge & skills to assist succession planning
- ppl being mentored select mentor comfortable with, can accept/reject advice offered
coaching: improving skills & performance & helping individuals manage specific work roles more effectively
- assigned to emps by managers to overcome weaknesses/resolve specific issues
- sometimes emps seek to develop themmselves
differences betw mentoring & coaching ( doesnt have to be so detailed)
mentoring vs coaching
* individual life development, prepare for future roles vs performance enhancement by building skills, overcoming weaknesses, resolving specific issues
- facilitator, guide, based on sharing advice/experience
- personal relationship
vs - specific to emp’s work function
- assists emp setting goals & finding solutions
- advice assist improving way someone manages situations vs
- share skills, knowledge, techniques relevant to emp needs
- not time frame vs specific tiem frame
- unstructured vs more structured
- individual through personal growth, potential improvement in performance, enhance morale
- can benefit business
vs - bus through improved teamwok, performance & productivity
- may enhance morale
performance appraisal (development)
(systematic) process assess emp perf against set criteria/standards to identify strengths, weakness, opp for develop & assess emp’ value to bus & suitability for future promotions
4 main objs
- provide feedback from management to emps
- measurement to determine pay rises & bonsues/assess suitability for promotion
- help bus monitor emp selection processes
- identify training & dev needs of emps
range tools to evaluate emp performance. most bus use mix of strats depending on circumstance & seniority of emps involved. (perf appraisal)
behaviour observation scales: supervisor observes & records evidence of behaviour & perf over time
- adv: allow ongoing collection of evidence, provide feedback easily
- disadv: can focus too much on neg, adversely affected if supervisor unfamiliar w/ job
interview: formal discussion betw supervisor & emp
- adv: flexible, detailed, allow questions & discussions
- dsiadv: as supervisor has reward & promotion power over emp, emp struggle open discussion
management by objs: objs set for emp, perf rewarded according to results
- adv: rewards achievement, goal setting can motivate emps find better, new ways to work
- disadv: inflexible, doesnt consider strats to deal w/ issues, open discussion can be limited as supervisor has reward power,
what happens if most employees continually perform below expectations (disadv of perf appraisals & how to combat)
review recruitment & selection processes/extra training & development needed
- many uncomfortable evaluating employees (diff convos, can straing personal & professional relations) but performance appraisal crucial
- ensure criteria clear, job-related, appraising staff trained & no discrimination/bias in process
- underperforming emps given formal written notice that perf unsatisfactory, should give advice & opps to improver over POT
- likelier valued by emps & more useful if have changce to discuss perf & challenge their evaluation
- when emps believe process constructive & fair, likelier accept feedback & positive attitude to process –> positvely impact staff motivation, morale, future perf
maintenance
processes to retain staff & manage their wellbeing at work
- meet needs for their safety, remuneration & benefits, effective communication, comply w/ industrial agreements (awards, EAs) & legal responsibilities
how can staff wellbeing be maximised in the maintenance process
encoruage staff to participate in decision making, given some control over work lives (involve in teams, collective bargaining)
effective communication support emp participation & strong workpalce culture
- nensure provide safe work enviro where work-related stress & conflict minimised (staff morale & productivity linked)
offer family freindly programs support work life balance
work based programs (recognised by larger workplaces who realise impact of personal problems on emp performance & wellbeing)
Employee Aisstance Porgram EAP schemes paid by employers to provide add support & counselling for staff & family members w/ conflicts w/ coworkers, family/marital difficulties, substance abuse, anxieety, depression
- main adv of outsourcing to EAP providers –> access to professional support for emps & privacy & confidentiality from using support outside bus
georgiou’s fax
- workers recognise best opp to receive pay rise/rpomotion ST change employers but if too often, negatively impact LT career prospects
- ^ workers need to put extra-long days due to excessive workloads from udnerstaffing –> chronic workplace stress, work-related burnout
- imp to recognise even if turnover low, staff not necessarily engaged & motivated
- managers key role motivating, many lack knowledge & skills to understand staff bc promoted into managerial roles for job perf w/o receieving leadership training
- leisure activities, free meals motivate emps but ineffictive if feel unsupported & undervalued
- pay important factor in work satisfaction but moral more dependent on sense of purpose, receiving recognition/priase, ability to maintain acceptable work life balance
providing work life balance for emps strats
- flexible work arrangements
- generous leave entitlemetns (un/paid)
- 4 day working weeks/9 day fortnights for productivity & enhance wellbeing & health
- provide work more meaningful & fulfilling –> satisfaction
allow emps more time to rejuvenate
why communication is important, common methods
poor communication –> workplace conflict, high turnover
common methods:
- regular team meetings betw managers/supervisors & emps
- staff bulletins & newsletters
- social functions
- suggestion boxes & staff surveys
- email & intranet
controversy of using email for communication
source of misunderstandings & tension –> need importance of training & adhere to email etiquette & protocls for all management & staff
- staff expected to check & respond to emails at home –> common conflict must manage to avoid grievances & staff burnout
how to prevent conlifct & escalating issues in communication & workplace culture
- use strats focus on direct communication & building trust –> also positive workplace culture
- redesign office layout to reate spaces for ppl to meet in central location/several for breaks, meetings esp larger bus & in creativec industries ( mroe space for staff collaboration & interaction by reducing no. offices & work from home more)
- recognise staff achievements to build postiive workplace bulture
- always constructive communications even if problems w/ ind emps
employee participation in maintenance
to improve communication, empower emplyoees & develop commitment to improving quality & efficiency
- train to make deicisons immediately, solve problems, deliver more efficient, responsive customer service
- bus benefit from emp experience & knowledge on job for bus competitiveness & success
what does the value & effectiveness of emp participation depend on
training, knowledge, skills employees involved
- suggestion boxes used
- direct discussions betw management & emps abt bus more effective bc build sense of shared purpose & bus identity
6 employee participation strats look at images sheet
memebership of board of directors
- emp appointed to board of directors to represent staff in board meetings
participation in collective bargaining
- involve in developing EAs encourage emps & management to learn more abt each other’s perspectives & negotiate outcomes beneficial for both
team meetings
- opp for emps to share knowledge, skills, experience & find solutions to problems & develop innovations
survey
- valuable feedback on how to improve bus perf
benefits in maintenance (remuneration)
remuneration: compensation emps receieve for their labour
- non/monetary benefits
- benefits offered reflect resources, nature of activities, supply & demand for labour in industry
- ^ compensation packages (retain highy skilled emps) incentives for emps to ^ output (decentralised system of industrial relations, negotaite agreements at workplace lvl) bc high turnover –> lower output bc lose productive staff & ^ costs acquiring new
non & monetary forms of remuneration
- flexible work arrangements
- more holidays
- childcare
- discounts w/ partner bus
- subsidised edu
- insurance
- salaries/wages
- allowances (fuel, meals)
- commissions/bonuses
- super
consider value of benefits for staff retention & workplace culture bc expensive & attract employer-paid FRINGE BENEFITS TAX (FBT) basedo n monetary value of benefits
flexible & family friendly work arrangements as benefits under maintenance (support work life balance) + 6 features
- attract & retain talented staff LT(reduce problems managing family/study_
- allow emps balance work & family responsibilities/study commitments more effectively
- able leave & later re-enter WF –> reduce separation, recruitment, training costs for new emps
- positive image in community
- reflected NES
- feature in many industrial agreements
- improve communications tech
- flexible work arrangements (PT work, job sharing, flexible hrs, work from home)
* (common feature of EAs & CLCs) - workplace participation & training (multiskilling, staff meetings to discuss worklife issues)
- other (flexible salary packages, parental leave,)
- family support (arrangements to check children, employee assistance)
- child care( joint venture, employer supported venture)
- leave (maternity, family, paternity)
typical flexible working conditions
- flexible working hrs, (emps nominate start & finish times to suit needs, sometimes build hrs to take days off)
- flexible study/work arrangements
- job sharing (2 emps voluntarily sharing 1 permanent FT job esp for women returning to workforce after having children but needs commitment & communication to be effective)
- work from home arrangements
- family leave
COSTS if fails to accommodate emp needs for work life balance
- ^ stress –> lower morale
- absenteeism (wages, lost productivity, time managing)
- higher turnover costs (separation: admin, pay, replacement: recruitment, selection, training, lose efficiency)
- lower returns on training costs (info, equip, training costs, trainee wages)
- potential court action (compensation awards costs bc fail comply w/ gender equity, anti-discrimination legislation, unfair dismissal, poor image)
legal compliance & CSR in maintenance
ensure HR practices & policies comply w/ existing laws (anti discrimination legislation, WHS taxation, industrial relations legislation & agreements)
- unethical/illegal practices –> lower morale & roductivity, costly (time, finance) legal action, neg publicity –> damage reputation
- bullying & sexual harrassment, conflict betw emplyoees & high workloads major causes stress at work from high lvls staff stress, –> absenteeism, turnover, low productivity& morale
- create workplace enviro where staff treat each other in respectful, professional manner for emp wellbeing & retention of productive staff
- minimise exposure of bus to risk by implementign proactive & prevantative strats in health & safety, anti discrimination & conflict resolution
which industries are bullying msot common and how can it be minimsied
where there high no. vulnerable employees eg. apprentices, young staff, migrant wokrers
- provide info abt workplace bullying (verbal abuse, spreading rumours, exclusion, violence
- inducting & training emps in company policy, procedures for bullying & consequences
- promtoe culture based on open communication, respect, trust, fairness
- ensure managmenet committed ot resolving grievances
forms of bullying (not for georgious’s)
intimidation, humiliation, verbal abuse, threatened/violence –> repeated actions to likely risk one’s health & safety
sometimes subtle (exclusion, discrimination, intentionally withhold info)
separation in/voluntary
employee leaves bus (in/voluntary)
voluntary: resignation, relocation, voluntary redundancy, retirement (use exit interviews to discover why leaving & feedback to improve HR processes)
involuntary: contract expires & not renewed, retrenched/redundant, dismissal
manage in compliance w/ legislation, awards, agreements to avoid claims of discrimination and adverse effects on moral & productivity of remaining staff
redundancy, acceptable situations for redundancy
redundancy: position no longer required by bus (org restructure eg. remove middle lvl management)/automate PPs (capital-labour sub)
- entitled to redundancy paymetns (also when retrenched) amt determiend by lvl pay, length time employed
- bus determine who by examining length service perf, future roles/potential, if staff willing accept voluntary redundancy packages
- use to terminate underperforming workers w/o fear subjected to unfair dismaissal claims / get out of contracts/agreements too favourable for emps
- both not genuine redundancy bc workers replaced/re-hired on less favourable terms & penalties if emp action
- closure of workplace site
- complete project employee worked
- lack contracts/orders for work
- downturn demand
- reduce staff due to financial difficulty
what must be considered when retrenching employee
retrenchment: emp loses job bc lack work to perform (fall demand for g/s eg. bus decline, eco downturn, change consuemr demand patterns)
- lenght of service
- standard of performance
- future potential
- whther some staff willing leae voluntarily
redundancy vs retrecnhment
person’s job no longer exists usually from tech changes, org restrucutre, or merger/acquisition
dismiss employee bc not enoigh work to justify paying them
what managers should consider prior to termination (redundant/retrench)
- must give notice & leave entitlements comply w/ legislation & industrial agreements
- consult w/ staff prior termination, support w/ outplacement (transition to new jobs, often outsourced) to ensure smooth process minimising neg impacts on remaining emp morale
- should let redundant/retrenched staff go immediately by paying out their notice
- most awards & EAs have povisions relating to termination, change & redundancy covering producedures for redundancy & retrenchment, amt of notice to give/pay
unfair dismissal laws for high earning employees
earn over threshold under FW Act dont access laws unless covered by MA/EA when dismissed in terms of undertaking duties the award covers & actual classification
dismissal in separation
summary dismissal: instant form of dismissal applies to employees involved in gross/serious misconduct eg. theft, violence,
- FWC determine whether reasons sound & whether employer made reaonsable efforts to investigate allegations & allowed emp right to respond
- if doubt, paymetnt of notice in lieu avoid unfair dismissal claim for serious misconduct
- employment contract is legally binding so employers must terminate contract in legally compliant manner (Cant say ‘ur fired!’)
- NES ‘notice of termination & redundancy pay’
bus reasons for dismissal
/redundancy due to org restructuring, downtunr in bus, tech change making job redundant
- also based on poor perfrmance (must prove followed processes needed before dismissing)
- try reduce costs & improve productivity by reducing staff nos, flattening management structures, ^ use tech
- restructuing major contributer to industrial disputes & unfair dismissal claims
in case of poor performance (dismissal), bus rewuired to
- give emplyoees written warning abt poor performance over PIT
- give advice & support to have opp to improve
- notify emps of reason for termination & opp to respond
- need aware of legislation & industrial agreements, documetn processes to avoid claims of unfair dismissal (when emp believes termination harsh, unjust, unreasonable) to FWC
in case of redundancy, employer may be asked to show that:
- emp’s job no longer needed (genuine redundancy)
- no appropriate work available elsewhere within org
- emp consulted abt alt redeployment options within bus
unfair dismissal
employee dismissed by employer and beleive action harsh unreasonable unjust
- documenting processes undertaken to avoid
- FWC provides grounds for unfiar dismissal claims for emps covered by national system
FWC finds:
* employee dismissed
* dismissal harsh, unjust, or unreasonable
* dismissal not case of genuine redundancy
NSW workers who’re covered by state industrial relations laws, unfair dismisal claims heard by NSW Industrial Relations Commission
employees able to claim unfair dismissal if:
* bus has 15+ employees (FT/ employers 6+ months) including casuals with 6 months service
* processes for dismissal notcarried out correctly
how are unfiar dismissal claims resolved
through mediation, formal hearings, telephone conferences (msot common)
- reinstatement may be remedy for (successful) claim but maybe not desirable for either party, where compensation can be ordered of up to 6 months pay
bus risk in unfair dismissals
lengthy procedural approach frustrating esp need give employees time to improve performance after warning given
- avoid by hiring casuals & contractors (easier to cease employment)
- tighten employment contracts (by including probation periods & measurable target to allow staff dismissal when need)
- wanna avoid claims bc neg image for bus internally & externally, lose staff & customers
- cheaper & less time consuming to settle claim regardless valid/not
- many consult w/ specialists in the area of termination to avoid problems
HR managmeent strats
plans implemented by bus to manage staff & align them with strategic bus goals
* implements diff processes of HR management (acquisition, development, maintenance, separation)
* eg. attract potential employees to bus & develop skills to add value, motivate & reward staff, create culture retains staff & reduces employee dissatisfaction
* managers make choices - which leadership style, which recruitment strats, what training strats to provide, what rewards given guided by using emp to achieve strategic goals
leadership style
ways managers communicate with emps to inspire & motivate them to work together and achieve org’s goals
* autocractic (high task/low process) where management makes decision and tells staff
* management makes decisions & invites questions
* management presents problem, asks for suggestions & makes decision
* democratic management presents problem & staff and management work together to make decision
autocratic leadership style
- make decisions quickly without input from staff
- well with unskilled/inexperienced workers where work highly organised & controlled
- inflexibility –> higher lvls absenteeism & staff turnover
- most appropriate when nature of work requires strong centralsied control
what management style is autocratic leadership style sometimes aligned wiht?
transactional management style where workers’ compliance recognised through financial reward often linked to meeting organisational goals
* suits those driven by financial reward
* lower lvls job satisfaction
autocratic leadership style origins
Classical school of management where employees’ work scientifically measured & most eff productive methods applied
* mass production of goods early 1900s
*
what situations does the autocratic leadershi style work best in
- works well if leaders expected to make diff decisions w/o consultation/discussion
- effective times of crisis when immediate compliance with rules/procedure needed
- situations require fast & immediate decision making
- many inexperienced staff
participative leadership style
- consultative approach betw managers & workers encourages to be more engaged in decision making process
- higher lvl involvement in decision making process gives workers sense of ownership in final decision –> higher lvls job satisfaction & productivity
- emphasise higher quality output than efficiency
- longer decision mkaing process as time given over when management consults with staff
- if workers inexperienced, lack of engagement little assistance to decision making process
- more behavioural appraoch to managing workers as a resource that can be developed over time
- addresses role of motivation, conflict, relationships
what style of leadership is participative leadership style linked to
transformational leadership
* managers have higher expectations of workers –> high lvls engagement
australians tend to appreciate a leadership style which
encourages management & staff to work together acheiving goals than led from front
* repspond better to higher lvls expertise & leaders who gavined workers’ respect likelier
achieve bus goals
* most use variety management styles depending on situation
* leaders need to be flexible & adept analysinsg situations & usign most appropriate leadership style for circumstance
* most effective in AUS more egalitarian & empowering, less directive than other countries
* aus seek constructive workplace cultures where employers supportive & focus on developing skills of emplyoees in challenging tasks
6 types of leadership styles & when they work best
-
directive
* immediate compliance from employees aka autocratic
* in crises , problem employees -
visionary
* LT vision & leadership aka authoritativec
* when changes require new vision/clear direction needed -
affiliative
* create harmony aja harmonosier
* buily buy-in/consesnus/get input from valuable employees -
participative/decmocratic
* group consensus & generating new ideas
* buily buy-in/concsesus/input from valuable employees -
pacesetting
* accomplish tasks to high standards
* quick results from highly motivated & competent team -
coaching
* professional emp growth aka developmental
* help emp improve perf/develop LT strengths
advice for managers who wanna be constructive
- seek advice from others abt ur style, listen to emp feedback
- think abt behaviour u wanna develop
- be good role model
- support employees
characteristics of effective leaders & less effective leaders, why some managers have bad leadership
- self-awareness (able to identify own strengths & weaknesses)
- decisiveness (make decisions quick)
- fairness (treat workers equally)
- knowledge (able to udnerstand ur job inc changes that requires response)
- endurance (persevering with task/diff situation until resolved)
- poor communication –> misunderstandings
- reluctance to delegate –> resentment & low productivitiy
diff between manager & leader
leader: inspires, motivates, encourages team to strive to achieve bus vision
* achieve if efficient management structure
manager: involvedi n day to day operational activities required to run bus
* ensure products meet customer expectations
* evaluate existing operations processes
* address WHS requirements
* plan, implement, monitor budgets
* leadership of managers dissatsifed by employees bc lack strategic planning initiatives & fail to anticipate rise of disruptive changes in markets , unable to identify opps & adapt to dynamic bus environment
job design
no, kind, variety tasks worker expected to carry out in course of perf their job
* tasks often routine, repetitive, inflexible w/ simply approach (for specific tasks)
(general tasks)
* recently expanded to incorp more general approach with variety tasks perf by wokers aka job enlargement: horizontal expansion of job by adding similar lvl responsibilities
* to improve worker engagement, satisfaction, productivity
* managers must avoid adding tasks for sake & recognise benefit fro mspecialised appraoch
specific tasks in job design are best represented through which management approach?
Scientific management approach (Frederick Taylor) that best way doing job
* worker skills hould match job requirements
* specialisation often uses low skilled cheap labour
common elements of a well designed job
- opp for ongoign learning & development & achievement
- challengign tasks
- variety of tasks
- social interaction
- discretion & autonomy
- flexibility
when will employees be more motivated & likeely to share ideas
- have autonomy
- clear task identity (know what to do)
- well trained
- feel competent
- receive feedback to develop futher (demotivating when controlling, constructive & informative is motivating)
- able to plan ,schedule, determine how to do a job
common method used in job design today
- DEVELOPing broader, generalised, flexible jobs to attract, motivate, retain & use labour more flexibly & efficienclty
- when multitasking morework related stress and longer to complete tasks
the most visible aspect of recruitment process
job advertisement
recruitment (attracting right candidates to job) is ongoing process.
- orgs see kbuild ‘employer brand; create image of company as great place to work for current & prospective employees
sources & methods of recruitment company uses depends on
- recruitment goals & policies of bus (eg. prefer internal recruitment)
- conditions of LM
- location
- financial/other resources
- specifications of job to fill (eg. general/specific skills needed)
poor selection process leads to
- increased costs & lower productivity
- training costs (if poorly qualified staff selected)
- job dissatisfaction, lower performance, labour tunrover if bus/job doesnt meet expectations of selected candidates
- absenteeism rate if staff feel inadequate fr job or feel excessive work pressure
- accident/defect rates, fines if inapprop/untrained staff seleced
internal recruitment
fill job vacancies with ppl from within bus
* employees, former applicants, former emp
* invited to apply through promotion lists, word of mouth, email
* employee referral popular & acoompanied by empoyee bonus useful to being staff culturally fit
* strat to motivate & reward employees (most bus use mix of int & ext recruitment with mix of general & specific skills)
external recruitment
fill job vanaices with ppl from outside bus
* obtain employees through trad methods eg. onlien advs, referrals through recruitment agencies, tertiary education, company websites
fastest growing recruitment method stoday
social networking sites (facebook, linked in) & companiy videos viewed on mobile phones (higher response rates) ‘viral’ esp for those who contantly recruit eg. tech, mining, hospitality companeis
adv & disadv of internal recruitment
adv
* staff motivation, opp for development
* employee knows culture, operations to maintain prodcutivity
* succession of promotion opps in line with succession planning
* cheaper than ext recruitment, less chance failure as staff ovserved in operation, know strengths & weaknesses
disadv
* rivalry for positions
* need established framework for training & merit-based appraisal system
* attracts many internal applicats & need to manage unsuccessful applications who are demotivated –> poor working relationships
adv & disadv of external recruitment
adv
* new ideas, perspectives, skills can produce better solutions to bus issues
* more employmen diversity (EEO)
* wider pool of applicants
* get specific skills to save on training
disadv
* unknown staff risk
* lost productivity in initial phases orientation & induction
* new emp may not fit culture/accepted by internal rivals
* effort & time lots
the recruitment process needs to be
managed carefully
* applicants given realistic job preview using vids, descriptions of work to avoid expensive acceptance errors where new em[ finds doesnt match expectations & leave position
* bg checks & contact referees to verify qualifications & experience on written application
many consider internal potential candidates first and move to ext recruitment when internal staff not available
* some positions eg. sales staff need to be filled immediately & require sig campaign whilst others can be managed over longer period at lower cost
major tools in recruitment process used by most firms
resumes, applications, interviews
* interviews most useful to determine behaviour & cultural fit
* internet most common method to advertise vacant positions
bus use websites to promote ‘brand’, values & culture of bus
online recuriting
* widens pool of potential talaent avaialble to bus esp used in combo with online innovative strats eg. employee resources
external recruitment agency
to decrease time involved searching for new employee
* pay agency to interview applicats & rec short list of potential employees/emp suitble for available position
because:
* access specialist advice than risk breaching employment law
* availability of online recruiters (e-recruitment)
* owners concentrate on core business
* diff attract candidates bc low u/e
* databases for possible emp & skill to sort candidates
biggest reasons bc cost of poor recruitment decision (2/3x annual salary of recruited)
general skills in recruitment
- skills, attitudes and behaviours cultural fit
- can customsie job to suit recruits who can be trained & develoepd according to bus needs
- behavioural ‘soft’ skills to build successful workforce & not taught like specific skills
key general skills:
flexibility & versatility, positivec attitude, motivation, ability to work as team/independently, leadership & decision making styles, willing to learn, able to work under pressure
owhy are general skills (recruitment) important
many jobs require inds to work independently & undertake many diff tasks
* not narrowly defined like past & more service roiented so social & info skills mroe important
* to gain employment & progress within bus
* indicate emp has capacity & willingness to learn
* aus has skills shortage so emp likelier hire general skills eg. upskilling internally
recruiting specific skills & aus skill shortages
highly specialised skills required for jobs in science, tech, engineering sectors
* sig shortage in developign highly skilled professional areas eg. specialist project management ksills
* sophisticated software available to support workforce & recruitment planning
* S< strats need to operate together ensrure bus have staff with required skills
* recruit overseas/outsourcing to overcome skill gaps in bus through skilled migration programs eg. Temporary Skill Shortage visa
* aus doesnt invest in training staff for evelopign workforce needs & changing org structures, frequently use employee poaching (entice emps to work for another bus)
how bus choose nature of training & development
use systematic process to evaluate needs of bus:
* supply & demand for the skills in eco,
- shift to largely service based eco see trad skills in manufacturing obsolete
- need to consider mix skills to develop internally & for those need to recruit
- growth in social professions (teachers, nurses)
- virtual work away form trad workplaces removed need for commuting
- primary sector jobs fully automated
* changign nature of work,
* general pattern of employment
what options do bus need to consider for current or future skills in training & development
- recruit staff for specific skills
- retain women through flexible work structures eg PT work
- insourcing delegate job to someone within bus than outside,
- outsource functions to specialist firms/agenecies even overseas
- sponsor overseas migrants for areas major shortages
- build netowrks with other irms with specialist skills/skills need in future
- invest in futher inhouse training & development
key skills souggt by employers of university graduates vs all jobs & industries
- verbal & written skills required in communication
- ability to work in teams/influence others (Soft skills)
*critical thinking
* problem solving
* attention to detail
performance management
address both ind & bus performacne
* if successful, translate into bus’ strategic obj being met
* job design, recruit best staff, training & development, rewards
* view perf measures for HR = financial perf measures need to regularly evlauat reports at board lvl
performance appraisal & management sstems can be designed to meet 2 purposes for bus (performance management)
- developmental
* performance management/developmental model improves ind perf by establishing objectives eg. reach sale targes consistent with achieving org’s sgoals
* improv emp effectivess in roles, overcome weakenesses, prepared for promotion
* best achieed trugh year round periodic feeback & shared discussion thats empathetic & goal focused - adminsitrative
assesses progress of bus in meeting strategic goals and identifying areas for improvement eg. est new goals/emp performance
* provides info often following an annual appraisal management can use to plan HR functions (training, development, rewards, pay lvls, benefits, performacne improvement)
* to collect data to maange HRM function more efficientl
* ensure ind & bus goals aligned, strategic goals met
4 steps of performance management to set employees up to achieve best results ( case stud)
- ensure expectations clear
* mroe productive when know whats expected & when
* set on weekly basis but also cover LT (half yrly/yrly)
* dont assume staff know whats expected of them - assess performance regularly
* annual perf review imp to discuss whats achieved over yr but perf should be assessed on regular basis to ensure projectso n track, milestones met, queries reolved
* monthly to review what acheived and how achieved - provide feedback regular basis
* provide once performance assessed
* recognition of effot, improvements, achievemetns throughout past month to motivate
* constructive to highlight & bridge perf gaps
* most emp wanna continually imrpove knowledge & skills
* not just end of yr in form of official perf appraisal to address issues quick - continuous development
* keep employees engaged –> ^ productivity
* evelopment planning looks at what emp needs to do to complete in current role & upskill for next role
* learn new skilsl on job, mentoring, new responsibilities
6 benefits of performance management
- identify opps for productivity improvement
- assess legal compliance
- justify staffing decisions
- assess perf against organisational standards
- provide feedback & recognition
- identify training & development needs
benefits of performance management from developmental & administratic perspective
developmental benefits
* plan to overcoem gaps/weaknesses found in performance
* show effectiveness of current selection processes & whether staff recruitmed match culture & skills required for org
* communicates expectations, builds trust, promotes LT organisational development
* identify, motivate, retain talented staff for leadership succession
* identify & document poor perf and links with training & development strats
administrative benefits
* compare contribution to org & perf against standards
* assess rewards & benefits linked to perf
* builds self-efficacy as contributions rcognised (motivation, retention)
* identify strengths & weaknesses, create opps for training & development, coaching/mentoring
* opp for employee to provide feedback, higher productvity, better fiancial performance
key elements of performance management
- create shared vision of strategic direction of bus betw emplyoees & ers
- establish review process
- to be valued by employees, needs active listening, regular feedback by all parties, mutually agreed action plans
- ensure staff remain motivated & both (org) benefit
a well planned reward system will
- attract, motivate, retain empoyees for higher lvls performance
- reinforce strats to facilitate change/support desirable corporate values eg. custoemr focus
- reward policies assist to reinforce culture & values and achieve strategic objs
monetary rewards
rewards reflectedi n pay/have financial value
DIRECT (cash)
* base pay
* incentive pay (bonuses, commissions)
* allowances (overtime)
* pay increases
INDIRECT (benefits)
* insurance
* super
* flexible work schedules
* holidays
* emplyoee assistance
non monetary rewards
rewards dont have financial value eg. social activities/retirement planning
JOB
* performance feedback
* career advancement
ENVIRONMENT
* safee, healthy work enviro
* opp for leaning & development
* career security
* fair treatment
remuneration (System)
financial (eg. pay) and non financial (eg. career security) benefits that emps receive in return for work effort
* sustainable comp adv if seeks to encourage & reward employees
what do employers need to analyse in rewards to maximise employee engagement & performance?
- financial & non financial rewards
- demographic characteristics of diverse workforce (age, gender, ethnicity, occupation) impact selecting msot appropriate form remuneration
indiviidual or group rewards
rewards relating to ind perf can lead to conflict if not maanged effectively
* all individauls dependent on others & eff workplace systems to achieve high quality perfomenace
* increasing use of group & team based structures increase need cooperation & diff to distinguish perf of individuals within teams
* grid to assess objs of each reward & effectivess of reward system
* free riders where team member contributes little to overall perf but still received reward
reasons for aus low wage growth
super low in industrialied world
* workers dont change jobs
* caps on publci service salaries
* loss worker power (trade unions declining)
key issues to consider in designing reward & benefits system
- eco conditions (Supply & demand for labour & skill shortages)
- organisational objs of rewards
- compeittors rewards & benefits
- relevant awards & agreements, min employment standards
- profitability ofbus
performance related pay
reward emp through monetary compensation when perform dutieis in manner equals/exceeds predermined goals/criteria
* to motivate employees
* direct payments eg. pay increases, bonuses, commissions, sharep lans, profit sharing
* motivated to work hard at job and perform well to receive financial incentive
reward systems arent clear/fair/employees believe favouritism lead to
internal conflict, loss of trust & motivation, high lvls labour turnover
rewards system should aim to
- be equitable
- clearly communicated
- cost effective
- aligned with bus goals
- simple to understand & administer
- consistenyl applied to all employees
globalisation, tech developments, HR applications & telecommunications affect on businesses
- ^ competition
- ^ complexity managing HR
- high domestic labour costs, skills shortage industries, relatively small labour poor
- shareholder demands for higher returns, privatisation, outsourcing, resturcturing forced bus analyse strategic direction on labour costs, skills, supply
- aus higher LS –> higher wages & salaries for workers, emplyoers on costs eg. super add expsnese of remunerating staff
labour force skills issues, labour costs & labour shortages
matching skills possessed by aus workers & those needed by bus’ (structural u/e)
* aus edu system hasnt produced workers eith necessay literacy & numbercy skills
* employers more intent on importing cheaper labour, outsourcing, recruiting overseas
* higher labour costs reduce competitiveness –> restructure workforce (outsource functions to lower labour cost countries, establish subsidiaries (company owned by anothr (parent) company often located in another country) offshore to take adv of opp to reduce prod costs & access new markets
* aus factories close moved production to china (cheaper)
* basic accounting & legal work eg. processing unsurance policies outsourced to countries with large pool of english speaking, highly literate, tertiary- educateed workers to provide services at lower rate
what has been used to overcome worker shortages
ST initiatives eg. Temporary Skill Shortage TSS visa replaced 457 visa
* program of up to 2 yrs visa/medium term up to 4 yrs to support but with skill shortages in workforce
* align with skill needs of aus LM and tightens eligibility requirements for employer sponsored skilled visas
* in periods eco growth, attract skilled workers to remote areas where aus reluctant (medical services, engineering) but solid commitment to training aus workers LT solution
industrial dispute
disagreement over issue/s betw employer and emplyoees results in emplyoees ceasing work
* conflict betw stakeholders inevitable in workplace w/ conflicting interests over deg which employees should share in profits
* lead to higher lvls absenteeism, low productivity, legal claims & high staff turnover
* resistance (strikes, lockouts) to enforce/resist demand or express a grievance
* legal claims for discrimination, harrassment, bullyign not included in these disputes
* lvl disputes varies within & betw industries & bus
* some employers minimise conflict & others stifle, while others manage collaboratively through negotiation with staff & unions
strikes
situations workers withdraw labour
* most overt form of industrial action to attract publciity & support for emplyoees
* common in public sector orgs & mininig secotr
* trade unions initate restrict supply of laobur
lockouts
employers close entrance to workplace and refuse admission to workers
* sometimes management brought by helicopter to aoid picket (protests outside wokrplaec associated with strike, unionists stop delivery of goods & try stop entry of non union labour into workplace) line of workers
* picket line formed by striking workers to prevent vehicles & non striking workers from entering workplace
frequently used in
* long disputes in manuf to promote concession bargaining
* to push emplyoees to sign ind agreements * responding to strike action
types of strikes
types:
* sympathy (in support of group of workers already on strike)
* rolling (occur over PIT inbetween working periods)
* rotating & revolving (workers at diff locations take turns to strike)
* political (political issues, against gvt policy/actions)
* wildcat (take place w/o union approval)
* lightning (without employer being notified)
* general (large no. workers in diff industries on strike simultaneously)
* stop-work meetings (emplyoees stop work to hold meeting on industrial issue during work time)
major causes of workplace disputes
disputes rlating to negotiating awards/EAs about:
* remuneration
- wages, allowances, entitlements, super
* emplyoemnt conditions
- working hrs, leave, benefits
* job security issues
- retrenchment of employees
-downsizing
-restructuring
- use contractors
- outsourcing
- re-classification of workforce
matters outside agreements causing disputes
- health & safety
- physcial working conditions
- workers compensation provisions
-protective clothing & equipment - overly strenuous physical tasks
- managerial policy (common)
- discrimination
-discipline - production limits/quotas
- award restructuring
- terms & conditions of employment
- enterprise bargaining
- changing work practices
- union issues
- emplyoer appraoches to union, inter union and intra union disputes
- sympathy strikes to support emps in another industry
- political/social protests
hwo do firms try develop work enviro where disputes minimised
- collaborative working rleationships
- training staff in procedures, policies, guideliens for managing disputes
need to be prompt & have equitable settlement of disputes for effective HR
9 key stakeholders in resolving disputes
- emplyoees,
- use grievance procedures & negotiate agreements w/ employers w/wo unions on collective/individual basis
- emplyoers/managers
- use grievance procedures & negotiate agreements w/ employees to resolve disputes
- today, line managers greater role resolving
- gvts,
- provide the institutions, policy & legislative framework to resolve
-investigate breaches of legislation - trade unions,
- rep employees in disputes from ‘shop floor’ to national lvl in tribunals
- negotiate with management, emplyoers & EAs,
- employer associations,
- provide info & support to employers
- assist negotiations w/ unions
- represent emplyoers in tribunals
- civil courts,
- Federal Court, state supreme courts
- enforce legislation
-handle common law actions - industrial tribunals (FWC)
- make & supervise awards & agreements
-provide conciliation & arbitration to resolve disputes & unfair dismissal claims - Human Rights Commission (Federal)
- monitors & reviews how legislation relating to human rights implemented
-investigate & conciliate complaints abt discrimination in emp opps/treatment in workplace - refers complaints of sex discrimination in awards & agreements for determination to Fed Court
- Anti-discrimination boards (State)
- work closel y with AHRC and WGEA to ensure disputes abt discrimination on age, sex, disability, criminal record, political opinion, race, religion in workplace resolved by providing info, investigating, conciliation
- can refer cases to Administrative Review Tribunal for determination
3 FWC dispute resoluion processes (where disputes brought to an end)
- negotiated outcom
* parties work out solution for themselves - mediated outcome
* independent mediator assists with developing an agreement - arbitrated/adjudicated agreement
* independent arbitrator/court determines hwo matter will be resolved & makes a legally binding order
before either party may take protected industrial action there must be
proof both parties attemped to bargain in good faith, (meet with willingess treach agreement)
for cases where collective/enterprise bargaining dont resolve workplace disputes..what is still availabe?
conciliation is still avaialble through the FWC
negotiation (resolving disputes)
method of resoliving disputes when discussions betw partiies result in a compromise & a formal/informal agreement
* benefit partiies by increasing knowlege of company policy, bus’ objectives, workers concerns and issues in implementing change
* most aus industrial disputes resolved by resumption of work w/o negotiation eg. stop-work meeting –> may lead to agreement change
* others reslolved by negotiation w/o intervention of 3rd party –> employees return to work following industrial action for predetermined period eg. 24 hr strike
* options available for parties can be determined by nature of industrial agreement covering employees (fed/state) and goals of parties
mediation (resolving disputes)
confidential discussion of issues in non threatening enviro in presence of neutral objective 3rd party
* 3rd party can be independent & agreed on by key parties in dispute/representative from bus, tribrunal, gvt agency eg. FWC, AHRC (aus human rights commission) or Anti Discrimination baord (NSW)
* popular in aus, allowing parties become empowered by resolving own disputes –> reduce risk disputes escalating –> expensive legal costs/industrial action
* often required as 1st step in resolving dispute
grievance procedures
formal procedures generall written into award/agreement that state agreed processes to resolve disputes in workplace
* reduce risk of issue rapidly becoming serious dispute
* required in MAs and other agreements to handle
* most common issues (grievance handling) as personality conflicts, allowances & pay, discipline
* if emp has grievance, have complaint abt a situation in workplace perceive unfair
steps in a formalised grievance procedure (complaints can be resolved any stage)
- employee/representative present complaint to supervisor
- complaint handled by middle management in meeting with employee and/representative
- meeting of employee/representative with top management representative and/grievance committee
- matter reffered to external conciliation/arbitration by parties involved
ways supervisors & HR managers recommended to approach grievances in the 1st instance at the workplace lvl
- treat grievance seriously & in private
- lsiten to empoyee
- estalbish what problem is, identify source/s dissatisfaction
- remain calm & avoid accusations, temper
after hearing, set aside time to establish facts eg. visit workplace & talk to witnesses employee identified
* avoid lengthy delays responding to grievance
* if make deicsion mut be communicated once made with clear reason
* based on natural justice (emps must be given fair hearing, make deicisons w/o bias)e
effective grieance proceures require
full description of complaint made by employee/s with complain
* person grievance made against given details of allegation & opp to provide view
* process can deal with ind/collective issues & matters eg. changes in workplace affect/cause conflcit betw staff
* resolve issues before escalate
* FWC recs issues quickly resolved, handled sensitively & professionaly, fair manner
involvement of court & tribunals in resolving disputes
if industrial disputes escalate to lvl courts & tribunals, usually:
* passed nominal expiry date
* bargaining commenced towards a new agreement
* negotiations failed
employers & ees enter period where industrial action may be protected until new agreement developed
conciliatconciliation & arbitration in resolving disputes
if dispute not resolved through negotiation at workplace, can be referred to FWC who will appoint a conciliation member to hear both sides of dispute
* conciliation usualyl means solution is owned by parties to the dispute whereas arbitration means decision imposed upon parties
* conciliation: 3rd party involved in helping 2 other parties reach an agreement, can require all parties to continue negotiations, reduce ambit of dispute, develop other strats to resolve then report back for antoehr conference
* if C fails, matter can be referred to arbitration if award/agreement/parties agree
- Arbitaration when 3rd party hears both sides of dispute & makes legally binding decision to resovle dispute where a member/panel of members hears both sides f disptue in formal, court like setting
- judgement eg. order (decisions require employees/ers carry out direction from tribunal, can be inserted in awards/ agreements) handed down based on evidence becoming legally binding on parties
- orders may end restrictive work practice eg. lockout/require secrete ballot of union members if strike action proposed
- FWC may order staff reinstated/parties return to tribunal at later date for further negotiations
FWC’s role in resolving disputes
- providing conciliation, mediation, recommendations & opinions to parties in disputes
- hearing & authorising applications for protected indutrial action (for industrial action ot be lawful, it must be protected)
- hearing, conciliating & making determination on unfair dismissal claims
- suspension/termination of bargaining periods/un/protected action
- when substantial harm done/imminent to parties involved/to 3rd party, community, economy
- enforceable thorugh orders in the courts
ensure parties abide by rules of FWAct 2009 to provide certainty & consistency for all stakeholders
the FWC is empowered to deal with disputes relating to
- disputes under terms of an award/enterprise agreement
- bargaining disputes
- disputes arising under the general protections provisions
under FWAct, protection provided against adverse actions may cause discrimination/disadv in workpalce to protect workplace rights eg. right ti bargain freely and not suffer from discrimination
common law action in resolving disputes
open to any party involved/affected by industrial action
* parties can make direct claims for damages owned by parties taking the action/breach of contract from action
* emplyoer can ask a state/territory supreme court/Federal Court for an injunction/stop order to prevent unlawful interference w/ employer’s trade/business eg. picket line causes a nuisance
* not available if action is protected during bargaining period, which is cotly and last resort
* CLA in civil courts avaialbel to those in CLCs disputing matters not covered in legislation/relevant awards
FWAct 2009 provides protection of rights, including
- workplace rights
- right to engage in industrial activities
- right to be free from unlawful discrimination
- right to be free from undue influence/pressure in negotiating ind arrangements
industrial action wont be protected if it:
- is taken while a bargaining period has been suspended
- relates significantly to a demarcation dispute
- in support of claims for a multi-enterprise/greenfields agreement
- covers matters not considered lawful in the dispute
- contravenes any FW Aus orders
f industrial action includeuccessful resolution if industrial conflict
improved working relationships & conditions
role of HR manager
decide how employment relationship best managed so it’s cost effective, acheives bus goals & contributes to ‘bottom line’
* labour costs 60% of operating costs and managing staff takes up msot managerial time
* best practice businesses take holistic, strategic view to build a workplace culture attracting & retaining the best employees & success
* link ind performance with corporate strategy to modify processes & strategies - if they’re not successful through performance management
is strategic approach to improve organisational effectiveness & success
* by improving performance, teams & employees, evaluate effectiveness
* cooperative workplace culture common based around positive working relationships betw employees
indicators
performance measures used to evaluate organisation
* use a range of indicators to reflect on effectiveness of the HR functions
* performance measures used to evaluate effectiveness business, team, individual, such as sales achieved per employee per year
benchmarking
indicators used to compare bus performance betw internal sections of bus/between businesses which is used as a basis for improvement
* indicators compared to those of best practice businesses/internal decisions to determine strengths & weaknesses
HR audit
diagnostic tool to evaluate HR policies & practices to identify problems & develop solutions to rectify problems
* gather & collate indicators
* major control tool is annual strategic planning process where performance evaluated & modify strats for organisational development
9 typical indicators used to evaluate effectiveness of HR function
- human resources planning
- no. staff as prop of budgeted staff
- recruitment & selection
- acceptance rates for job offers
- recruitment costs
- vacancies filled within target time
- training & development
- trainign days as prop of hrs per employee
- cost of training
- test outcomes (Changes in skills, quality accidents, output, productivity)
- promotion rate
- employee rewards & benefits
- costs of them
- labour turnover rates
-absence rates as prop of total hrs worked - compare with otehr bus’
- industrial relations
- industrial disputes & time lost from them
- grievance records
- WHS
- accident rates
- workers compensation costs as prop of payroll
- performance appraisal
- appraisals undertaken
- goals achieved as prop of not achieved
- improvements in quality & productivity (turnover rate)
- separation/termination
- separation, dismissal, resignation, avg retirement rate
- unfair dismissal claims
- general HRM effectiveness
- labour costs as prop sales & gross profit per emplyoee
- growth in market share
most commonly used KPIs benchmarked for effectiveness of HR management
- financial indicators for each staff member (sales per employee)
- contribution to production (output per emplyoee)
- changes in staff turnover, absenteeism
- lvls of disputation (wokrplace conflict & industrial disputes)
- worker satisfaction (surveys, feedback, exit interviews)
for indicators to be of value, results must be…the role of HR manager using these indicators foster continuous improvement by..
communicated & acted upon by management in improvement plans
* communicate & educate emp abt vision, strategy, expectations at operational lvl
* plannign & setting goals for employees –> translate into meaningful tasks & ensure staff know how to achieve
* evaluating performance, provide coaching, feedback in formal reviews
* link rewards to performance measures
corporate culture as an indicator of effective HR management
values, ideas, expectations & beliefs shared by members of a business
* successful in LT maintain balance betw success (expansion/profit) & regard employees
* better employment & work relationships begin by understandhing how to develop positive corporate culture
* ppl bus most valuabe resource/asset
* to develop cooperative corporate culture & postiive working relationships
* w/o dedicated, trained, motivated employees best organised plans wont be acheived
* HR covers all types of interactions w/ ppl (conflicts, cooperation, interpersonal, teams)
indicators that reveal a workplace has poor corp culture. hwo is this reflected in bus performance?
- high staff turnover
- poor customer service
- high lvls absenteeism
- accidents
- disputes & internal conflict
reflected in
* poor bus performance
* , lower sales,
* lower profits than competitors and ultimately the
* ‘bottom line’
corporate culture: effective workplace relaqtionships depend heavily on the..
quality of a bus’ communications system & emp participation decision making
* need strats to build trust & direct ocmmunication betw ppl, value ideas to build positvice CC
how to build a great wokrplace culture
- high quality personal relationships
- creative perks esp health & training
- flexible, family friendly practices
- high lvls training & mentoring
- culture of trust (transparency, imartiality, equality
- collaborate across all lvls & involvement in decision mkaing
- pay more than basic rates & some share options
effectively performing benchmarking may involve
coordination w/ line management, HR manager, external specialist consultants (sometimes)
* each share evaluating practices in (key elements of effective HR management pic)
* can follow comprehensive HR audit/undertaken using basic indicators
* to compare bus perf in some areas against similar/best practice businesses to initate changes for improvement
* most dont rely solely on quantitative variables/sales per employee but consider qualitative info eg. feedback from staff & customers
* impact of ‘bottom lie’ valued in profits/costs major consideration
4 ways benchmarking is commonly undertaken
-
informal benchmarking
- any strats eg. networking through informal discussions w/ colleagues in other bus, researching best practice online, attend conferences -
performance benchmarking
- compare perf lvls of a process/activity w/ other bus’ -
best practice benchmarking
- compare perf lvls with those antoehr best practice bus in specific areas using structured process to gain skills & knowledge
- modify organisational processes -
balanced scorecard benchmarking
- measure whether activities of bus meeting its objectives established in strategic plan
- benchmarks key performance variables w/ targets aligned with the strategic plan
out of 4, appraoch used for benchmarking needs to be chosen for its…
suitability to bus needs & resources
* costly & time consuming process
* cost of HR largest single contributor to msot organisational costs
what useful info can benchmarking provide, what is the most important info?
abt bus’ human resources
* sometimes focus excessively on costs than what achieved/may be achieved
* msot import info LT performacne of those recruited & development needs of talented staff w/ future potential in bus
HR audits as a key variable for benchmarking & ways it can be performed
can be used to systematically analyse & evaluate HR activities & their effectiveness
* performance of 1 division/bus itself against another benchmarked and compared to industry best practice to determine areas weakness for improvement
* legal compliance analysis to determine areas of variance from laws & company policies
- if have high lvl fines, workers compensation claims, unfair dismissal claims for this audit
* management by objectives MBO approach determine areas poor performance against established targets
* management evalautes key perf variables
quantitative measures when benchmarking key variables
should be able to demonstrate effect of indicators in costs & profits
* benchmark variables freuently with quality assurance standards/best practice bus
key variables include:
* variances in labour budgets
- sig increases in size –> major increase costs likely from poorly plannign staffing needs, higher unscheduled absenteeism, overtime/staff turnvoer rates, increase wage rates
* time lost/costs of injuries & sickness
- rising costs indicate health & safety requirements breached due to poor/lack of training
- higher insurance premiums in long run (risk fines, claims)
* performance appraisals comapred with targets
- extent appraisal of staff undertaken by managers
- doesnt provide detailed feedback on effectiveness of processes
* % goals achieved
- goals should collaboratively determiend by managers & employees
- goal is RO(human)I can be determiend by sales per employee (if rising, improved customer service & productivity)
* lvls labour turnover (esp those initiated with emps)
- higher lvls –> workplace problems (poor workplace culture/working relationships/lack clear job descriptions/opp for promotion/personal growth)
qualitative evaluation when benchmarking key variables & major sources of info for it
detailed feedback & research on key issues allow judgmenets abt changes in behaviour/quality service provided
* essential when planning for ocntinuous improvement
major sources of info:
* feedback from mid management
* surveys & focus groups abt workpalce culrure
* wrk relationships
* quality of customer service
* leadership
* research by ext bus & institutions for analysis & comparison
- need to consider domestic & international trends & management practices when planning strats for improving effectivneess of HR management & bus performance
qualitative evaluation (benchmarking key variables)
- high/increasing absenteeism & labour turnover rates
- boredom, poor relationships, lack training/opp to develop
- analyse industrial disputes
- feedback abt health & safety, rewards & benefits, relationships in workplace
- feedback from perf appraisals
- info useful evaluating & planning training, recruitment & selection
-development
-rewards
-separation processes - feedback from supervisors, custoemrs, employeers, consultants in organisational surveys
- worker satisfaction,
-customer service
staff turnover
separation of emps from an emplyoer voluntary & involuntary through dismissal/retrenchment
* as % of total staff nos.
* staff turnover fluctuates with eco cycle (half voluntary from resignation & retirement), 12-15% yrly\
* varies greatly between industries (hospitality exp 90% YRLY)
* in assessing, benchmark turnover against other bus in industry & determine type of staff leaving w/ reasons
* exit interviews to find out why emp leaving org
* sometimes healthy as new ideas brought in and stimualte innovation in work practices but sig increase warning
reasons for staff turnover
- seek new opp/promotion from skills developed in certain industry –> not neg reflection of workplace
- internal politics in workplace
- msot in aus from newly recruited staff <1yr in job
- unskilled emps with mundane, repetitiv jobs, low pay, little participation in decision making mroe likely to resign
- hgih resignation rates linekd with absenteeism rates (indicate workplace dissatisfaction)
costs of high staff turnvoer
high costs through payouts for
* entitlements
* hiring
* inducting
* training new staff
lose
* productivity &
* service quality (esp hospitality industry)
* corporate skills
* knowledge esp w/ poor succession planning (biggest cost of high turnvoer rates)
absenteeism as indicator of HR management effectiveness
worker who neglects to turn up for work when scheduled to
* high lvls / lateness indicate workers dissatisfied/workplace conflict
* unofficial expressions of conflict maybe more costly bc firms needs have higher staffing lvls to cope with high absenteeism
* revenue lost bc work disrupted –> lower productivity & higher labour costs
accidencts as indicators of effective HR management
compensation claims for serious work related injuries/illnesses involve 1/+ weeks off work
* median time lost for serious claim 6 weeks, highest rates among labourers, community & personal service workers
* admin & sales workers make fewest serious claims
* most common types workplace facilities associated w/ road crashes while falling form heights, hit by moving objects common for workplace death
* all bus need to adopt systematically, legally compliant approach to maanging WHS
* 45-54 age group most vulnerable
financial costs of accidents
DIRECT
* workers compensation premiums paid by employers
* payments to injured workers
INDIRECT
* lost productivity
* loss curent & future earnings
* lost potential output
* cost providing social welfare programs for injured workers
benched WHS indicators for accidents
INTERNATIONALLY BENCHmarked using these indicators:
* Lost Time Injury Frequence Rates (LTIFRs) lost-time injury is event that results in a fatality /permanent disability or one day/shift or more lost from work. The LTIFR is the number of lost-time injuries per million hours worked, calculated (check sheet)
* Safe Work Australia rates based on accepted workers compensation claims involved loss of 1/+ working weeks aka serious claims, claims for shorter periods not counted in the rate
common psychological injury (accidents)
anxiety stress disorder –> work related harrassment/bullying
* workers in finance, insurance, health, community services esp vulnerable with increase in recent insurance claims
snapshot 10 most commonworkplace injuries and hwo to avoid (ranked)
- overexertion injuries
* pulling, lifting, pushing, holding, carrying at work
* most expensive - slipping/tripping
* wet slippery floors/something on floor - falling from heights
* from elevated area (roofs, ladders, stairs)
* faulty equipment or slip - reaction injuries
* slipping & tripping w/o falling
* muscle injuries, body trauma - falling objects
* objects falling from shelves/dropped (head)
SafeWork NSW strats to keep workplace safe:
* inspect workplace for potential hazards
* prioritise tasks according to greatest injury risks & ensure safe work procedures
* regularly reveiw safe work procedures to ensure currency
* consult with staff w/ ways to eliminate/reduce risk from potential hazards
* induction, training, supervision for workers so all tasks conducted safely
how best practice businesses approach accidents & how they beenfit from incorp them
- regular safety audits & comprehensive safety programs use data to improve
- build culture of safety by communicating abt health & safety using visible policy statements, safety signs
- careful induction & regular ongoing training for staff so aware safety rules, prepare for emergencies
save on
* compensation claims,
* absenteeism,
* lost work time,
* replacement costs for damaged equip,
* loss moral in workplace
* customers appreciate effort bus make in producing safer product –> improve image to custoemrs
types of overt (visible) & covert (hidden) industrial conflict
OVERT MANIFESTATIONS
by employees
* pickets, strikes, stop-work meetings,
* boycotts, (refuse to work overtime, handle product, equip, process, w/ individual) & green ban refuse work considered harmful to enviro/natural resources
* work-to-rule (emplyoees refuse to perform duties add to work normally required to perform, most common industrial action in comm services)
by management
* lockouts, dismissals, retrenchements
COVERT MANIFESTATIONS
by employees
* absenteeism, high labour turnover rates, reduced productivity, lack cooperation
by management
* discrimination, harrassment, exclusion from decision making
what industrical action would it be if teachers refused to mark homework? what does ABS officially count in industrial dispute statistics?
work-to-rule action
* ABS doesnt officially identify work to rule actions, go slows (emp work slower rate than normal –> customer complaints, expensive backlog of work to be caught up at later date) & bans eg. overtime, claims, fines but recognises disputes 10/+ days lost, strikes, lockouts
why should employers be concerned if many formal grievances reported (lvls of disputes indicating effectiveness of HR management))
indicate poor quality workplace relationships, damaging if attract media attention/move through legal system
* investigate if issues relate to policies & processes or individuals who need training & development/formal counselling
* ongoing grievances reflected in higher lvls staff turnover & industrial disputes
HOWEVER not all workpalces experience industrial action (although covert manifestations more common)
disputes airsing from managerial policy (lvls disputes as indicator of effectivenewss). if disputes are not reflected in strikes & lockouts what are they reflected in?
decisions & policies of line manegers
* org restructuring
* discrimination
* decisions impact work & family life
* changign work practices eg. outsourcing & contractors
if not reflected in strikes & lockouts commonly reflected in grievances, fines, bans, poor customer service, declining productivity, higher absenteeism & labour turnover
disputes in large business
more common
* relationships & communication betw employees & managmenet imersonal
* greater scope for mistrust & misunderstanding
key motivators when looking for job and top reasons ppl seek alternative employment
- salary
- proximity to home
- job security
- bad management
- not feeling appreciated
- wanting new challenge
- too much stress
worker satisfaction as indicator of effectiveness of HR management and what employers can do to measure,
employee comitment, job performance, staff turnover
* surveys help employers measure & understand how staff feel abt work, management, culture
* paper surveys, online polls, focus groups, external consultents
* data from performance feeback & exit interviews
what will emplyoee satisfaction surveys improve? (indicators)
use to improve
* management style & processes,
* benefits & rewards systems
* working enviro
* emplyoee relationships & needs
to improve worker satisfaction,
employee feedback needs to be confidential & analysed by professionals qualified to interpret
* managers need to track, communicate and act upon results
* pay imp for choosing job but not for emp satisfaction unless sig pay differentials in workplace
* emplyoees who have good relations with coworkers, enjoy work activities, receive training to do job well, gain opps to grow more likely satisfied & stay with business
* effective leadership particularly when emplyoees feel recognised & encouraged, management transparent, promotion merit based, communication honest & respectful
* quality of management
* match purpsoe of bus w/ skills & cultural fit of employee
* support for emerging leaders - ongoing training, menotirng, coaching more effective than pay differentials for commitment
* continusous on the job training for competencies rather than offsite training
* emps value family friendly culture, adequate breaks, rewards for effort & performance, opp for leave options bc emotional exhaustion from job esp impacts family life less satisfied
* holistic appraoch valuing and caring most effective building commitment, satisfaction, retaining effective employees
