Essays on Contribution of Work Relations to Australian Businesses Case Study

Download full paperFile format: .doc, available for editing

The paper 'Contribution of Work Relations to Australian Businesses" is a good example of a business case study.   Employment relationship refers to the link or interaction between the employers and the employees and comes about when one performs tasks underemployment under conditions and on an agreement to remuneration. It forms a basis for the creation of the rights and obligations of both the employer and the employed. Employment is the basis by which the nature and extent of the rights of employees and their obligations to their employers are determined.

In Australia, institutions have played a great role in the defining of the labour market and the subsequent industrial relations. Such changes are evident through the shift to a more decentralized system for the formal bargaining arrangements, which also resulted in enterprise-level collective agreements (Wever 1995, p. 74). There are basic goals within the Australian businesses that the employment relations are set out to achieve. One is the definition and the amplification of the performance-management prospects and regulations. Second, is the expansion of policies and techniques, rules and guidelines that are fair, just and follow the basic objectives and viewpoint of labour legislations.

Third, there is the creation of effective communication networks and systems that ensure the material needs of employees are met. Fourth, statement of the terms and conditions of engagement based on the principle of equality and guaranteeing the organizational intents as well as individual requirements and ambitions are fulfilled. Lastly is the instituting of relation and congruency between employee pact and the employment rapport through a psychological obligation (Singh & Singh 2010, p. 124). There is a basis for the whole concept of the employment relationship (ER).

It lays down the tactic and direction, essential approach and insolence plus appropriateness for the organizational drive. It also looks into the ER policy which necessitates the discipline, disbursements and rewards, enhancement in working conditions, administration style and managerial approaches and the subsequent prospects of trade unions or the collective bargain bodies for both employees and managers. One of such elements of the employment relations is the collective bargain, practised by the employees. This is enabled by their participation in the various labour unions relevant to the employment line.

The Australian Industrial Relations Commission has the power to certify enterprise bargains (Wooden, Drago & Hawke, 2000, p. 9-10). An increased level of union density within Australia has enabled an increased level of collective bargaining by the unionised employees. This brings about the advantage of having better working conditions, relevant salary and the various benefits that come with the employment to the entity employees. Since employee relations aims at fulfilling the interest by both managers and employees by maximising profits for the former and ensuring highest wage prices for the latter, most Australian businesses have shifted from the centralized decision-making system and make emphasis more on the unit-level negotiations, involving both financial control and responsibility.

This enhances the single-table bargaining (STB), which improves the communication element of an employee relationship. The shift from centralized decision-making system within the unions (initiation of STB) can foil the ‘ divide and rule’ policies on the part of management and provide a ground for closer working relationships, eradicating inter-union disputes (Marchington & Wilkinson 2005, p. 280)


Barker, K. & Christensen A. (1998). Contingent work. American employment relations in transition, 15.

Barry, M. (2011). Research Handbook in Comparative Employment Relations. (A. W. Michael Barry, Ed.) Camberley: Edward Elgar Publishing.

Deery, S. (1999). Employment Relations: Individualisation and Union Exclusion - An International Study. (R. M. Stephen Deery, Ed.) Leichhardt: Federation Press.

Gardner, G. & Palmer (1997). Employment Relations: Industrial Relations and Human Resource Management in Australia (2 ed.). Australia: Macmillan Education AU.

Ruysseveldt, R. H., Huskamp, M. & Hoof (1995). Comparative Industrial & Employment Relations. Los Angeles: SAGE.

Wooden, R. W., Drago & Hawk (2000). The Transformation of Australian Industrial Relations (Vol. Illustrated). Australia: Federation Press.

Marchington, A. W. & Wilkinson (2005). Human Resource Management at Work: People and Development (3rd Edition ed.). London: CIPD Publishing.

Murray, G. (2002). Work and Employment Relations in the High Performance Workplace. New York: Routledge.

Singh, P. N & Singh. P. (2010). Employee Relations Management. Delhi: Pearson Education India.

Ackers, P. (2008). Reframing Employment Relations; the case for neo-pluralism. Industrial Relations journal 33(1), 2-19.

Colling, M. & Terry, T. (2010). Industrial Relations: Theory and Practice (3 ed.). New Jersey: John Wiley & Sons.

Wever, K. S. (1995). Negotiating Competitiveness: Employment Relations and Organizational Innovation in Germany and the United States. Havard: Harvard Business Press.

Wailes, N., Lansbury, R. D., & Bamber, G. J.S (Eds.). (2004) “International and comparative employment relations,” Sage Publications Limited.

Jacoby, S. M. (2005). The embedded corporation: Corporate governance and employment relations in Japan and the United States. Princeton, NJ: Princeton University Press.

Kalleberg, A. L., Reskin, B. F., & Hudson, K. (2000). Bad jobs in America: Standard and nonstandard employment relations and job quality in the United States. American Sociological Review, 256-278.

Marks, A., Findlay, P., Hine, J., Thompson, P., & McKinlay, A. (1998). The politics of partnership? Innovation in employment relations in the Scottish spirits industry. British Journal of Industrial Relations, 36(2), 209-226.

Wood, S., & Goddard, J. (1999). The statutory union recognition procedure in the Employment Relations Bill: a comparative analysis. British Journal of Industrial Relations, 37(2), 203-245.

Winchester, D. (2009). Industrial relations research in Britain. British Journal of Industrial Relations, 21(1), 100-114.

Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2004). Managing human resources. Upper Saddle River: Prentice Hall.

Edwards, P., Al, C., & Arrowsmith, J. (2006). Industrial Relations and Critical Realism: IR’s Tacit Contribution.

Weiss, M., & Schmidt, M. (2008). Labor law and industrial relations in Germany. Kluwer law international.

Brown, R., Condor, S., Mathews, A., Wade, G., & Williams, J. (2011). Explaining intergroup differentiation in an industrial organization. Journal of Occupational psychology, 59(4), 273-286.

Download full paperFile format: .doc, available for editing
Contact Us