Beruflich Dokumente
Kultur Dokumente
Part A.
Q1. Week 7 – HR Development & Career Management: Employee Life Cycle.
Condensed employee lifecycle:
Recruitment –> Selection –> Dismissal
Traditional: Strategic:
- Emphasis on: skills, education, - Emphasis on: emp characteristics
experience & past behaviour. (desire, motivation, social skills, work
- Mgmt links emp needs to operations ethic)
- Pluralist underpinnings: emp’s of - Mgmt links emp needs to overall
varying viewpoints, not necessarily in strategic objectives
line with org culture - Unitarist underpinnings: matching
- Pro-trade union view, acceptance of emps to org views, cultures, ethics
trade union members - Trade unions seen as unnecessary, not
- Emp privacy protected desirable in candidates
- Bureaucratic control – multi level org - May be some invasion of emp privacy
structure, more defined roles - Use of ‘modern’ selections:
- Collectivism emphasised psych/behavioural testing, 3rd party
- Use of ‘traditional’ recruitment agencies increase use
processes: importance placed on
selection interviews, resumes etc
Selection: high market competition = high importance on selecting high quality emps
(selection mistakes can be very costly to orgs). Selection is a controversial process due
to legislation around it (Anti-Disc, EEO).
Strategic selection: aligns selection criteria with business strategy.
Selection – controversial due to: screening, psych testing, medical exams, medical issues
contributing to hiring.
Screening: control by commitment – all emps values same as org, behaviour can be
predicted.
Psych testing: assess behaviours & attitudes, can lead to a marginalisation of
‘undesirable’ behaviours/cultures e.g. unions & union membership.
Related Legislation:
Anti-Discrimination: on a national level, an org cannot discriminate on the grounds of:
race, colour, sex, sexual pref, age, disability, religion, marital status, family resp, political
op, nationality, trade union membership.
EEO – Equal Employment Opportunity – refers to merit: selecting the best person for the
job in terms of job related skills.
Work Choices: Work choices excluded unfair dismissal in the case of : orgs with <100
employees, or if dismissal was for operational reasons.
FWA: removed operational reasons as an acceptable grounds for dismissal, allows
genuine redundancy though. Emps of small bus’s (<15 emps) with <12 months are
excluded. Dismissal deemed fair if satisfies the small bus Fair dismissal code.
Stakeholder views/responsibilities:
Trade Unions: individualism of WC’s resulted in less training incorporated into
agreements. Union tendency to demand increase pay through marginalising tactics
rather than promote development & training has added to their notoriety. Often see T&D
as a unitarist tactic and may lead to work intensification.
Gov’t: controls funds for public schools, tafes, uni’s. Depending on ruling party – funding
may/may assist in the provision of training by orgs.
Employers: benefits provided by gov’t have not increased t&d efforts.
Mgmt training: AU mgmt not to same standard as training partners. Eight critical areas
for improvement: people skills, leadership skills, strategic skills, international orientation,
entrepreneurship, broadened technical skills/specialisation, relationship building,
diversity of HR.
Barriers: mgmt may be threatened by educated emps, costs involved, unknown return on
t&d ‘investment’, casualisation & outsourcing, employee motivation/readiness for T&d.
Rewards reinforce org culture, achievement of org objectives. Important tool for
motivation, job performance, productivity – studies inconclusive, money plays a role but
not substantial in motivation. Rewards should be monetary and nonmonetary.
Definitions:
Work-Family Balance: ability to meet both work & family responsibilities.
Work-Life Balance: ability to achieve balance between work and all other aspects of life.
Broader/holistic than work-family. Recognises the desire for healthy/satisfying balance
between multiple roles & responsibilities, not all emps have family resp’s. Work-family
can exist without work-life: no time for themselves, community etc.
Policies:
Legislated, industrial agreements/awards, org HR policies, negotiated in an ad hoc
manner in the workplace.
For example: Child care benefits, work place flexibility, Leave options, HRM policies, org
culture.
Variations:
Industry: work-life more promoted in public/not for profit sector. Retail & construction
least likely to offer.
Business Size: larger orgs more likely to offer e.g. flexible work options, longer leave or
paid parental leave.
Employment type: casual emps don’t have as many options available
Occupation: where labour supply limited/high demand = greater bargaining power for
work-life options, also used my mgmt as incentive for attraction & retention
supplementing pay.
Casual Emps:
May provide flexibility around other responsibilities, however lacks income security,
employment sec, paid leave, control over irregular/unfriendly hours, training/career path.
FWA & Work-Life: FWA contains 10 NES (national employment standards) that cannot be
traded, including:
– Max 38hrs a week
– Right to request flexible working arrangements with a child below school age
– Separate periods of 12 months unpaid parental leave for each parent
– 4 weeks paid annual leave
– 10 days paid personal/carers leave
– Right of absence on public holidays
Part B.
Stakeholders:
Internal: Mgmt/Bus owners, employees, specific HR dept’s
External: Gov’t, gov’t bodies/tribunals, unions, employer associations, the public
Conflict
What is conflict?
Ongoing disputes in the workplace between an employer & employees or between
employees.
Issues such as:
– Wages & conditions: monetary/non monetary, hours, leave
– mgmt prerogative: right to hire/fire, allocation of work, monitoring of work, OHS,
communication
– social/political concerns: wars, environmental impact & protection, legislation &
implementation
Legislation progressions:
Accord Howard’s WC’s Labor’s FWA
Accord: agreement ACTU & ALP gov’t – Bob Hawke, then Paul Keating. Employers were
not party.
Unions agreed to restrict wage demands and the government pledged to minimise
inflation.
Made up of several ‘Marks’ (See wikipedia:
http://en.wikipedia.org/wiki/Prices_and_Incomes_Accord)
WorkChoices: passed by the Howard lib gov’t in 2005, aimed to improve emp levels &
economic performance. It dispensed unfair dismissal for orgs with <100 emps, removed
"no disadvantage test" (test to ensure emps weren’t disadvantaged by lesgislation
changes), ended collective bargaining & put in place individual AWA’s. Decreased legal
strike provisions and restricted trade union activity
(http://en.wikipedia.org/wiki/Workchoices)
FWA: http://en.wikipedia.org/wiki/Fair_Work_Australia