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Subject Name - Strategic Employment Relations Master Degree Program Human Resource Management Reference need to follow Harvard Style Western Sydney Please follow the link for refernece and make sure not only Harvard Style it should be Harvard Style Western Sydney links are mention below. · See how: Referencing a book https://www.youtube.com/embed/uoKk5a2AyLg?height=315&width=560&iframe=true · See how: Referencing a book chapter https://www.youtube.com/embed/lNtwA2ZsI2c?height=315&width=560&iframe=true · See how: Referencing an online journal article https://www.youtube.com/embed/hlagrF4DgeY?height=315&width=560&iframe=true · See how: Referencing an online report https://www.youtube.com/embed/gKtqczI1eOs?height=315&width=560&iframe=true Strategic Employment Relations Audio-Visual Item Links Week Item 1 The King of Calls: https://video-alexanderstreet-com.ezproxy.uws.edu.au/watch/the-king-of-calls The Call Centre (first 28 minutes): https://search-informit-org.ezproxy.uws.edu.au/doi/10.3316/edutv.659099 2 Made in Dagenham, The Devil Wears Prada: both available on the 200722 vUWS site, under ‘Recordings (Panopto)’. 3 Mean Girls (first 30 minutes): https://search-informit-org.ezproxy.uws.edu.au/doi/10.3316/edutv.725026 Nurse Jackie: available on the 200722 vUWS site, under ‘Recordings (Panopto)’. 4 Chinatown: an attempt at globalization in Sweden: https://video-alexanderstreet-com.ezproxy.uws.edu.au/watch/chinatown-an-attempt-at-globalization-in-sweden Lost in Translation: available on the 200722 vUWS site, under ‘Recordings (Panopto)’. 6 Up in the Air; Office Space: both available on the 200722 vUWS site, under ‘Recordings (Panopto)’. 7 Blood on its Labels: https://search-informit-org.ezproxy.uws.edu.au/doi/10.3316/TVNEWS.TSM201306240007 COVID-19: Fashion’s Great Unravelling: https://search-informit-org.ezproxy.uws.edu.au/doi/10.3316/TVNEWS.TSM202104130053 https://search-informit-org.ezproxy.uws.edu.au/doi/10.3316/TVNEWS.TSM202104130055 8 ‘Future Proof’: https://search-informit-org.ezproxy.uws.edu.au/doi/10.3316/edutv.1368424 ‘Working from home’: https://search-informit-org.ezproxy.uws.edu.au/doi/10.3316/TVNEWS.TSM202011240046 ‘A new national study ..’ https://search-informit-org.ezproxy.uws.edu.au/doi/10.3316/TVNEWS.TSM202011240094 ‘We’ve all heard …’: https://search-informit-org.ezproxy.uws.edu.au/doi/10.3316/TVNEWS.TSM202008110077 Source files for assignment 1/1. 200722 Strategic Employment Relations 2021 week 1.ppt * Strategic Employment Relations Quarter 3, 2021 Week 1 Strategy, Integration and Case Analysis * Employment Relations and Strategy No single Strategic ER theory: an evolving set of competing theories. Strategic approaches can be divided into two broad categories: ‘hard’ and ‘soft’. ‘Hard’ approach: focuses on managing & controlling employees to achieve strategic goals. ‘Soft’ approach: gives greater recognition to employee needs and goals, particularly their motivation and commitment, in achieving strategic goals. * The Harvard (‘Soft’) Model Emphasises strategies to achieve employee commitment (‘soft’ approach), individual and societal well-being. Four categories: employee influence; human resources flow; reward systems; work systems. 1. Employee influence: how much responsibility, authority and power is delegated by management and to whom. 2. Flow: managing flow of people into, through and out of the organisation – includes recruitment, selection, promotion, termination. 3. Reward systems: extrinsic (pay, bonuses, pensions, flexible working hours); intrinsic (purpose, achievement, challenge, involvement). 4. Work systems: arrangement of people, information, activities & technology throughout the organisation, to maximise effectiveness and efficiency. * The Michigan (‘Hard’) Model Described as ‘hard’ because it treats employees as a ‘resource’ to be deployed rationally, efficiently. Strategic management must address three interconnected areas: 1) mission and strategy; 2) formal planning of organisation’s structure and employment requirements; 3) establishment & maintenance of ER systems (e.g. performance appraisal). ‘Hard’ approaches focus on tight management of human resources, to achieve ‘fit’ between strategy, structure and ER systems. * Strategic Models: Criticisms Criticisms of ‘soft’ approach: loses sight of ‘bottom line’; exaggerates importance of societal contribution; tends to neglect the ultimate responsibility of management for ensuring that strategic organisational goals are met. Criticisms of ‘hard’ approach: neglects wider environment (e.g. Corporate Social Responsibility); assumes a unitarist perspective, with employee needs subordinated to managerial goals. Strategy and Integration Transformation of ER function: administrative to strategic. Different ER activities have different strategic value: 1) transactional (e.g. pay) – low strategic value; 2) traditional (e.g. recruitment) – medium strategic value; 3) transformational (e.g. cultural change) – high strategic value. Integration refers to the achievement of greater ‘fit’ between policies/practices and organisational strategy. In many organisations, different programs, policies and practices may be conducted without overall coordination and integration. Approaches to Integration (Beer et al) Bureaucratic: Hierarchical, Stable Employment. Human Resource Flow: Low-Level Entry, Promotion through Compliance and Qualifications, Long-Term Commitment.. Rewards: Based on Job Description. Work System: Taylorist. Market: Self-Interest, Exchange Relationships. Human Resource Flow: No Single Entry-Point, Short-Term Commitment. Rewards: Piece-Rates, Performance-Based. Work Systems: Individual Tasks, Projects. Approaches to Integration Clan: ‘Family’-Type Organisation. Human Resource Flows: Long-Term Employment, Commitment to Training and Development, Seniority Promotion. Rewards: Group/Organisational Performance, Profit/Gain Sharing. Work Systems: Teams, Peer Training, Mentoring. Combined approaches: Organisations often combine different approaches – e.g. clan and market, to retain strong internal labour market but achieve high degree of responsiveness to external change. Integration and Evaluation Audit – Statistically-based assessment of areas such as staffing (e.g. ratio of acceptances to offers made), training (e.g. percentage of employees participating in training programs), succession planning (e.g. ratio of open requisitions filled externally to those filled internally). Analysis – 1) Assessing whether an HR/ER program has achieved its intended outcomes; 2) Estimating costs and benefits from an HR/ER program (e.g. employee health and safety). Requires integrated usage of qualitative and quantitative indicators (e.g. employee well-being and absenteeism figures). Case Analysis Seeks to achieve a holistic understanding of organisational strategies, cultures and systems. Analyses interrelated activities of employment relations actors. Case studies usually focus on one or two key issues. Case studies view situations from different perspectives, identifying different interests and goals. Case study analysis permits evaluation of different perspectives, interests and goals of different actors. Case Study Analysis: Questions What are the main issues/problems? Characteristics of organisational culture, structure, strategy? Organisational change: policies and processes? Organisational context (economic, financial, political)? Work systems: How is work organised (e.g. open plan offices, flexible working arrangements)? Case Study Analysis Strategic elements: e.g. Recruitment and Selection ; Performance Appraisal; Rewards; Training and Development; Employee Voice, Participation. Alignment between different elements, strategy, structure and goals. Findings: effectiveness, problems, issues to address. Recommendations: improvements to ER Strategy. To what extent might the case study findings be adapted to other organisations/industries? ‘The Practice and Process of Delivering Integration through Strategic Planning’: Keywords Strategic planning. Communication and participation. Integration. Active negotiation and compromises. Strategy-as-practice. Interests. Reciprocity Inclusion-exclusion; dominant-subordinate; resistance-compliance. Power. ‘Context matters: examining “soft” and “hard” approaches to employee engagement in two workplaces’ Comparing ‘soft’ and ‘hard’ approaches in different contexts. Need to develop context-specific analysis and strategies. VoiceTel: ‘soft’ approach to employee engagement, emphasis on positive workplace, employer-employee relations, work design. EnergyServ: ‘hard’ approach, emphasis on increasing employee productivity and organisational performance. VoiceTel: high levels of engagement. EnergyServ: high levels of disengagement. Contextual factors: wider economy; industry characteristics; ownership; governance; market; organisational size, structures. Importance of: 1) organisational values; 2) job features; 3) organisational support; 4) social relations; 5) employee voice; and 6) organisational integrity (translation of values into practice). Case Analysis: The King of Calls; The Call Centre What do you see as the main strengths and weaknesses of employment relations (ER) in The King of Calls? https://edutv-informit-com-au.ezproxy.uws.edu.au/watch-screen.php?videoID=158653 What do you see as the main strengths and weaknesses of ER in The Call Centre? https://edutv-informit-com-au.ezproxy.uws.edu.au/watch-screen.php?videoID=659099 * Review ER and Strategy. The Harvard model. The Michigan model. Strategic Models: Criticisms. Strategy and Integration. Integration and Evaluation. Case Analysis. Readings: 1) ‘The practice and process of delivering integration through strategic planning’. 2) ‘Context matters: examining ‘soft’ and ‘hard’ approaches to employee engagement in two workplaces’. Case Analysis: The King of Calls; The Call Centre. * Source files for assignment 1/2. 200722 Strategic Employment Relations 2021 week 2.ppt Strategic Employment Relations Quarter 3, 2021 Week 2 Equity and Diversity Equity in Employment Principle of employment equity: employment should be based on merit. Unequal outcomes are, at least in part, a consequence of unequal opportunities. Therefore, different groups should be treated differently in order to achieve more equitable outcomes and to eliminate discrimination. * Equity & Discrimination Discrimination can occur on the basis of: gender, race, colour, ethnic origin, social origin, religion, sexual preference, marital status, age, disability, pregnancy. Direct discrimination: excluding people because of gender, race, ethnicity, sexuality, disability, etc. Indirect (systemic) discrimination: organisational cultures that favour certain values and behaviour. Equity policies: intended to eliminate barriers to fair employment outcomes based on merit. Equity Policy Areas Discrimination. Harassment. Work and Family. Occupational Health and Safety People with disabilities: ‘Principle of reasonable adjustment’. Training and Development: Ensuring that equity groups participate equally in training and development programs, as well as including equity modules in training programs. * Equity, Recruitment and Selection Integration of equity within organisational goals (e.g. in recruitment and selection strategies, expanding pool of applicants). Encouraging people from equity groups to apply for positions. Recruiting strategies designed to expand labour market (e.g. advertising in non-English-language publications; use of informal community networks). Selection procedures which recognise non-traditional skills and qualifications, diverse backgrounds, broken career patterns. >Film extract: Made in Dagenham. * Strategy and Forms of Flexibility Financial – Move away from uniform pay structures to more individualised, performance-based pay. Functional – Reduction of demarcations between jobs and tasks; broadening skills (multiskilling); greater movement between positions; more extensive job roles, wider range of duties. Numerical – Adjustment of numbers of employees it requires in relation to demand for products & services. Includes the use of casual and part-time workers. Core-periphery strategies – ‘the flexible firm’. Temporal – Extending the hours of the ‘normal’ working day/week. Legal – Reducing legal requirements. Emphasis on self-regulation, rather than legislation. * Financial – flex. Over wages increased with individualisation – wage flexibility regulated historically by award system and its relativities. Numerical – can be external (seasonal workers, or part timers for peak demands) Temporal allows employers to have greater access to workers already employed by making their labour less expensive. Flexible Working Arrangements Widespread shift from full-time, ‘standard’ employment towards part-time and casual, ‘non-standard’ employment. Fair Work Act (s.65, ‘Requests for Flexible Working Arrangements’), workers in certain categories now have a legislated right to request more flexible hours of work. Types of flexible working arrangements: Part-time work; Flexi-time; Annualised working hours; Reversible part-time; Homeworking; Telework; Job sharing. Film extract: The Devil Wears Prada. Reading 1: ‘Is graduate entry education …’ Key problem: low percentages of men in nursing in Aus, UK, USA – although some countries have much higher percentages. Relatively high proportion of men in graduate entry nursing programs; alternative pathway to nursing registration. Graduate entry students tend to be older, more motivated, diverse. Negative stereotypes and perceptions of men in nursing; nursing as ‘women’s work’; belief that men will move on