"Chapter 12: Industrial relations Presentation prepared by Troy Fuller Edith Cowan University © John Wiley and Sons AustraliaLearning objectives • On successful completion of this slide set, you will be ableto:– Outline key strategic issues in industrial relations – Explain the unitarist, pluralist and Marxist approachesto industrial relations – Outline the role of employers, trade unions andgovernments in industrial relations – Explain why employees join unions– Explain individual and collective bargaining, conciliationand arbitration – Describe Fair Work Australia. Purchase your textbook here: http://au.wiley.com/WileyCDA/WileyTitle/productCd-EHEP002727.htmlFastFacts • 81% of Australian employees do not trust informationcoming from company chief executives. • Since the global financial crisis, countries with flexiblelabour markets have been the most successful inimproving their competitiveness. • A national AHRI survey of HR managers found that FairWork Australia (FWA) has been an increase in labourcosts, a rise in absenteeism and a decline or noimprovement in productivity. Purchase your textbook here: http://au.wiley.com/WileyCDA/WileyTitle/productCd-EHEP002727.htmlIntroduction • Employment relationships have changed significantly: – globalisation – trade liberalisation – competitive pressures. • Fair Work Australia (FWA) – The new ‘independent’ umpire that oversees theentire workplace relations system and has replacedthe AIRC. Purchase your textbook here: http://au.wiley.com/WileyCDA/WileyTitle/productCd-EHEP002727.htmlHRM and industrial relations • The past (industrial relations) belief that: – Employees are an ‘unavoidable cost’ – Conflict is inevitable – ‘them’ and ‘us’ – Little trust, poor communication – Centralised control by head office staff specialists andunions – Reliance of external bodies – Line managers not responsible for IR – Rigid work practices, emphasis on seniority – Uniformity in pay and conditions – Training a waste of time. Purchase your textbook here: http://au.wiley.com/WileyCDA/WileyTitle/productCd-EHEP002727.htmlHRM and industrial relations • The present/future (HRM) Belief that: – Employees are most valuable asset – Mutual interests and common goals – Teamwork, increased true, open communication – Decentralised control with emphasis on workplacenegotiations – Decreased role for Fair Work Australia and employerassociations – Line managers responsible for IR – Flexible work practices, pay, conditions – Belief that training is an investment Purchase your textbook here: http://au.wiley.com/WileyCDA/WileyTitle/productCd-EHEP002727.htmlIndustrial relations Involves: – employees and their unions, – employers and their associations – governments and the industrial tribunals that make regulations governing the employmentrelationship. IR is also intimately entwined with political,economic and social forces. Purchase your textbook here: http://au.wiley.com/WileyCDA/WileyTitle/productCd-EHEP002727.htmlApproaches to industrial relations • Unitarist – Mutual cooperation, individual treatment, teamworkand sharing common objectives. • Pluralist – Conflict is inevitable, and trade unions are alegitimate counter to management authority. • Marxist – Industrial conflict as an aspect of class conflict, thesolution being the overthrow of the capitalistsystem. Which approach do you prefer/relate to? Purchase your textbook here: http://au.wiley.com/WileyCDA/WileyTitle/productCd-EHEP002727.htmlIR conflict © John Wiley and Sons AustraliaParties in industrial relations • State and federal governments • Industrial tribunals • State and federal employers • Employer associations • Trade unions • Employees. Purchase your textbook here: http://au.wiley.com/WileyCDA/WileyTitle/productCd-EHEP002727.html"