Employment relations is the function that deals with managing the total relationship between the employees and employers of a business:
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Planning hum a Planning an n resources
Acqu cquirin iring g peop le wit wit h ri righ ght t sk skills ills
d trainin g Deve lopme lopme nt nt an and training
Pe rf ormance ormance mana manage ge me nt nt
I ndustrial ndustrial relations is the relationshi p between between m manage ment and labour, and the processes for negotiating
e mploy mploy ment conditions.
Stakeholders in the employment relations process
Employers
ge rrs ge ly king ditions f t he he ir e s/ Busine sine sss s owne rs/ rs/ mana manage s lar large ly re sponsib sponsible f o orr wor ork ing ccon ond itions of t ir e mployee mployee s (salari salarie s/ wage s). s).
Employment relations manager responsible for making every person more valuable and building strong
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S pecialist pecialist people managers responsible for negotiating with unions, setting or negotiating wage levels, recruitment, inducting new emplo yees, training and processing personnel records.
working relationships between workers, unions and management.
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oint int consultative committee meeting of management and em plo yee re presentatives; J o presentatives; em plo yees a re consulted about decisions affecting them and info rmation about the business is sha red.
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tonomo u Au tonomo u s
work gro u p decis ions rega regard rdiing va var io u s a ups s emp lo yees m a ak k e own deci u s aspects of the ir wor k k .
Employees
dual Individual
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Ge ne rally rally int e e r e sst t e ed d
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Conce once rrned ned
ee s ar e important Employ mployee are important f o orr
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wh who vide s t he he iir busine e sss egular ce o f inccom e. o pro prov r skills ills to to a busin s in in re tt u rn f or or a regu lar sou source of in ome. in in impro improv ving ing wa wage ss// wor ork king ing con cond ditions itions;; t he he ref ore ore ccon onf f lic lict wit h mana manage ge rs. rs.
about f lex exiibility ility,, b balan alanccing ing wor work k an and d f amily amily life, life, an and d a ch chan ance ce to to have ve a a say say about chan change ge s. busin busine e sss gro wt h, h, pro f iitab quality,, f lex exiibility d comp compe e titive sss survival al,, g row prof tability ility,, quality ility an and titive ne ss. ss.
Employer associations
e mploye mploye r me mbe rrs; s; matt e e rs r s in incclude f ormu ormulatin lating g poli policcie s an and d strat e egi gie s, ce sssing claims se rved by by unions egotiation e aring dustrial proce pro sing log logs of claims nions,, neg otiation or or app appe aring in in in indu strial tribu tribunals nals..
e mploye e rrs s of e mployme egislation chan ge s, EEO, an d so Assist ssist e mploye rs rs in in matt e mployme nt c nt contra ontraccts ts,, leg islation ch ange and so on. on.
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Organisations anisations t hat re p pre re se n nt t t he he iirr
Unions
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ect ct t he int he int e e r e ssts Organisations anisations t hat aim aim to to prot e ts of
e mployee he wor work kpla ce. mployee s in in t he place.
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Focus cus on on impro improv vin ing g
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op steward represe ntat ive; acts as co ntact po int o n a nd Sh op int betwee n uni nio nd me mbers, co ncer ne d d wit h h co llect llect io n
liv living ing stan stand dar ard ds of m f me mbe rrs s rat he he r t han ju just st mon mone e tary tary wage s.
of m of me mbers, recrui recruit me nt, breach es es or min or minor or gr ieva nces.
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dustrial off ice rs/ Industrial rs/
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WRA re stric stricts
union ganis e rrss dis discu cuss d se ttle e s . nion or org anise ss union nion poli policcy an and ttle lo loccal dispu isput e
unions nions ri righ ght t of e ntry ntry to wor ork kpla place ce s an and d e nf orce orce me n nt t of union union me mbe rsh rship ip.. 1
Government organisations
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The fede rral al parliam parliame e nt nt e stab stablishe lishe s courts rts an and d tri tribu bunals nals,, an and d direc irectly tly regu egulat lat e e s wage ss// con ond ditions itions to control ontrol
indu industrial strial re lations. lations.
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Fair Work Australia: Australia: blished unde r t he he F a h whic h re pla e s t he he Wo rkpla e Re latio Esta stab lished un air ir Wo rk rk Ac tt 2009 (C tt h) ) whi plac e rkplac e latio n ns s Ac t t 1996.
Inde pe nde nt nt body
wit h t he po he powe we r to e nsu nsure e sa safe fe ty ty ne t t of minim f minimu um con ond ditions itions,, f acilitat e e t t he ma he mak kin ing g of
e nt e rprise egulat e indu d re solve ve / in dividu dual ce dispu e s nt e r prise agree me nts, nts, regu lat e industrial strial actions tions,, an and solve collec ollecti tive ind al work orkpla place isput e t hro rough ugh con concciliation iliation,, med ediation iation an and d in in som some e cas case e s ar arb bitration itration..
he fun functions he Australian dustrial Re lations he Australian dustrial Assu ssumed t he tions of t he stralian Industrial lations Commission, ommission, t he stralian Indu strial Reg egistry istry an and d
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an:: Office of the Fair Work Ombudsman
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t he he Australian stralian Fair air Pay Pay Commission ommission..
e s Inve stig stigat e
work ce complaints complaints an d e nf o ce wit wit h Australias work ce la ws. orkpla place and orce rce s complian ompliance orkpla place law
Office of the Employment Advocate: Advocate:
Assistan ssistance ce on on ITEAs, e nt nt e e rprise r prise agree me nts, nts, t he he Fair air Work ork Act , nono-d disa isadv dvanta antage ge t e e sst t an and d f reed eedom om of
assocciation asso iation pro prov visions isions..
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Other agencies: agencies:
Human man Rights ghts Commission ommission,, Anti-Disc iscrimination rimination Boar oard, d, Equ qual al Opport unity nity Tribu ribunal nal
Managing the employment relations function 1.
Human man re sou source ce plannin planning g
2.
ecrruitm e nt Rec itme nt
Comp ompe e t te e n nt t e mployee mployee s
wit h up-toup-to-d dat e e
know nowledge
3. Se lec ection tion
8. Pe rf ormance ormance appraisal appraisal
4. Ide ntif ntif ication/ ation/ se lec ection tion of comp compe e tt e e nt n t
9.
5.
Caree aree r
deve lopme lopme n nt t
e mployee mployee s
f actory dustrial 10. Satis atisf tory in indu strial re lations lations
Orie rie ntation ntation
gh-p -pe e rf ormance ormance 11. High
6. Trainin g raining
7.
e mployee mployee s capa apab ble e o of
g pe rf ormance g t e e rm sustainin staining ormance o ove r lon long r m
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way t he he se fun functions tions ar are e carri carried ed out de pe nd on: on: busin busine e ss ss cult cult ure, goals goals,, t echnolo echnolog gy, size, size, an and d so so on on.. The way
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ge rs e rre alising he importance ce o de ring hu man re sou he r e ntitie Mana anage rs ar are alising t he importan of consi onside ring human source s in conju onjun nction wit h ot he ntitie s of
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t he he busin busine e ssss (f inance, inance, promotion promotion,, e tt c ). ed wit w it h t he he e mployme function carri ed out by a spec Activ tivitie itie s asso assocciat ed mployme nt nt re lations lations fun arried specialist ialist e mployme mployme n nt t re lations lations de partme partme nt nt or by a spec specialist ialist e mployme mployme n nt t re lations lations manag e e r .
Line management and specialist
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Line manager anager::
In
May de al al wit h issue issue s such as as moti motiv vation ation,, d dis iscciplin ipline, e, mana manag gin ing g con conf f lic lict , sta staff ff iing, ng, trainin training g an and d deve lopme lopme n nt t .
g e mployee d plannin g an d se lec ection Appraisin ppraising mployee p pe rf ormance, ormance, an and planning and tion..
char charge ge o of ot f ot he he r e mployee mployee s, who who to toge ge tt he h e r wor ork k dir direc ectly tly on on pro produc ducin ing g t he he goo good ds/ s/ se rvice s.
Specialist human resource managers anagers::
expe rtise d assistan ce to ge rrs human ce matt e rs ecrruitm e n d Provide exp Prov rtise an and assistance to line line mana manage s on hu man re sou source matt e r s such as as rec itme nt t an and se lec ection tion,, an and d neg egotiation otiation..
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K ey ey influences on employment relations
Social influences
Changing work patterns
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Incre asing asing
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Incre a ase se in in
numbe r of fe male male s in in t he he wor workf kf o orce, rce, an and d an an inc incre asing asing tre tre nd in in part-tim part-time e wor work. k. wh whit it e e - collar wor ork k ((sal sale e s, pro profe fe ssionals), ssionals) , decr decre a ase se in in blue -collar work ork ((tra trade de spe spe ople, ople, la lab boure rs). rs).
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Incre asing asing
usse u e o bour an d age ncy wor ke rrs. of ccontra ontracct la lab and orke s.
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Dec eclin line e in in availa ailab bility ility of uns unsk killed illed jo jobs; d diivision be tt wee w ee n skilled illed// uns nsk killed illed wor worke ke rs. rs.
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ore di dive rse rse wor workf kf orce. orce. More
Population shifts
Need f or or mana manage ge rs rs to e n nsu sure e mployee mployee s unde rstand rstand instr instruc uctions tions,, ar are e a awar are e o of t f t he he ir ir righ rights ts,, e t tc c..
iscrimination rimination,, ra raccial harassm arassme e nt nt , u un nf a air ir wor ork kpla place ce pra pracctice tice s, he alt alt h an and d safe safe ty. ty. Disc
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vide trainin g f o cult ural e ne ss, e,, lan gua ve s job Programs deve loped Prog loped to to pro prov training orr cult ral awar are ss, e tique tique tt tt e langu age, e t tc c;; impro improve satisf satis f action tion an and d comm commu unic nication ation..
Legal influences
An overview of major employment legislation
Leg egislation islation in inccre asing asing f ocus cused on e n nab abling ling our syst e e m to cat e e r f or or in ind dividu dual al e n nt t e e rprise r prise n need eedss.
e rs/ Employ mploye rs/
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e mployee ged to ke dir direc ect he t e e rms d con cond ditions mployee s e ncoura raged to ma make t agree me nts nts about t he t r ms an and itions of e mployme mployme n nt t t hat will ill apply apply at t he he iirr wor ork kpla place. ce. Federal legislation
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Industrial dustrial Re lations lations Act t 1988 1988
Wor ork kpla place ce Re lations lations Act 1996
Individual dual Transitional ransitional Employm mployme e nt nt Agree me nts nts
F a air ir Work ork Act 2009.
(ITEAs) s) re place place AWAs until 2010, whe n t he he y intro introduce duce
dustrial egislation new in indu strial re lations lations leg islation..
ITEAs neg egotiat otiat ed ed
approved by approved by t he he Off ice ce o of t f t he he Employm mployme e n nt t Advo dvocat e wit wit h t he nohe no-d disadv isadvanta antage ge t t e e st s t . Ent e e rprise r prise a agree me nts nts have ve rre placed placed coll collec ecti tive ve a agree me nts. nts.
tronge ge r safe safe tty y ne tt intro introduced duced due to due to criti riticcism ism about t he r he re mov moval al of t f t he nohe no-d disadv isadvanta antage ge t t e e st s t ; t his is saw saw Stron
be tt wee w ee n e mploye mploye r and and ind individual dual e mployee, mployee, wit wit h assistan assistance ce f rom rom a union nion,, it must be
he introduc duction f t he he Fairn e ss he Wor kpla ce Aut hority t he intro tion of t airne ss Te st st run by t he ork place ority..
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Awar ard ds se tt rule s gove rning rning minim minimu um wage s an and d wor work kin ing g con cond ditions itions..
disc egislation hibits wor kpla ce disc he basis exual Antinti-d iscrimination rimination leg islation pro proh ork place iscrimination rimination on on t he asis of ge nde r, e t th ni niccity ity,, sexu al prefe prefe re nce, re lig ligion ion or disa isab bility ility..
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ge A g
Dis cc rimination r imination Ac t 2004 (Ct h h))
State legislation
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I n nd d u u strial s trial Relations Ac t 1996 (N S SW) W ) c o on n c ciliation, i liation, arbitration, awar d dss, , c o on n d ditions i tions of e mplo mplo yment. yment.
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O ccu pational Healt h d S afety afety Ac t 2000 (N S W e s legal legal rre spon sibilitie s of e mploye rs/ rs/ e mployee s. ccu pational h an d SW) ) e stabli sh e
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Wor k e W o unable k ers rs Compensation Ac t 1926 (N S S W) ) to maintain in c come me and benefits for the period emp lo yee is unabl to perform usua l wor k k. 3
New organisational behavioural influences
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Tra rad ditional itional pyrami pyramid d str struc uct t ure:
e cconta w ge me nt d wor worke ke rrs. Littl ittle ontacct be tt wee ee n top top mana manage nt an and s.
Rec ecrruitin iting g
Rew ewar ard ds
would be don wo done e ce ntrally, ntrally, promotions promotions of tt e e n ma made de f rom rom wit hin in t he he busin busine e sss. s.
bas ased ed on classi lassif f ications ations,, not pe rf ormance. ormance.
Flat management and team structure
fun function e lilike ke ly cus on ff trainin g an d deve lopme he ind dividu dual d t he he tion mor more ly to f ocus on sta staff training and lopme n nt t , t he in al an and t e e a am, m, ccar aree ee r deve lopme lopme nt nt , intrinsi intrinsicc rew ewar ard ds an and d corporat corporat e cult cult ure.
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Employ mployee ee s
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T eam bu iil l d is cu sssi i rec ect i on f rrom e m abili ty, diin n g g d i si on / d i t i om mana g g emen men tt , sha re d d sen se of pu rpose, rpose, commi t tmen en t t, st abili ty,
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e nt Employm mployme nt re lations lations
have ve a a gre at at e e r role role in in de tt e e rmining r mining t he or he org ganisation anisation an and d t he he con cond ditions itions of t f t he he ir ir work. ork.
tru sst t , cco on tt i in n u n i on, on goin goin g g tr trainin ainin g g an d d rec ecog og n ni i t tii on n o of eff ort ort . u o u s comm u unica ica tt i
Economic influences
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Tra rad ditionally itionally,, b bar arg gainin aining g po powe we r of e mploye mploye rrs s inc incre a ased, sed, an and d decr decre a ase se in in leve l of economi economicc gro grow wt h an and d leve l of
inf inf lation. lation. y
New mill mille e nniu nnium le ssss collec ollecti tive ve bar barg gainin aining, g, mor more e in ind dividual dual contra ontraccts ts..
The
economic cycle
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e mpts pts to f orec wage s gro wt h, h, cons consu ume r de mand, e r e st e s , e t c ; busin busine e sss g. Att e m orecast ast inf inf lation, lation, wa row mand, int e st rat e tc; s plannin planning.
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Downt u r n ass assoc ocia iated ted wi with redu cct t ion on iin cu sto mer er sp spend endiing and bu sine sine ss ss inve st ment. u rn
eduction Reduc tion in
full-tim full-time e sta ff in de r to cut cut costs f it gins educe loss e s. staff in or orde osts and and maintain maintain pro prof it mar marg ins or or reduce losse Howeve r, ccost ost of r f recr ecruitin iting g/ trainin training g may be hi highe r t han an t he he cost cost of kee ping ping goo good d e mployee mployee s.
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e s of r f rece ssion/ In tim time ssion/
ec economi contracction e in dustri e s suffe r f rom ge o f skilled bour. onomicc contra tion,, som some indu strie rom shorta ortage of s illed la lab
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High economi economicc gro grow wt h/ e mployme mployme nt nt inc incre a ase se in in bar arg gainin aining g powe powe r of e mployee mployee s an and d unions unions..
Globalisation
1980 s fin an cc i i a al l se c e r e g g u llate d , t a ariff riff s we re e rre d d u c e e d d . ctto o r d e u ate d uc
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Early
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f trave ve l an d comm commu unic brough ught he worl world d clos close e r to ge t h glo bal e t ace. Mode rrn n me tt h ods of tra and nication have bro t t he toge the e r; g lob al mark e t p p llace.
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Australian stralian pro produc ducts/ ts/ se rvice s must comp ompe e tt e worl worldw dwiide.
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ge rs gre a e r kno wledge edge o f int e e rnational busine e ss d di diffe re n Mana anage rs must have gr at t e now of int r national busin ss pra pracctice tice s an and nt cu t cult lt ure s.
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Incre asing asing
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d div div e e r se wo rkf challe e nge ge f s mana ge rs. Multicu lticult lt ural ral an and rkf o rce chall f o r e mplo mplo yme yme n nt t re latio latio ns manage
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Aspec spects ts of Australian wor ork k pra pracctice tice s (f lex exiible wor ork king ing hours rs an and d multi-s lti-sk killin illing g) affec ffectin ting g t he he eff icie ncy of
e mployme mployme nt nt of p f pe ople ople o outside tside t t he he iirr hom ome e co country ntry..
busine e sse d t he he iir ducti vity hus us t he he iir e t in t he he glo glob bal ke tplace. Australian busin sse s an and r pro produc tiv ity,, t h r ability ility to comp ompe te e in al mar marke tplace.
Unit summary y
Employ mploye e rr-e -e mployee mployee rre lationsh lationship
Di v v ersity-base e rsity-base d d trainin g g pro pro g g rams r ams impro v v e interpersona l ski lls, lls, cul cultura l d ifferences, ifferences, an d d business cul culture.
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of busin busine e sse sse s an and d glo glob balisation alisation..
chan chang ging ing in in re sponse sponse to to;; chan chang gin ing g patt e e rns r ns of wor work, k, leg egislation islation,, re struc struct t uring ring
4
Effective employment relations
The
role of employment relations
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Important impa impacct on on t he he
busine busin e sss sss survival al,, g gro row wt h h,, pro prof f iitab tability ility,, f lex exiibility ility an and d comp compe e titive titive ne ss. ss.
Job analysis analysis
e nance ance Maint e n
ecrruitm itme e nt nt Rec
ration Re mune ration
Se lec ection tion Deve lopme lopme nt nt
Moti otiv vation ation Pe rf ormance ormance appraisal appraisal
g Trainin raining
g Work orkin ing
Comm ommu uni niccation ation
Leg egal al requ equir ire e me nts nts
e r re solu Dispu isput e solution tion
Se paration paration
ccon ditions ond itions
Communicationss systems Communication syste ms
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A lot to do wit h whe tt he h e r e mploye mploye rrs s an and d e mployee mployee s ge tt alon along g wit h e ach ot he he r; if e mployee mployee s ar are e able to to
discu he ir ge me nt he y aris e, se riou f lic be a iscuss ss t he ir conce once rns rns wit h mana manage nt as as t he arise, rious con onf lict can be avoided. oided.
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dustrial Industrial
conf costs may be be impos ed on he busin busine e ss, d on he economy economy.. onf lic lict seve re costs imposed on t he ss, on e mployee mployee s an and on t he
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Monitorin onitoring g by by se nior nior mana manage ge rrs, s, mee tting ings, e mails, mails, new ewsl sle e tt tt e e rs, r s, f ormal ormal mee tting ings an and d soc social fu fun nctions tions.. ffects ducti vity kno wledge edge o value ue an d busin busine e ssss cult cult ure. Affec ts pro produc tiv ity,, be long longing, ing, e mpowe mpowe rrme me n nt t , k now of val and
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Matt e e rs r s such as as lan langu gua age, ge sst t ure s, notion notion of p f pub ublilicc an and d pe rsonal rsonal spa space. ce.
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Grievance procedures
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Se rie rie s of st f st e e p pss whi which se tt out t he pro he proce ce ss ss to be f ollowed ollowed in in t he he eve n nt t of a f a dispu isput e e arisin arising g in in t he he wor work kpla place. ce.
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quick, effecti effective ve an d neg egotiat ed e nd to Aim to bring ring about a qui and otiat ed to any any issue. issue.
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Awar ard ds also also se tt out f ormal ormal gri riev evan ance ce pro procedu cedurre s. 1.
wit h an e m me mbe r of mana f manage ge me n Mee ting ting wit an appropriat e nt t .
2. No re solu solution dis discu cuss ssed ed at highe r leve l; inv involve olve s re p pre re se ntative ntative s f rom rom e mploye mploye r asso assocciation iation an and d union union.. 3. No agree me nt e r may be be rrefe rrred he Industrial dustrial Re lations nt matt e red to to t he lations Commission (Fair air Work ork Australia) stralia)..
Worker participation
Involve olve s
ccurr t hro ugh: Can an occu rough:
y
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worke ge tt he h he iir ge rrs, king decisions about matt e e rs whiich affec ffect he m. orke rs, rs, to toge e r wit h t he r mana manage s, ma mak ing decisions r s wh t t he
oint c ons ons u l tati v e ommittees meeting of management and em plo yee ee rre presentati e J oint u ltati v e c ommittees presentati v ves; s; em plo yees a re ons u l ted c ons u lted
abo u i sions affe c siness is sha red. u t de c cisions ct them and info rmation abo u u t the bu siness
Task ask f orce orce s
Employ mployee ee rre pre pre se ntative ntative s on
orke rr-d -direc irectors tors Worke
busine e ss ble e to Make busin ss re ports ports availa ailab to e mployee mployee s f o orr discu iscussion ssion
boar oard ds of mana f manage ge me nt/ nt/ direc irectors tors
e lec ect t ed ed by by e mployee mployee s, who who sit on boar oard ds of p f pub ublilicc instit utions tions
y
Dire cc t met h ho o d d ss - te am bui lld d i i ng, qual qualit it y c ir ir c es and and tot tot a all qual qualit it y m anageme anageme nt. cl es
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nd ire i re cc t met h o s c ommittees a ommittees an d I n d ho d d d em p plo lo yee re present ation.
y
M atters atters c on on cc erne e rne d d: job d e es s ign, pa y an d d c on on d dit it ion, o ccc c upat iona l hea lth an d d safet y, new te c chno h no log ogy y, di dis s c ciipline, pli ne,
new pro d ts an d du c ts d equa l o p pportun portun it y. 5
Team
briefings
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ing be tt wee w ee n mana manage ge me n nt t and and t e e am a m me mbe rrss whe re dis discu cussion ssion can an ta take ke pla place. ce. A mee tting
y
Be nef iits: ts:
Re iinf nf orce orce s mana manage ge me nt nt
He llps ps pe ople ople a acce pt ch pt chan ange ge
Incre a ase se s
f ormal ve me n f inf f ormation Controls ontrols in inf ormal mo move nt t of in ormation
Preve Preve nts nts mis misu unde rstand rstanding ings
Impro mprove ve s
commitm e nt ommitme nt
upwar ard d comm commu uni niccation ation
R ewards ewards
y
Ge ne rally rally
have ve a ducti vity d moral e. a direc irect t impa impacct on e mployee mployee pro produc tiv ity an and morale.
y
Som ome e de tt e e rmined r mined by by leg egislation islation supe rannu rannuation ation,, sick sick le ave, ann annu ual al le ave ve an and d minim minimu um wage ge rat rat e e s .
Financial rewards
y
Awards:: leg Awards egally ally e nf o orce rce able do docum cume nts nts ma made de by by indu industrial strial tribu tribunals nals t hat de t te e rmine r mine t t he minim he minimu um wage.
y
ve t he minimu um amo unt se tt down in d. Over-award payments ents:: above t he minim amou in t hat awar ard.
y
Enterprise agreements ents:: ma made de be tt wee w ee n t he he e mploye mploye r and and e mployee mployee s at a parti particu cular lar e n nt t e e rprise r prise or or bu busin sine e sss. s.
y
Individual contracts: contracts: ma made de be tt wee w ee n t he he e mploye mploye r an and d an an in ind dividu dual al e mployee. mployee.
y
Performance-related pay schemes e of t he he e mployee ed on he es:: som some mployee s s total total re mune ration ration is bas ased on t he
pe rf ormance ormance o of t f t he in he ind dividual dual or or t he he wor work k gro grou up to whi which t he he y be long. long.
Non-financial rewards
y
An org organisations anisations rew ewar ard d str struc uct t ure e impa impaccts ts on cost of pro f produc duction tion,, pro produc ducti tiv vity ity,, e mployee mployee t t urno rnove ve r an and d ove rrall all
pe rf ormance. ormance.
Work ork
Mana anage ge rs rs need to be be a awar are e o of what what moti motiv vat e e s e mployee mployee s.
Fringe benefits: its: Include company company cars ars,, d dis isccounts nts,, supe r contri ontribu butions tions,, ins insu uran rance, ce, education education ex exp pe n nse se s, e t tc c.. x is d. Fringe ringe Be nef iits ts Tax e nsu nsure s ta tax is pai paid.
Status tatus::
f actors tors such as as off ice ce siz size e an and d loc location ation,, f ormal ormal awar ard ds/ s/ rec eco ognition nition,, autonomy tonomy an and d jjo ob vari varie e ty. ty. Intrinsic rewards: rewards: Com ome e f rom rom t he nat he nat ure e an and d cont cont e e nt n t of t f t he he wor work k its itse e lf; pe ople ople ar are e moti motiv vat ed ed by by wh what at t he he ir ir job e ntails, ntails, t he he
y
y
y
y
y
be sst t whe n in ind dividualiz dualized, ed, equita equitab bly distri istribu but t ed, ed, visi visib ble to to ot he he r e mployee mployee s, f lex exiible an and d allo alloccat e ed d at cost . re lative lative lly y low low cost
Refe rs rs to
e s in volved, d t he he degr degree ee o control t he he y have ve o he struc uct e o f t he he ir re sponsib sponsibiliti ilitie inv olved, an and of control ove r t he str t ure of t ir work. ork.
Include
Training
choice choi ce o of jo job, int e e r e sting sting wor work, k, f lex exiible ho hours rs,, chall challe e nge s an and d gro grow wt h of t f t he in he ind dividu dual al..
and developmen d evelopmentt
y
ve s pe rf ormance f pe ople Impro mprove ormance o of p ople in in a
y
Important f or or promotion promotion an and d
busin busine e ss, d comp compe e ttitive f a bu busin e ss. ss, an and itive ne ss ss of a sine ss.
caree car ee r deve lopme lopme n nt t . he -job trainin g: jo job rotation e ntic chin g an d me ntoring. On-t he training: rotation,, appr appre nticing, ing, ccoa oach ing and ntoring.
Off -t -t he he -job trainin training: g: classroom classroom lec ect t ure s, sim simu ulation exe rcise ise s, f ilms, ilms, ccon onfe fe re nce s an and d appr appre e n ntice tice trainin training. g. echniccal g Skills/ ills/ t echni al trainin training
Int e e rrpe pe rsonal rsonal skills ills trainin training: g:
list e e ning, n ing, comm commu unic nication ation,, reduc educin ing g con conf f lic lict an and d pro prob ble m solv solvin ing. g. 6
y
e in in an e nvironm e nt whe e t he re e ar e rapi d chan change ge s in echnolog gy ar e ta kin g pla ce. Busine sine ssse se s ope ope rat rat e ironme nt whe re t he are rapid in t echnolo are tak ing place.
y
Trainin raining g of e mployee mployee s an and d mana manage ge rrs s is cruc ucial ial f o or r succe sss s of busin busine e sss. s.
Induction
y
he trainin g of n f new e mployee he y start t he he iirr e mployme e n The training mployee s whe n t he mployme n nt t ; he llps ps in inccre a ase se an an e mployee mployee s s commitm ommitme nt t to to t he he busin busine e ss ss and and t h hus us reduce educe t t urno rnove ve r.
y
f ormation Include s in inf ormation about spec speciif ic
Inf orm orm
Each
company company poli d wor work k rule s policcie s an and
e mployee mployee a about matt e e rrs s re lating lating to to occu ccupational pational he alt alt h an and d safe safe ty ty an and d equal equal e mployme mployme n nt t poli policcie s
org organisation has unique nique cult cult ure, e stab stablished lished customs customs an and d tra trad ditions itions,, lon long g-stan -stand din ing g un u nwritt e e n rule s an and d
regu egulations lations..
y
Compre h hensi e nsi v v e in d du c tion tion pro g g ram: r am: uc educe initial xie ty Reduce initial an anx ty
Ena nab ble e rre lations lations
Re iinf nf orce orce
Deve lop lop positi positive ve p pe rce ptions ptions of t f t he he busin busine e ss ss
f rule s, pro cedurre s an d pra He lp lp unde rstand rstanding ing of r procedu and pracctice tice s
mployee ee s 1. Employ
wit h ot he he r wor orke ke rrs s
val v ued attit ude ude s alued
le arn arn about history istory,, cond onditions itions,, or org ganisational anisational rule s, poli policcie s an and d pro procedu cedurre s, trainin training g an and d
education educ e s, occu ccupational d safe d ot he he r ge ne rral f ormation. ation opport uniti nitie pational he alt alt h an and safe ty ty me a asu sure s, an and al in inf ormation. 2.
Orie rie ntation: ntation:
t he rol he role e o of t f t he he de partme partme nt nt is is outlin tlined, ed, wor work king ing arran arrange ge me nts nts ex explain plained, ed, sta staff ff intro introduced. duced.
3. Job in induc duction tion:: new e mployee mployee may may unde rgo som some e initial initial trainin training g bef ore ore startin starting g t he he jo job.
Flexible working conditions
y
Vario ariou us chan change ge s in in soc socie ty ty bring ring about t he n he need f o or r mor more e f lex exiible wor work kin ing g con cond ditions itions,, such as varyin arying g startin starting g
d f inish g tim e s, alt e e rnative ve arran ge me nts he ability e. an and inishin ing time r native lle ave arrange nts an an t he a ility to work ork f rom rom hom ome.
Incre asing asing
uct chang ging f me n an d wom wome e n in work d f amily Dive rsity rsity of f amily amily str struc t ure s; chan ing role role o of m and ork an and amily life life
Agin ing g pop popu ulation lation;; reco ecognition nition t hat pe ople ople ar are e in inccre asing asingly carin aring g f or or t he yo he you ung, t he he e lde rly rly or or t he ill he ill..
numbe r of wom wome e n, an and d an an inc incre asing asingly ly multicu lticult lt ural ral pop popu ulation lation
w e mployee k an hours f time. e. To Flexible working hours hours allo allow mployee s to wor ork an agreed numbe r of ho rs ove r a se t t pe riod riod of tim fun function effec effecti tive ve lly, y, busin busine e sse sse s must str struc uct t ure e ach day day wit h a common core. ore.
w wor worke ke rrs e f o e o d Flexible leave arrangements allo allow s to car are orr f amily amily me mbe rs rs in cas ase of e me rge ncie s, illne illne ss ss an and school chool holid olidays ays;; in incclude s tim time e o off in ff in lieu, lieu, us use e o of ann f annu ual al le ave ve an and d car caree ee r bre aks.
y
y
Family friendly programs
y
Be nef iits: ts:
corporat e e ima image ge wit wit hin A good ood corporat in soc socie ty ty
Incre a ased sed
eductions ee ism Reduc tions in in abse nt nt ee ism
Reduced
Reduc eductions tions in in lat e e n e sss s
Incre a ased sed
Incre a ased sed
Impro mprove ve me nts nts in in moral morale e an and d
vity producti produc tiv ity commitme commitm e nt nt
ability ility to to attra attracct new wor worke ke rs rs
stre stre sss s staff sta ff rre t te e ntion n tion
Permanent part-time work y
Allow llows worke orke rs rs to balan alance ce f amily amily commitm ommitme e nts nts wit h wor work. k.
y
Pe rmane rmane nt nt part-tim part-time e wor orke ke r wor ork ks le sss s t han an a full full or ord dinary week or or mont h or or ye a ar, r, bu but t is e ntitled ntitled to to such
t hin ing gs as as sick sick le ave ve an and d ann annu ual al asso assocciat ed ed wit wit h pe rmane rmane nt e nt e mployme mployme n nt t . 7
Job-sharing
y
e p e on e full-tim full-time e jjo Allow llows t wo or or mor more pe ople ople to to shar are one ob.
y
Advanta dvantage ge f or or e mploye mploye r us usually ally mor more e t t han an one one p pe rson rson train trained ed in in t he he jo job.
Career breaks
y
Employ mployee ee arran arrange ge s a
f ixed pe riod riod away f rom rom wor ork; k; t he he e mploye mploye r gu guarant arant ee ee s a job at t he he e nd of t f t he p he pe riod. riod.
Home-based work
Te lew ewor ork kin ing g/ t e e l ec ecomm ommu utin ting g re main main in in to touch uch wit wit h busin busine e ss ss via e mail mail an and d phon one, e, e t tc c..
Incre a ase se in in pro produc ducti tiv vity
Flex exiible
y
y
y
due to due to le sss s talk talking ing/ soc socialisin ialising, g, gre at at e e r ability ility to conce once ntrat ntrat e due to due to le sss s nois noise e an and d
fewe r int e e rru r ruptions ptions.. work wor kin ing g ho hours, rs, sav saving ings on on tra trave ve l costs osts,, g grre at at e e r control ontrol ove r t he s he schedu chedulin ling g of wor work k tim time e s.
Parental leave
y
ke n off wor work k to car e f o child dre n f o he f irst f t he he ir weeks unpai d le ave. Time ime ta take are orr chil or r t he irst ye a ar r of t ir life; life; e ntitled ntitled to 52 weeks npaid Personal carers leave
y
ee s Employ mployee
unde r fede rral ds ar e e ntitled e si ck le ave ve an d be re ave me n ve to e f or al awar ard are ntitled to use sick and nt t le ave to car are or sick sick f amily. amily.
Childcare y
Issue ssue s
y
Sche me s availa ailab ble school chool holid oliday car are, e, bef o ore re an and d af tt e e r school chool care, are, hom home e bas based ed car care, e, e t tc c..
e e mploye childc dcar e ce ntre bin e in joint ve n he r ch chilildc dcar e Som ome mploye rs rs have e stab stablished lished own chil are ntre s, or com omb ine nt t ure s wit h ot he are
y
ccost childc dcar e an d its bility work k requ equir e me nts. ost of chil are and its availa ailab ility to f it it in wit h wor ire nts.
prov pro vide rs. rs.
Ot he he rs rs
e stab stablish lish a f amily amily room room in in t he he wor work kpla place. ce.
Shiftwork
y
Work orkin ing g
outsi tside de t he he normal normal spr spre e ad of hours rs,, wor ork king ing contin ontinu uous shif tts s an and d work orkin ing g a pe rmane rmane n nt t shif t t
outside tside normal normal busin busine e ss ss hours rs..
Measures of effectiveness Levels of staff turnover
y
y
y
ve r refe rs he rat e e at at wh whiich e mployee ve t he bu busin e sss be rre placed by Turno rnove rs to to t he rat mployee s le ave t he sine s to be placed b y new e mployee mployee s.
Volu oluntary re sig signation nation or or re ttire ire me n nt t
Involu oluntary
dismissal dismissal or or re ttre re nchm chme nt nt
High leve ls ls of t f t urno rnove ve r ind indicat e e t t hat e mployee mployee s ar are e not not satis satisf f ied an and d t hat E.R. is is not not effec effecti tive. ve.
f or busine e ssss bec beca ecrruit e ed d an d train ed; also g ex exp or busin ause new e mployee mployee s have to be rec and trained; also risk risk losin losing pe rie rie nced e mployee mployee s; pro produc ducti tiv vity ity is is affec ffect t ed. ed. Costly
Absenteeism
y
The he p pe rce ntage ntage o of e mployee mployee s, on on an an ave rrage age day ay,, who who ar are e a away f rom rom work ork or or on on sick sick le ave wit w it hout le ave
be iing ved in dvance. ce. ng appro approved in advan
y
Indication ation of E.R.
prob pro ble ms. ms.
y
Leve l of a f abse nt nt ee ee ism ism ind indicator ator of o f ove rall rall moral morale e an and d jo job satis satisf f action tion..
y
bour It can an in inccre a ase se o ove rall rall la lab
costs d lowe ducti vity by disru g wor work k f low, kin g extra extra de mand osts an and lowe r pro produc tiv isruptin pting low, ma mak ing mands on on ot h he e r e mployee mployee s an and d reduc educin ing g outp tpu ut . 8
Disputation
y
The wit wit h hdra draw wal f rom rom wor ork k by by a gro rou up of e mployee mployee s who who ar are e not not h happy appy about som some e t th in ing. g.
y
work bans,, wor work k to go slow d stri ke s. Stoptop-w ork mee tting ings, ove rtime rtime bans to rule, go slows an and strike
y
Matt e e rs r s ge ne rally rally about mana manage ge me nt nt poli policcy, wor work king ing con cond ditions itions,, pay pay issue issue s, u union nion righ rights ts or or awar ard d pro prov visions isions..
Quality
y
Quality ality mana manage ge me nt f nt f ocus cuse s on on t he he contin continu uous impro improve ve me n nt t of t f t he syst he syst e e m ms s wit hin bu busin sine e ss. ss.
y
De pe nds on on t he ri he righ ght t e nvironm ironme e n nt t an and d cult cult ure, and and t he ri he righ ght t pe ople ople who who ar are e a adequ dequat at e e ly l y train trained ed// moti motiv vat ed. ed. Quality ality is is about pe ople ople s s attit ude ude s, an and d mana manage ge rrss who who dra raw w on on t he he kno know wledge / skill ill of t f t he he ir ir e mployee mployee s.
y
Wor k ro u p d mor a k g ro u ps s improve improve e mp lo yme yme nt nt re latio latio ns, produ ctiv tivity ity,, eff icie ncy, e mp lo yee co mmitme mmitme n nt t an and ale. le.
y
Q u u ality a lity c iir r cc les l es wo work gr ou ps who who share a n area area o of res ponsibility; ponsibility; they m they meet regu larly larly t o i nvestigate qu ality ality
y
t i ons t ive a c t i on. pr oble ms, re cc omme o mme nd s ol u uti ons a nd take c orre c ctive cti on.
y
T eam bu iil l d ality mana g e e e, diin n g g an d d total qu ality g ement ment achieve em ployee re pre pre sentation, mana g gement ment chan g ge ,
metho d to d i scu ssss thei r gr ievance s. d fo r em ployee s to d i grievance
Benchmarking
y
Involve olve s
y
E.R.
y
comparin omparing g pe rf ormance ormance o of busin busine e sss s against be sst t achi chieve me nts nts of similar f similar worldw orldwiide de or org ganisations anisations..
ccan chmarked ked on busine e ssss by bu busin e ss an be be nchmar on an an indu industry stry by indu industry stry,, or busin sine ss basis asis..
A busin busine e ss ss mee ttss be sst t pra pracctice tice whe n it is is int e e rnationally r nationally comp ompe e ttitive itive t t hrough rough eff icie n nt t work ork an and d mana manage ge me n nt t uding g ref orms pracctice pra tice s, in inccludin orms such as as re sstruc truct t uring. ring.
Unit summary
y
ge me n f pe ople has impa busine e sss gro wt h h,, pro f iitab exiibility d comp compe e titive Mana anage nt t of p ople has impacct on busin s survival al,, g row prof tability ility,, f lex ility an and titive ne sss. s.
y
G rie rie v v an a n cc e pro c c e e d d u u re r e for m of c o o mm m mu n ni i c ca a tt ion i on whi c ch se tts s o u u t t st ep ep s t o be fo llowe llowe d in d in e v ven e n t t of a d a d ii s p u u t t e e..
y
Wor k k er er parti cc ipation i pation invo lving e mp lo yee s in de c i sion ma k k ing ing about matter s suc h a s wor k king i ng c o ondition ndition s; ci tea m bui lding, qua lit y c ir ir c o mmittee m mittee s or e mp lo yee ee m me mber s on boards boards. cl e s, c o
y
Rewar d ds f iina na ncia l, nonnon-f f ina ina ncia l or r int int rr ins i ns ic.
y
Ide ally, ally,
y
y
effecti ve rrew ewar d syst e e m will be f lex exiible; suit e ed d to e ach in dividu dual most effec tive ard ind al e mployee. mployee.
T rainin g g an d d d e e v v elopment e lopment impro v v e e s performance of people in a bus busine sss, s, thus thus the competiti v v ene ene ss. ss. Gove rnme rnme nts nts an and d
e mploye mploye rrss have com ome e to to rec eco ognis nise e t t hat achi chiev evin ing g a balan alance ce be t twee w ee n work ork an and d f amily amily is is
important if wor worke ke rs rs ar are e to to be happy happy an and d pro produc ducti tive. ve. Re sult deve loping loping f amily amily f rie rie ndly work orkin ing g con cond ditions itions..
y
y
M eas eas u r in g e g e fff f e cc ti t i v v eness of e ness of the the e mployment mployment re lati onshi p: u rin
ff t ve r Sta taff t urno rnove
nt ee ee ism ism Abse nt
disp utation Leve l of d ispu tation
Quality ality mana manage ge me nt nt pro prog gre ssive ssive mana manage ge me nt nt , union nion support an and d e mployee mployee in inv volve olve me n nt t ar are e criti riticcal al in in
chiev evin g contin continu uous impro ve me nt be ref lec ect ed d in qu quality achi ing improve nt . Employme mployme nt nt re lationsh lationship ip should be r t e ality pra pracctice tice s.
9
The The
y
legal framework of employment
employment contract
An in ind dividual dual contra ontracct of e mployme mployme nt ex nt exists ists be tt wee w ee n eve rry y e mploye mploye r an and d e mployee. mployee.
e s righ d Cre at at e rights ts an and
e s se tt down in ds, agree me nts d leg egislation re sponsib sponsibiliti ilitie in awar ard nts an and islation..
Contract of service an e mployee mployee is is subjec ubject t to to t he he control control an and d dir direc ection tion of t f t he he e mploye mploye r.
Individual contractor pe rf orms orms an an agreed task task f o or r an an agreed pri price ce un unde r a contract for service. service. Contra cc t an agree ment whi whic h gi give s r ise to lega l r ight s and obli obligat gat ion s between between p to iit, and whi whic h w will ise to l part ie s to ill
y
y
y
be enfor cc ed e by ourt s. d b y the c ourt EMPLOYEE
INDIVIDUAL
o mpen pen sat ion Worker s s c o m
Covered by by law
Own,
Tort s
Empl mplo o yer er is is liab liablle
Empl mplo o yer
Contra cc tt
nds e mplo Binds mplo yer
not liliab not ablle Cannot bi bind e mplo mplo yer
Tax
Empl mplo o yer er liliab ablle
Arrange own taxe s
Leave ent it le ment s
Ent it led
Award wardss
Indu ndusstr ia l award
((p pa yro ll, ll, benef it s) s)
to sstatutor y/ to y/ award
C ONTRAC TOR
through pr ivate vate iin suran c e ce
e Se lf -e mplo mplo yed, own a llowan llowan c ce No
Duties of employers Duty of care
y
g safe equipme e n d ma chin e rry, d a safe e m of wor work. k. Providin Prov ing safe equipm nt t , plant an and mach ine y, an and safe syst syst e
y
Warnin arning g
y
uctin g/ trainin g Instr nstruc ting training
y
Dutie tie s reg egar ard din ing g wor work king ing con cond ditions/ itions/ occu ccupational pational he alt alt h an and d safe safe ty ty se t t out in in leg egislation islation..
e mployee mployee s of un unusual al or unex exp pec ect t e ed d risk risks. f o work. k. or r pe rf ormance ormance o of wor
Duty to pay required remuneration
y
Pay correc orrect t in inccom ome e as as se tt out in in t he a he awar ard, d, agree me nt nt or e mployme mployme n nt c t contra ontracct .
y
e r must re pay Employ mploye pay
e mployee expe n f t he he y spe e y to carry he ir mployee exp nse se s if t spe nd mon mone arry out t he ir work. ork.
y
Duty to provide work ual contra he e mploye ble. Cas asu ontracct no no oblig ligation ation on on t he mploye r, no no oblig ligation ation to to pay wage s whe n no work ork is is availa ailab
y
Contin ontinu uin ing g
contracct e mploye contra mploye r must pay wage s whe tt he h e r work ork is is pro prov vided or or not .
Right to dismiss
y
If
e mployee mployee has h as f a ailed iled to to:: obe y la lawfu wfull instr instruc uctions tions,, pe rf orm orm du duti tie e s ove r a pe riod riod of tim f time, e, pe rf orm orm du duti tie e s wit h
nece ssary ssary safe safe tty y or or mee tt cond onditions itions of t f t he he e mployme mployme nt c nt contra ontracct .
Duties of employees Duty to obey the employers lawful, reasonable and safe commands Duty to work with skill, co mpetence and care Duty of good faith and confidentiality Duty to disclose information relevant to the e mployer 10
The
employment contract
y
Common ommon law law
se tts s t he minim he minimu um stan stand dar ard ds of an f an e mployme mployme n nt t re lationsh lationship ip..
y
Leg egislation islation has as much of t f t he r he re sponsib sponsibility f o orr de tt e e rmining r mining wa wage s an and d wor work kin ing g con cond ditions (prot e ection) ction)..
y
egislation dispu ut e e s ; indu bunals Leg islation deve loped loped to to re solve solve disp industrial strial tri tribu nals e stab stablished lished to to act as as t hird ird party party in in re solu solution tion..
Statutes y
Fair air Work ork
y
Fair air Work ork Ombud budsman sman
Act 2009 (Ct h)
Awards
y
Leg egally ally e nf orce orce able do docum cume nts nts ma made de by by indu industrial strial tri tribu bunals nals t hat se t t out t he minim he minimu um wage s an and d con cond ditions itions..
y
e rs f pay rat e e s , Cove r matt e r s of pay
y
Bin ind din ing g on e mploye mploye rs, rs, t he he y ge ne rally rally re main main in f o orce rce unl unle e ss ss t he he y ar are e vari v aried ed or can ance ce lled; lled; in indu dustrial strial tribu tribunals nals
e s , an d ho hours work, k, sick ve an d ann ual ove rtime rtime rat rat e and rs of wor sick le ave and annu al le ave.
have ve t he powe we r to um wage s or chan change ge ce rtain t he po to in inccre a ase se minim minimu rtain cond onditions itions of e mployme mployme n nt t .
y
Awar ard d simpli simplif f ication only 20 20 allo allow wable e matt matt e e r rs, s, ot he he rrss de alt alt wit h in inde de pe nde ntly. ntly.
y
e alon along gside Can an ope ope rat rat e side a agree me nts, nts,
y
May ay in incclude e nt nt e e rprise r prise f lex exiibility cla lau use s; allo allow w f irms irms to vary ary awar ard d pro prov visions isions to to suit spec speciif ic need eedss.
be re p by t he he m. or be r placed laced by
Agreements
y
Inf ormal: ormal:
y
Oral ral or
writt e e n agree me nts e not egist e r ed or ved by by any nts t hat ar are not reg ist e or appro approved any aut hority ority or or tribu tribunal nal.. Cannot ta take ke priority priority ove r t e e rms/ r ms/ cond onditions itions se tt out in in an an awar ard d or f ormal ormal agree me n nt t .
ee Employ mployee
cco can ta ke lleg egal w if t f t he he re e is ove red can take al action unde r common ommon la law is a bre ach.
Formal ormal::
e n agree me nts de Writt e nts ma made
un u egislation d ar e lo dged wit wit h an nde r leg islation an and are lodged an aut hority ority such as as Fair air Work ork Australia stralia
or or t he he Employm mployme e nt nt Advo dvocat e f o or r reg egistration istration or or appro approv val al..
y
Unde r t he he Fair air Work ork Act , e mployee mployee s can an ma make ke e nt nt e e rprise r prise a agree me nts nts or or ITEAs.
y
Individual Transitional Employment Agreements dual agree me nt he e mployee e rms d ccon ditions Individual nt t hat se tts s out t he mployee ss t e r ms an and ond itions of e mployme mployme n nt t .
y
Lodged wit wit h t he he Work orkpla place ce Aut hority ority..
Enterprise agreements
y
Collec ollecti tive ve a agree me nts nts ma made de
be tt wee w ee n an e mploye mploye r an and d a grou roup of e mployee mployee s or or a union nion..
y
wit h t he he Work ce Aut hority f o val by Fair Lodged wit orkpla place or r appro approv air Work ork Australia stralia..
y
To be ce rtif rtif ied, FWA must be be satis satisf f ied t hat :
e s t he nohe no-d disa dvanta ge t e s st Agree me nt nt pass passe isadv antage t e t .
The he a agree me n nt t has ge nuine ine appro approv val by ma majjority ority of t f t he he e mployee mployee s.
It contains ontains a
dispu e s se ttle cedurre. isput e ttle me nt nt pro procedu The e mploye mploye r did not not ccoe rce ce any any e mployee mployee not not to to reque sst t a union nion to to re pre pre se n nt t t he he m.
From
1 Jan uary 2010, t he he better off overall test will e s t he he t e e rms ed anu ill apply apply;; compar ompare r ms of a propos proposed
agree me n nt t against t he r he re lev evant ant mo mode de rrn n awar ard d to e n nsu sure e mployee mployee s will be be tt tt e e r off o ff ove rrall. all. 11
Types
of employment contract
Permanent and part-time
contra ontracct of e mployme mployme nt nt of unsp nspec eciif ied duration duration,, an and d ar are e requ equir ired ed to work ork a ce rtain rtain numbe r of hours rs pe r week.
Cond onditions
volve f notice ce as he awar d, agree me n egislation Te rmination rmination in inv olve s a pe riod riod of noti as spec speciif ied in in t he a ard, nt t or or leg islation..
y
y
y
Contin ontinu uin ing g
f or or part-tim part-time e wor worke ke rrs s ar are e ge ne rally rally on on a pro pro rata basis asis.. E.g. wor work k 3 out of 5 days days;; e ntitled ntitled to 3/5t h f annu ual f a full-tim full-time e e mployee unde r sam e a d or of ann al le ave e ntitle ntitle me nt nt of a mployee un same awar ard or agree me n nt t .
Casual
y
Cas asu ual
y
e r and Employ mploye and
e mployee mployee s usually e mployed mployed f o or r short-t e e rm, r m, irr irregu egular lar or or se asonal asonal work. ork.
e mployee e r into f short-t e e rm ccasions he re e is e mployee e n nt t e into a se rrie ie s of s r m contra ontraccts ts on on spec speciif ic occ asions;; t he is no no promis promise to to pro prov vide wor work k or be be a availa ailab ble f o orr wor ork k on on ot he he r occasions ccasions..
y
ally no no acce ss ss to to pe rmane rmane n nt e t e mployme mployme nt e nt e ntitle ntitle me nts. nts. Usually
y
If
y
Prov Pro visions exist exist to to prot e ect ct cas asu ual wor orke ke rrss f rom rom unf a air ir dismissal ismissal if e mployed mployed regu egularly larly f or or 12 12 mont mont hs or or mor more. e.
e mployed egularly d lon g se rvice ce lle ave. mployed regu larly,, e mployee mployee may may be e ntitled ntitled to be nef iits ts such as as supe r an and long
Fixed-term
y
Employ mployed ed
to work ork on on spec speciif ic pro projec ject/ t/ re place place e mployee mployee s wh who o ar are e a abse n nt t on on lon long g-se -se rvice ce or or mat e e rnity r nity le ave.
y
ee Employ mployee
has h f t he he contra contracct is e rminat ed bef ore he expiry expiry dat e e.. as righ right t to to sue e mploye mploye r if t is t e r minat ed ore t t he
y
Excl xcluded
f rom rom Fede rral al unf a air ir dismissal ismissal pro prov visions isions..
Apprenticeships and traineeships
y
nts be tt wee w ee n e mploye mploye rrs s an and d appr appre e ntice ntice s/ s/ train trainee ee s f or or trainin training g an and d e mployme mployme n nt t . Agree me nts
y
f time e durin during g whi which t he he re e ar e sp ecial g oblig eco ed quali qualif f ication Se tt pe riod riod of tim are spec ial trainin training ligations ations;; le ads to to rec ognis nised ation..
Tradespeople
y
e l leg egislation/ ds requ equir e t e un u nde r 21 to do tra dewor k unl unle e sss Stat e islation/ awar ard ire t hat an e mploye mploye r doe s not e mploy mploy anyon anyone tradew ork s t he he y ar are e an an appr appre e ntice ntice or or have compl comple e tt e ed d one. one.
Unit summary
y
The basis basis of o f our E.R. syst e e m is is t he he common common la law w contra contracct of e mployme mployme n nt t .
y
Contra cc t agree ment whi whic h gi give s r ise to lega l r ight s/ obligat gat ion s, and whi whic h will will be enfor c e by the c ourt ourt s. ise to l s/ obli ced d by
y
Leg egislation islation is is re sponsib sponsible f o or r prot e ectin cting g e mployee mployee s an and d re solv solvin ing g in indu dustrial strial disp ispu ut e e s .
y
No- d disa i sa d dv v anta anta g g e test a pplie pplie d d by the Office of the Empl mplo o yment yment Adv ocate ocate to m to make sur sure e mplo mplo yees wi llll not be wo rse off o v v e e r a llll if the y acce pt the te rrms ms of an a g gree ree ment.
y
Formal ormal agree me nts nts ar are e Fair air Work ork
writt e writt e n agree me nts nts ma made de un unde r leg egislation islation,, an and d ar are e lo lodged dged wit wit h an an aut hority ority such as as
Australia stralia or or t he he Wor ork kpla place ce Aut hority f o or r registration egistration or or appro approv val al.. The y ta take ke lleg egal al precede precede nce ce o ove r
inf inf ormal ormal agree me nts. nts.
12
Industrial conflict
Definition and causes
Employers ha have sought sought t o cut cut t he he cos tt s of wa wages an and d co nditio itio ns, an and d m aintain/ aintain/ in incre cre ase t he he r igh ght t s of m anageme anageme nt nt .
U nions nions re presen presen tt ing i ng t hei hei r me mbe rs in tt e e r es tt s have wan tt e ed d t o i mprove mprove t hei hei r wages and condi t tions, i ons, and t o o
ex expa pand nd t hei hei r inf luence in t in t he he wo rkpla place. ce. du ss tt rr hdrawal fr om s al by by a n ABS def inition inition of in ind i al c onfl onfl ic tt a wit hdrawal om work by a gr ou p of e mpl mpl oyees, oyees, or a ref u u sal e mpl workers rkers to mpl oyer oyer to to all ow wo to work.
e s : Dispu isput e
y
y
y
y
Mana anage ge me nt nt poli policcy
Trade rade unionism unionism
g con cond ditions Physic ysical work orkin ing itions
d pro visions Awar ard prov isions
Pay issue Pay issue s work k Hours rs of wor
Le ave
e nsation Comp ompe nsation
Wage demands
De mand mand by e mployee mployee s f o or r an an inc incre a ase se in in t he he iirr wage ge rat rat e e or ch chan ange ge s to to t he he way ay in wh whiich t he he ir ir wage s ar are e
calcu alculat lat e ed d or de tt e e rmined. r mined. Awar ard ds se tt minim minimu um stan stand dar ard ds; e mploye mploye rs/ rs/ e mployee mployee s be iing ng e ncoura raged ged to to neg egotiat otiat e e s such matt e e rs. r s.
y
y
Working conditions
y
once rrn n prot e ecti ctive ve Conce
clot hing, clot ing, shorta ortage ge or or cond ondition ition of equipm equipme e n nt t , la lack ck of am f ame e nitie nitie s, ar ardu duo ous tas task ks, e t tcc. .
Management policy
y
Include s matt e e rs r s of t f t e e rms/ r ms/
cond onditions itions of e mployme mployme nt nt , new awar ard ds/ s/ agree me nts, nts, promotion promotion or de ployme ployme n nt t , disc e rs d disa disag gree me nt w ge rrial decisions isciplinary iplinary matt e r s an and nt wit h mana manage ial dec isions..
Political goals and social issues
y
I
I
ssue ssue s in incclude cons consccription ription,, u urrban deve lopme lopme nt nt , apart he he id, con conve ve rsation, rsation, supportin pporting g ndige n nou ous pe ople. ople.
Perspectives on conflict
y
Unitary view: view: ass assu ume s all e mployee mployee s wit hin in t he he busin busine e ss ss shar are e t he he goals oals of t he he busin busine e ss ss as def iined ned by
ge me n he busin busine e sss e am m or unit . se nior nior mana manage nt t . This view like like n ns s t he s to to a t e a
y
Pluralist view: view: org organisations anisations ar are e ma made de of many many parts parts an and d have a numbe r of diffe re n nt t sta stakeh kehol olde de rs; rs; as as a
eve ryone will shar e iide n e r e ssts. exp ect ed; mana ge rs e chall challe e nged to deve lop re sult , not not eve ryone will are ntic tical al int e ts. Conf onf lic lict is ex pec t ed; manage rs ar are lop an an effecti effec tive ve syst syst e e m to to re solve solve it it .
y
y
Radical view: view: f ocus cuse s on on t he im he imb balan alance ce o of po f powe we r be tt wee w ee n e mploye mploye rs rs an and d e mployee mployee s.
egati ve impa busine e sse ed wit w it h viol viole e nce ce an d harm h arm.. Traditional view: view: conf onf lic lict had a neg ative impacct on busin sse s. It was as asso assocciat ed and Mana anage ge me n nt h t had re sponsib sponsibility ility to to ri rid d t he or he org ganisation anisation of con conf f lic lict .
d inev ble e o ccurr e nce; it cannot be e liminat ed, t h hus us it Human relations view: view: conf onf lic lict was as a nat ural ral an and inevita itab occu rre liminat ed, must be be a acce pt pt e ed d an and d t he he re e ar are e tim time e s whe n it may be nef it it t he or he org ganisation anisation..
Interactionist view: view: e ncoura rage ge s ong ongoin oing g minim minimu um leve l of con conf f lic lict , to kee p bu busin sine e ssss via iab ble / se lf -criti riticcal al..
y
y
13
Types
of industrial action
Overt action Lockouts
y
e not ed d Worke orke rs rs ar are not pe rmitt rmitt e
e r t he he wor work kpla ce unl unle e ss he y agree ee to ge me n to e nt nt e place ss t he to f ollow ollow mana manage nt t orde orde rs rs or work ork as as
direc irect t ed. ed.
y
Pickets Strik trikin ing g wor worke ke rs rs preve preve nt e nt e ntry ntry into into t he he wor work kpla place. ce. Strikes
y
Employ mployee ee s
wit h hdra draw w t he he iir r la lab bour in in or orde de r to e nf o orce rce a a de mand mand or ex expr pre e sss s a griev rievan ance. ce.
y
ge e n e rprise e n d to have hi highe r rat e e s of unionism unionism.. More ore f reque nt nt in in lar large nt t e r prise s; t e Bans
Employ mployee ee s
Aims ims to to promot e e mployee mployee de mand mands by re stric strictin ting g outp tpu ut f rom rom t he he ir ir work orkpla place. ce.
y
y
work ork t he he iir r requ equir ired ed numbe r of or f ord dinary hours but but refu efusse e to to work ork any ex extra tra ove rtime rtime ho hours. rs.
Work to rule
y
he stricct le ttt e r of any f any agree me nts ds, refu efusin g to do any ex extra duti e s. Union nion me mbe rs rs work ork to to t he stri t e nts or or awar ard sing tra du tie
y
Re sults lts in in reduc eduction tion of o f outp tpu ut an and d pro produc duction tion disru isruption ption.. G o-slows o-slows wo rke rs s rreduce educe t t he he iir r rat e of outp outpu ut until ntil mana manage ge me n nt t mee t t t he he ir ir de mands mands
y
top-wor k e p llace ace for a for a spec speciif ied per iod. S top-wor k s wor k k ers l rs le ave the job or wor k k p
y
Covert action Absenteeism
y
The he p pe rce ntage ntage o of e mployee mployee s, on on an an ave rrage age day ay,, who who ar are e a away f rom rom work ork or or on on sick sick le ave wit w it hout le ave
be iing ng appro approved ved in in advan dvance. ce.
y
Har ard d to distin istingu guis ish h ge nuine ine a abse nce f rom rom a volu oluntary ntary abse nce.
Sabotage y
De libe libe rat rat e dama damag gin ing g of ma f mach chin ine e rry y an and d de libe libe rat rat e e int int e e r fe re nce wit wit h pro produc ducts ts,, syst e e m ms s an and d pro procedu cedurre s. Labour turnover
y
Caused
by volu by oluntary ntary re sig signations nations;; ind indication ation of e mployee mployee dissatis dissatisf f action tion..
Exclusion from decision-making in business
y
Conf onf lic lict arisin arising g
whe n e mployee mployee s be lieve lieve t t he he y have ve not not bee bee n give n t he opport he opport unity nity to have ve t t he he ir ir say say..
y
ge rs/ fe ssionals e lilike ke ly consu ult e ed d t han boure rs/ e s worke Mana anage rs/ pro profe ssionals mor more ly to be cons an la lab rs/ sal sale orke rs. rs.
Supe rvisors discu iscuss ss chan change ge s wit h e mployee mployee s
ge rs change ge s wit h e mployee Mana anage rs discu iscuss ss chan mployee s
Ot he he r
union discu ed chan change ge s The union iscuss ssed
Noti otice ce / new ewsl sle e ttt t e e r
Mee ting ting
worke orke rs rs tol told d e mployee mployee
14
R oles oles of stakeholders in resolving disputes y
Main ain sta stakeh kehol olde de rs rs in inv volved olved in in a disp ispu ut e wor worke ke rrs s an and d mana manage ge me n nt t .
y
Encoura rage ge
gove rnme vide s f ramew k an d rule s unde r whi which wor worke ke rs/ ge me n egotiat e.. The go rnme nt nt pro prov ramewor ork and rs/ mana manage nt t neg otiat e
y
y
uni on un on an and d empl oye r ass oci ati ons ons p a articip rticip ati on on i nteg tegra ral l ro role le i n the the rres oluti o on n of i ndust ri al issues.
Employer associations: associations: he ind dividual dual e mploye who ar e t he iir Re pre pre se n nt t t he in mploye rrss who are t he r me mbe rs. rs.
Provide Prov de in inf f ormation ormation to to re solve solve disp dispu ut e e s . e poli policcie s an d strat e egi gie s, pro ce ss claims se rved by by unions he ir He lp lp f ormu ormulat e and proce ss log logs of claims nions,, re p pre re se n nt t t he ir me mbe rs rs in in neg egotiations otiations wit h unions unions,, an and d app appe e a arr bef o ore re in indu dustrial strial tribu tribunals nals on beh behal alf f o of t f t he he ir ir me mbe rs. rs.
y
Federal and state governments ents:: Pro Prov vide de instit instit utional f ramew ramewor ork k f o or r neg egotiations otiations be tt wee w ee n e mployee mployee s an and d e mploye mploye rs. rs.
Esta stab blish lish
rule s unde r whi which t he parti he partie e s neg egotiat otiat e (ind individu dual al contra ontraccts ts,, e n nt t e e rprise r prise a agree me nts, nts, or or in in t he he
conc d ar bitration e m). ). onciliation iliation an and arb itration syst e m
Wor k k pla p la cc e e h ority o rity repla c e he e Offi c he e Employ me nt A dvo dvo c a Au tt h ced d t h ce of t h cate. te.
Dispute resolution processes
y
G rievance procedures Encoura raged ged by by FWA (pr prev evio iou usly sly AIRC) f o or r pr preve eve nting nting an and d se ttling ttling in indu dustrial strial dispu isput e e s .
y
One e o of
20 allow 20 allo wable e matt matt e e rrs s in in all all new awar ard ds an and d a requ equir ire e me n nt t in in many ex existin isting g awar ard ds.
rievan ance ce 1. Griev
discu dis cuss ssed ed by by e mployee mployee an and d supe rvisor isor..
2. Neg egotiation otiation 3. Med ediation iation 4.
Conc onciliation iliation
5. Arbitration itration
Negotiation
y
w he parti e s conce e, wit hout int e e r ve ntion A discu iscussion ssion be tt wee ee n t he partie once rrned ned to to try try to to mut ually ally re solve solve a dispu isput e, ntion or or assistance assistan ce o of a f aut horiti oritie e s.
y
y
becom e in volved direc ect ke r-manage egotiations he issue. ue. Union nion may bec ome inv olved if dir t wor orke r-manage me nt nt neg otiations f a ail il to to re solve solve t t he iss Colle cc ti t i v v e bar g g ainin a inin g g ne g g otiation o tiation between a union and mana g ge e m ent / e mplo mplo yer. behal f o worke ke rrs. Union nion off icials ials act on beh alf of wor s.
y
Re pre pre se ntative ntative
Employ mployee ee s/ s/
f rom rom e mploye mploye r asso assocciation iation like like ly ly to to act on beh behal alf f o of mana f manage ge me n nt t .
e mploye mploye rrs s inc incre asing asingly e ncoura raged ged to to neg egotiat otiat e work orkpla place ce agree me nts nts to to assist in dispu isput e e
re solu solution tion..
Mediation
y
Volu oluntary ntary neg egotiation otiation pro proce ce ss ss whe re e a a neu eutral tral t hird pe rson rson assists assists t he parti he partie e s to to re solve solve t t he he ir ir disp dispu ut e e..
y
e or or fede rral egislation Third ird party doe s not act on on stat e al leg islation..
y
y
Conciliation Form orm of m f med ediation iation orde orde red
by an by an indu industrial strial tri tribu bunal nal..
he r party f orms he indu dustrial egistrar Eit he party in inf orms t he in strial reg istrar of
disp dispu ut e e,, an d reque ssts ulsory he aring. and ts FWA to call all a comp ompu aring. 15
Arbitration
y
indu dustrial strial commission ommissione e r ev eval alu uat e e s t he ar he argu gum me nts nts of bot bot h parti partie e s an and d com come e s to to a leg egally ally bin ind din ing g decision decision.. An in
y
ed by by ex exp wye rrs. Partie s re p Partie pre re se nt nt ed pe rrie ie nced indu industrial strial la law s.
Common law action
y
ude t he se e matt e rs: Include t he matt e r s:
duty of ccar are e Bre ach of duty Vicario ariou us liab liability (actions tions of e mployee mployee ma make ke e mploye mploye r liab liable e o of tort) f tort) ontracct Bre ach of ccontra
y
If
b brre ach con conce ce rns (civil wron g), leg egal e nsation. rns a tort (ci rong al action tion re sults lts in comp ompe nsation.
y
If
b brre ach con conce ce rns rns a contra ontracct , leg egal al action tion re sults lts in common ommon la law w re med edy y of dama damage ge s.
Business/ division closure
y
Dispu isput e e s cost mon mone e y in in lost wor ork king ing tim time e an and d leg egal al ex exp pe n nse se s.
Costs and benefits of industrial conflict Financial costs y
Asso ssocciat ed ed wit wit h lost pro produc duction tion due due to to indu industrial strial action (stopstop-w work ork mee tting ings, b bans ans,, g go-slo o-slow ws an and d stri strike ke s). s).
y
marke ke tt shar are e to to dom ome e stic stic an and d f o ore re ign comp ompe e titors. titors. Lost mar
y
Re putation
y
Incre a ase se s in in administrati ministrative ve
y
f abse n ee ism, Costs osts as as re sult of a nt t ee ism,
y
Employ mployee ee s suffe r
f or unre e liab e ssuppli e r due due to e st or be iing ng unr liable pplie to indu industrial strial unr nre st . costs whe n de aling costs aling wit wit h disp dispu ut e e s , ccosts osts f or or cons onsu ultation ltation,, e t tc c.. v van dalism hef tt . and alism or or t hef
f rom rom lost lost w wage s, som some e time time s loss loss of e mployme mployme n nt t .
Personal costs
y
Te nsion nsion as as re sult of unm unme e tt de mand mands, stall stalled ed neg egotiations otiations,, e t tc; c ; br bre akdo kdown of comm commu uni niccation ation..
y
morale, e, jo job dissatis dissatisf f action tion,, inc incre a ased sed re se ntme ntme n nt t . Low moral
y
e pro ble m f abse nt ee ism, Fut ure prob ms s of a nt ee ism,
bour t urno ve r an d f alls ducti vity. la lab rnove and alls in in pro produc tiv ity.
Social costs
y
Work orkpla place ce pro prob ble m mss
carri arried ed to to t he he hom home e (f amily amily bre akdo kdown, d dom ome e sstic tic v viol iole e nce, an and d dr drug ug// al alccohol ol abu busse ).
y
nti-strike ke or or antianti-e e mploye mploye r se ntime ntime nts nts may cre at at e e pot pot e e ntial n tial f or or viole iole nce ce an and d soc social unr nre e st st . Anti-stri
Political costs
y
e nged ged// Chall alle
dama ged politi d int e e rnal amaged politiccal al re putations tations an and r nal politi politiccal al party disag isagree me n nt t .
y
Publi ublicc opinion opinion of politi f politiccal al party party may be dama damaged ged by by mis mish han and dling ling of a f a disp ispu ut e e..
International costs
Re lat lat e e to to t he lost he lost mar marke ke tts s an and d
dustrial Industrial
y
y
lost mar marke ke tt shar are e beca because e t t he he busin busine e ss ss an and d t he he co country gains ains a re putation tation as as e liab e ssuppli e r (f o buye rrss que stion fut an unr nre liable pplie ore re ign buy stion Australias fu t ure de pe nde nce ).
conf ducti vity d f inanc busin e sse becom e onf lic lict le ads to f alls alls in in pro produc tiv ity an and inancial costs osts are are in inccre a ased; sed; Australian bu sine sse s bec ome e titive e rnationally. le ssss comp ompe titive int int e r nationally. 16
Benefits
y
Opport unity nity to
ex expr pre e ssss dissatis issatisf f action wor orke ke rrss bring ring issue issue s to to att e e ntion n tion of mana manage ge me n nt t bef ore ore any any lon long g-
t e e rm r m dama amage ge is is done. one.
y
New me tt h ods decision-ma decision-mak king ing pro proce ce ss, ss, pro produc duction tion t echni echnique que s, neg egotiation otiation..
y
vity ugh chan change ge s in wor k an d mana ge me n Producti Produc tiv ity in inccre a ased sed t hro rough ork and manage nt t pra pracctice tice s.
y
New comm commu uni niccation ation line line s ope ope ned be tt wee w ee n wor orke ke rrs s an and d mana manage ge me n nt t .
y
alt h an and d safe safe tty y issue issue s addr ddre sssed. sed. He alt
y
Ove rall rall
effect effec t of impro f improv ving ing comm c ommu unic nication/ discu iscussin ssing g gri g riev evan ance ce s le ads to to impro improved ved moral morale, e, reduced la lab bour
t urno rnove ve r an and d abse nt nt ee ee ism ism cr cre at at e e s harmonio armoniou us wor ork k e nvironm ironme e n nt t .
Unit summary
y
dually e dir direc ectly dustrial Unions gra radu ally mor more tly inv involved olved in in non-in non-indu strial issue issue s (politi politiccal al,, soc social) ial)..
y
Industrial dustrial action tion::
Ove rrt t :
Cove rrt t :
cke tts, ke s, b bans work k to lock locko outs ts,, pi picke s, stri strike ans,, wor to rule. abse nt nt ee ee ism, ism, sab sabota otage, ge, t urno rnove ve r, excl exclusion f rom rom dec decision-ma ision-mak kin ing g in bu busin sine e ss. ss.
kehol de rs ut e wor worke ke rrss (unions) (unions) an d mana ge me n Main ain sta stakeh olde rs in in a disp ispu and manage nt (e t (e mploye mploye r asso assocciations) iations)..
y
vide s Gove rnme rnme nt nt pro prov
y
isput e e r re solu solution tion pro proce ce sss: s: Dispu
y
f ramew k an d rule s f o ke rs/ ge me n egotiat e.. ramewor ork and orr wor orke rs/ mana manage nt t to to neg otiat e
rievan ance ce pro procedu cedurre s 1. Griev 2. Neg egotiation otiation 3. Med ediation iation 4.
onciliation iliation Conc
5. Arbitration itration
y
Ove rall rall
effect of impro effect f improv ving ing comm c ommu unic nication ation an and d dis d iscu cussin ssing g gri g riev evan ance ce s - in inccre a ased sed pro produc ducti tiv vity, ity, eff icie ncy an and d comp e titive ompe titive ne sss. s.
Ethical and legal aspects
y
Nume rrou ous issue issue s in in t he he wor work kpla place ce impa impacct on on t he he e mploye mploye r-e r-e mployee mployee rre lationsh lationship ip..
y
W
y
he r issue Ot he issue s
ork orkin ing g con cond ditions itions an and d wor worke ke rrs s comp ompe e nsation nsation have ve al alw ways bee n in in t he he f oref oref ront ront . have gain ed importan ce occu ccupational d safe disc ained importance pational he alt alt h an and safe ty, ty, antianti-d iscrimination rimination,,
d EEO an and
unf a air ir
dismissal ismissal..
Working conditions
y
Include s matt e e rs r s of
job de sig sign, wor ork k hours rs,, parti particcipation ipation in dec decision-ma ision-mak kin ing, g, physic ysical con ond ditions itions,, f lex exiibility ility,,
comm ommu uni niccation ation,, he alt alt h an and d safe safe ty, ty, an and d t he he e mployme mployme nt c nt contra ontracct .
y
Tra rad ditionally itionally,, awar ard ds se tt out wor ork k ccon ond ditions itions and and e ntitle ntitle me nts. nts.
y
he FWA, t he he re e is e e mph e rprise ee me nts d I T T E As. Unde r t he is mor more mphasis asis on e n nt t e r prise agr agree nts an and
Int e e n ded
ds no w act as viding wage s an d con cond ditions Awar ard now as a safe safe ty ty ne tt , pro prov ing m iinim nim u um wa and itions..
to be be mor more e f lex exiible e an and d suit e ed d to to ind individual dual e mployee mployee s.
y
guarant ee t ee t hat issue he 20 allo 20 allow wable e matt e r rss will be be in No guarant issue s outside tside t t he matt e inccluded in in agree me nts. nts.
y
The better o fff o f o v v erall e rall test co mpares mpares ter ms o ff a a p pro posed agree me nt aga iinst nst the rele v v a a n t m t moder n award to
e nsure e mplo mplo yees wi will n ll not be di disad sadv v a a ntaged. 17
Occupational health and safety
Each
y
ce rre sults f an impro ve me n hibition ce or e n Nonon-ccomplian ompliance lts in in a f ine, ine, issu issuing ing of an improve nt t , a pro proh ition noti notice or imprisonm imprisonme nt t .
y
Code s of pra f pracctice tice
y
e r asso Employ mploye assocciations iations,,
y
stat e e / t e e rritory r ritory has as an an occu ccupational pational he alt alt h an and d safe safe ty ty act , se tting tting out la law ws t hat applyin applying g to to a work orkpla place ce e p do not suffe r inju to e nsu nsure pe ople ople do injury ry or or illne illne ss. ss. gi give ve pra pracctic tical al advi dvice ce an and d gui guidan ance ce on on how to comply wit h ge ne rral al oblig ligations ations.. de unions unions and dar ds f or he ir dustry tra trade and indu industry stry bodie s jointly deve lop lop stan stand ard or t he ir in indu stry..
Duty ty of car are e ma make ke s it man mand datory f o orr duty duty holde olde r to to anti anticcipat e e possi possib ble cause s of in inju jury/ ry/ illne illne ss ss an and d do eve ryt g re asonab e to e t he se cca harm.. ryt hin ing asonably ly pra pracctic ticable to re move move or or minimis minimise t he ause s of harm
Be nef iits: ts:
y
y
Incre a ased sed
Lowe r worke orke rrs s comp ompe e nsation nsation costs osts
Le ssss down-tim n-time e at at wor ork k
Incre a ased sed
vity producti produc tiv ity
eff icie ncy
committ ee ee s monitor monitor t he he wor work kpla place; ce; ide n ntif tif y risk risk ar are e a as s an and d safe safe wor work kpla place ce pro procedu cedurre s.
y
OHS
y
Occu ccupational pational He alt alt h
an and d Safe ty ty Act 2000 (NSW)
Workers· compensation
y
y
y
The se e la law ws pro prov vide comp compe e nsation nsation paym payme e nts nts f o orr wor orke ke rrs s if t f t he he y ar are e in inju jurred as as a re sult of t f t he he ir ir work. ork.
Wor k ers Compensation Ac t 1987 (N S W p e njju rry y M ana ana g e ers Compensation k ers SW) ) and the Wor k kpla la c ce I n gement ment and Wor k k ers W t ory, no fa u l t system of c ompensation. ompensation. Ac t 1998 (N S SW) ) establish a stat u utory, ult egislation egular e f o he pe riod ble e to Leg islation aims aims to to maintain maintain a regu lar inc incom ome or r t he p riod t hat e mployee mployee is is una nab to carry arry out usual work, ork, an and d to to pay f or or asso assocciat e ed d med ediical ex exp pe n nse se s. hasis e s reh eha d Emp mph asise abilitation ilitation an and
y
e r re tains ed Employ mploye tains a train trained
y
Employ mploye e r liab liable e to to pay
y
e nsation Worke orke rs c rs comp ompe nsation
e tary e nsation. re training, training, as we ll ll as as mon mone tary comp ompe nsation.
d exp expe rrie worke ke r an d minimis e s cost impa uran ce pr e m an and ie nced wor and minimise impacct on on ins insu rance pre miu iums ms..
comp ompe e nsation nsation is is requ equir ired ed to to ta take ke o out an an ins insu uran rance ce poli policcy.
claims can be be rreduced by by: Chan ang gin ing g con cond ditions itions t hat cause e a acci ccide nts. nts.
educin g Reduc ing
Reh eha abilitation ilitation pro prog grams rams to
ccide nts/ ugh pro grams acci nts/ poor he alt alt h t hro rough prog rams ge tt inju injurred wor worke ke rrss back to work ork ASAP.
State and Federal agencies
y
ge s Work orkCove r Aut hority ority of NSW mana manage
y
Worke orke rs rs Comp ompe e nsation nsation Industrial dustrial Re lations lations on
complian ce, safe jury ge me n d comp compe e nsation e m ms. ompliance, safe ty, ty, in inju ry mana manage nt t , an and nsation syst e s.
Advisory dvisory Council f o or r NSW pro prov vide s advi dvice an and d rec ecomm omme e ndations ations to to Minist e e r f or or
comp ompe e nsation nsation an and d
OHS poli policcy an and d
leg egislation islation..
Common law redress
y
echanism worke ke rrs edrre ss eglilige ge nce. Provide s mech Prov anism f o or r inju injurred wor s to to seek red ss f or or e mploye mploye rs rs neg
y
Fault must be
y
Court mainly
e stab stablished lished an and d attri attribu but t e ed d to to t he he e mploye mploye r.
consi onside de rrs s t he he economi economicc contri contribu butions tions e ach party party ma make; ke; t his e stab stablishe lishe s if a f a du duty ty of car care e exists exists..
18
Anti-discrimination
y
Direc irect t tr tre e ating ating one one p pe rson rson le ss ss f avoura rab bly ly t han an anot he he r on basis asis of parti f particu cular lar chara characct e e ristic r istics.
y
Indirec irect t
y
wfull eve n if u unt e n ded, an d unla unlawfu wfull to disc e a against appli Unla nlawfu nt e and iscriminat e appliccants ants..
y
tr tre e ating ating eve ryone ryone equally equally,, in in a way ay t hat e nds up be iing ng un unf a air ir to to pe ople ople wit wit h parti particu cular lar attri attribu but t e e s .
Preve Preve ntion: ntion: e me nting egy gy to ddre sss Obtain tain support f or or impl imple nting strat e to addr s issue issue s. Deve lop lop writt e e n poli policcy to to pro proh hibit disc iscrimination rimination;; regu egularly larly distri istribu but t e e an and d promot e e.. d e nsu e rre sponsib e s ar e ful fulf illed by all wor ke rs. Monitor onitor an and nsure sponsibiliti ilitie are illed by orke rs.
y
d he ars egal e s, an d f ormal NSW Anti-Disc iscrimination rimination Boar oard ars ge ne ral/ ral/ leg al inqu inquiri irie and ormal complaints omplaints..
Equal employment oppor opportunity tunity
y
uring Ens nsu ring
y
f irmati v v e e Ac tion tion A fff
y
y
e tr e at ed wit wit h f airne d re spec he wor work kpla ce. all e mployee mployee s ar are tre at ed airne ss ss an and spect t in in t he place.
(Equ al al Employment O pport pport u n ired to de v v elop elop an A fff f irmati v v e e unity) ity) Ac t 1986: employer s requ ired tion program, de signed to eliminate di sc rimination rimination again st women. Ac tion
Equ a al l O pport pport u n or Women in t h he Wor k k pla pla c e u nity f ity f ce Ac t 1999: e prin princciple e n should be de alt w f me rit Promot e iple t t hat wom ome alt wit h on basis asis of m rit . d dis isccrimination rimination,, an and d pro prov vision ision of equal equal opport unity f or or wom ome e n. Equal qual opport unity nity pro prog gram ram addr ddre ssse se s rec ecrruitm itme e n nt t , promotion promotion,, se paration, paration, trainin training g an and d deve lopme lopme n nt t , pay pay
Elimination limination of
equity equ ity,, sexu exual al harassm arassme e nt nt , wor work k an and d f amily, amily, an and d occu ccupational pational seg egrreg egation ation..
Unfair dismissal
y
has t he he iirr e mployme e rminat ed f o he r t han edun Dismissal e mployee mployee has mployme nt nt t e r minat ed or r re asons asons ot he an redu ndan anccy.
y
Unf a air ir dismissal hars harsh, h, un unjust just or unr nre e asonab asonable.
y
Factors tors to
de tt e unf a e rmine r mine un air ir dismissal ismissal:: Vali alid d re ason? ason? f ication f re ason Noti otif ation of r ason to e mployee mployee
If
e mployee mployee ha had opport unity nity to to re spond spond to to re ason ason If it f it re lat lat e ed d to unsatis nsatisf f actory wor ork k pe rf ormance ormance
y
wfull re asons Unla nlawfu asons f or or dismissal ismissal::
Illne llne ss ss or or in inju jury ry
union activ Trade rade union tivitie itie s or or me mbe rrsh ship ip
Race,
efusin g Refu sing
sex, ge nde r, e tt cc. .
egotiat e / sig to to neg otiat e sign an an agree me nt nt Mat e e rnity/ r nity/ par pare e ntal ntal le ave
y
Noti otice ce (pay (pay in in lieu lieu)) not requ equir ired ed in in se riou rious cas ase e s of mis f miscconduc onduct t .
y
equir e s pro ce sss e n warnin gs/ couns e lling d tim e allo wed f or ved pe rf ormance Law requ ire proce s of writt e arning nse lling an and time allowed or impro improved ormance bef ore ore some som e one one can can be dismiss dismissed ed f airly. airly.