The paper "Industrial Relations and Workplace Change" is a wonderful example of a report on management. In many companies, the issue of industrial relations and workplace change is of main concern, especially to the management. The senior managers are especially concerned about how to intervene, where and when to intervene and how they can maintain the desired change. Workplace change ought to be treated cautiously by managers as the process might be complex at times (Sappey & Burgess, 2009). It is important to note that change varies from being unilaterally imposed or driven by top management or it can be jointly implemented through wider consultations.
The types or models of workplace change that can be adopted by managers include; Top-down or systematic, Piecemeal, Bargaining for change, Systematic-joints, and Negotiated change. The Top-down systematic change is the type 1 model and comprises major restructuring programs such as use of strategic business units and human resource packages. One of the major advantages of this type of process change is that rules of project planning can be utilized. In this type of process change, departmental and individual action plans are formulated, schedules for implementation are established and milestones for measuring progress are identified (Heery & Bacon, 2008).
Since this approach does not involve all the managers in a given workplace, the lower-level managers, supervisors, and other employees may feel sidelined and this may lead to a lack of commitment in the process of workplace change. There is also a diminished sense of ownership of ideas generated by senior management. The type 2 process of change is referred to as Piecemeal. In this model different forms of communication are applied such as group briefings, open communication, pay schemes are re-examined, flexibility in staff management is encouraged, subcontracting of some workers is welcome, suggestion schemes are introduced, performance appraisal is done to the employees, and small groups are involved in decision making.
This model is used by companies such as Massey Fergusson, and Smith & Nephew among others.
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Heery, E., & Bacon, N. (2008). The SAGE Handbook of Industrial Relations. London: SAGE Publications.
Lansbury, D., & Wailes, D. (2010). International and Comparative Employment Relations. London: SAGE.
Lewer, J., & Gahan, P. (2008). Understanding Australian Industrial Relations. Melbourne: Thomson.
Peetz, D. (2006). Brave New Workplace: How individual contracts are changing our jobs. Sydney: Allen & Unwin.
Sappey, R., & Burgess, J. (2009). Industrial Relations in Australia: Work and Workplaces. Melbourne: Routledge.