The current management team has little understanding of industrial relations

The current management team has little understanding

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The current management team has little understanding of industrial relations matters and has been appointed to their current positions based on their abilities in sales or their technical skills. They have limited understanding of Australian workplace agreements and a tendency to refer any problems to the HR officers. This has led to conflict and dissatisfaction within the work teams and is felt to be a contributing factor to the high turnover of staff in some departments. Management tends to be ‘operations’ focused and have little understanding of people management, performance management or leadership skills; moreover, managers tend to resent any intrusion of HR into strategic planning, recruitment and workforce planning, seeing these as business issues. HR is seen to merely provide administrative assistance, but not to contribute to the achievement of business goals in more direct or meaningful ways. The HR officers have experience in understanding and interpreting Australian Workplace Agreements from an administrative perspective. They have limited knowledge of strategic
Cachet Training Pty Ltd Trading as VIA Education ABN: 13 605 117 619 CRICOS Provider Code: 03562G RTO No: 45076 Tel: (+61 2) 9261 5616 BSBMGT517 Assessment Task 1 Role-play and Written report Page 8 of 10 Updated: March 2018 V1.1 management and have little control over or influence in implementing industrial relations policy. As they report directly to the Division Manager, they are functioning more as administration assistants than as a strategic HR resource. While JKL Industries has policies and procedures relating to workplace behaviours and values, employees are not provided with written copies of procedures nor are they trained in values, behaviours, codes of practice or workplace cultural issues. Many employees are confused about their rights and entitlements at work and are not clear on who they should speak to if they have a problem. Conflict situations Some examples of industrial relations issues are detailed below. Case 1 An apprentice mechanic complained to the union that he was left unsupervised for up to five hours several days per week. The union investigated the matter and found it to be substantiated. Management claimed it was a temporary rostering issue caused by the resignation of senior mechanics and would be rectified. The apprentice was satisfied with the response and the rosters were adjusted. Case 2 Five sales consultants claimed their annual bonus was calculated incorrectly. Management asked the payroll department to review the payments and was advised it was correct. The sales consultants felt they had been misled by confusing contracts detailing the bonus arrangements and had, in fact earned their bonuses. Management did not respond. Three sales consultants resigned as a result.

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