Essays on The Mining Sector in Australia Case Study

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The paper "The Mining Sector in Australia " is an outstanding example of a marketing case study.   The entire world fraternity has developed laws governing labor and has continuously evolved the labor market by developing better reforms. This has brought the required changes and has provided more power to employees which have strengthened their bargaining power and has ensured that the employees are not exploited. The Fair Work Australia is one such reform in that direction which improves the overall condition of the employees and determines the manner in which laws are governing the Australian economy.

Organizations by developing a healthy relationship between the employer and employees are able to reduce the differences and work together as a unit. Industrial relation thereby serves the purpose of building a healthy relationship between the employer and the employees so that the daily activities are carried out in the most effective manner. Purpose of the Report The report looks towards analyzing the different industrial relations issue which BHP Billiton has faced. BHP Billiton works in the mining sector and has faced different industrial relation issues which have restricted their performance.

The report analyzes the different industrial relation issues and looks to link those with the Fair Work Australia and focuses on developing healthy relationships so that the organization is able to adhere to the guidelines provided by the government. The report also highlights the different areas which BHP Billiton needs to work on so that the different industrial relation issues are better handled and will multiply the manner in which working condition improves. Issues in the Mining Sector The mining sector in Australia contributes largely towards the development of the economy and contributes positively towards the growth in GDP.

The mining sector has contributed positively towards the growth especially after the global financial crisis. The concept of building healthy relations has strengthened with the passage of time. Developing healthy relationships helps both the employer and employees to perform diligently and ensures the required focus through which the objectives are achieved. Thus, industrial relation looks towards developing a healthy relationship by removing the differences which exist between the management and the employees and fosters a culture through which better relations are built (Hodgson, 2006).

This process helps to use the resources in the most productive manner and helps to divert all the attention and resources in a manner through which the goals will be achieved (Almond and Ferner, 2006). Organizations which are able to bring the required transformation will thereby be able to develop positive synergy and use the resources towards the growth of the business. Healthy relations also helps to keep the workforce motivated and develops the required framework where employees will be ready to change and work for the development of the organization.

The effect will be positive as the production process won’ t be affected and help to ensure maximum utility in using the resources effectively (Bray Waring and Cooper, 2011). This will help the organization to use their efforts for the bigger goals and will help to coordinate the activities in such a manner that the performance of all will get enhanced (Ackers, 2002).

References

Ackers, P. 2002. Reframing Employment Relations: The Case for Neo-pluralism. Industrial Relations Journal, 33 (1), 2–19

Almond, P. and Ferner, A. (eds). 2006 American Multinationals in Europe: Managing Employment Relations Across National Borders. Oxford: Oxford University Press

Alexander, R. and Lewer, J. 2004. Understanding Australian Industrial Relations, Harcourt Brace, Sydney, 5th Edition.

Arrowsmith, J, Marginson, P and Sisson, K. 2003. ‘Externalisation and internalisation of collective bargaining in Europe: variation in the role of large companies’. Industrielle Beziehungen. 10 (3), 363-92

Bach, S. (ed). 2005. Managing human resources: personnel management in transition. Oxford: Blackwell.

Blyton, P. and Turnbull, P. 2004. The Dynamics of employee relations. Basingstoke: Palgrave

Bray, M., Waring, P. and Cooper, R. 2011. Employent Relations: Theory and Practice, McGraw-Hill, Sydney.

Edwards, P.K. 2003. ‘The challenging but promising future of industrial relations: developing theory and method in context-sensitive research. Industrial Relations Journal 36 (4), 264–282

Fair Work, 2013. Review of Fair Work Act. Business Council of Australia, Australia

Hodgson, G.M. 2006. ‘Institutional economics and the analysis of work’ in Korczynski, M., Hudson, R. and Edwards, P.K. (eds). Social theory at work. Oxford: Oxford University Press

Price, R. 2007. Employment Law in Principle, Thompson Law Book Company, Sydney. Journal of Industrial Relations (2011), Vol. 53, No. 3 (Annual Review Issue).

Palmer, D. 2011. Starring into a skill abyss. Retrieved on April 5, 2013 from http://www.businessspectator.com.au/article/2011/7/8/interest-rates/staring-skills-abyss?OpenDocument=

Korczynski, M., Hudson, R. and Edwards, P. 2006. Social theory at work. Oxford: Oxford University Press

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