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During the recent recession, Australian organizations have undergone major changes focused on improvement of organizational competitiveness. In Australian public sector organizations, strong government control, stringent legislation and powerful trade unions make it extremely challenging to bring about meaningful restructuring. Describes how successful reform and restructuring was implemented in the public transit system in New South Wales. In 1988, the State Transit Authority of New South Wales had 6,600 staff and incurred an operational loss of more than $70 million. Five years later, it had only 3,800 employees and in the financial year 1991‐92, returned a dividend to the government. Discusses the general management and human resource management strategies which were used successfully to implement change at the State Transit Authority of New South Wales.

Examines the changing nature of the production manager’s job. To assess the current position, a survey was conducted on a sample of 600 production/operations managers in Australia. The results of the study indicate that there have been significant improvements in the production manager’s job. The study found that Australian production managers are well qualified, highly

Workforce diversity has become an important issue in Australia. This study examined the extent to which human resource management practices were being used by organisations in Australia to manage workforce diversity. The study also assessed the perceived challenges and benefits of diversity in the workforce. The findings of this study indicated that overall, management of workforce diversity is only “mediocre”. In particular, inadequate diversity management practices were found in the areas of recruitment and selection and training and development. As migrant employees do not create any problems and are very compliant, the challenges that workforce diversity presents does not receive adequate attention by organisations in Australia. However, these organisations seek several benefits from their multicultural workforce. The implications of these findings are discussed.

Summarizes the main objectives of the Australian Best Practice Demonstration Program and identifies a number of key human resource (HR) management issues. Argues that there has been a general shift in HR strategy away from the more adversarial, tightly controlled work regimes towards work structures which allow career development, skill enhancement and facilitate greater employee involvement. Examines some of these HR dimensions in an organizational setting – workplace restructuring at Mobil Adelaide Refinery. Presents a new approach to industrial relations which this company has developed: continual and open discussions between union delegates, employees and management to bring about new methods of work and pay agreements. Concludes with an overview of the process and outcomes of change and an appraisal of HR dimensions. Argues that it is only through consultative processes, which allow real gains for employees as well as management, that long‐term changes towards collaborative employee relations can be sustained.

The purpose of this research is to focus on how students from different cultural and linguistic backgrounds encounter online learning environments, and to assess the extent to which cultural factors impact on learners' engagement with online learning.

The study explores how a culturally diverse cohort of students engage with the organisational, technological and pedagogical aspects of online learning depicted in Conole's (2004) “framework for e‐learning”. A total of 241 students in online learning programs in a large university in South Australia were surveyed, yielding a response rate of 65 percent.

Analysis indicated that cultural differences do have an impact on participant satisfaction with organisational and technological issues, with local respondents indicating significantly more positive perceptions than international respondents. Significant also was a reported lack of peer engagement and intercultural communication.

First, the study was restricted to students in one large university in Australia, using one in‐house online learning system, and studying business courses. Future research could replicate the study across a range of universities and across different countries, which would enhance generalisability. In addition, researchers can expand the model used in this study, testing other variables which impact on online learning.

These differences in reported engagement with online learning reflect differences in students' experience of online courses as culturally inclusive, and have implications for the quality of online education. These reported experiences may be linked to the amount of communicative interaction among students.

The paper examined the cultural aspects of student engagement with the organisational, technological and pedagogical components of online learning. Its findings suggest a direction to improve the quality of learning for all students by constructing a culturally inclusive online learning environment.

To determine the factors associated with arbitration awards in unfair dismissal complaints under Australian federal legislation and to assess whether employees benefit from arbitration.

This research involves an empirical analysis of 342 decisions in 17 industries by arbitrators in the Australian Industrial Relations Commission over the four year period 1997‐2000. Logistic and ordinary least squares regression are used to analyse the data.

The findings of this study indicate that 50.6 per cent of arbitration decisions were in favour of employees and only 10.8 per cent of complainants were reinstated. Independent variables which are significantly associated with each of the three dependent variables are identified.

The results of this study enable researchers to gain a deeper understanding of the arbitration process and recognise independent variables that are associated with the arbitrator's decision in unfair dismissal cases.

Employers lose half the unfair dismissal cases that go to arbitration. To reduce legal and associated costs, employers may need to look at ways of creating a more harmonious workplace. Employees do not benefit much from arbitration and have little chance of reclaiming their jobs. Reaching a settlement through mediation may be a better option.

This is the first study to assess arbitration decisions in Australia. By developing a conceptual model based on arbitration outcomes and structuring the analysis on this model, the paper presents a logical understanding of the factors that drive arbitration decisions and remedies.

Discusses strategic human resource management (HRM) which emphasizes the importance of HRM policies and practices being integrated by a longer‐range HRM strategy, which in turn is an integrated part of an overall organizational strategy. Proposes an alternative, more overtly political, employment relations model with HRM policies and practices as negotiated outcomes which attempt to resolve the often conflicting expectations of a number of interested parties. Presents a study in which only one‐third of a sample of Australian HR managers reported that an HRM strategy had a great or moderately great impact on HRM within their organization, and there was no evidence that the impact of an HRM strategy resulted in a reduction of the direct impact of other factors. More important factors included legislation/regulation, industry characteristics, organizational strategy and objectives, top management priorities, organizational size and structure, and the impact of technological change. In addition, these factors impacted differentially on HRM practices and policies in areas such as recruitment, training, pay/ benefits and industrial relations. Suggests these results support the appropriateness of a broader employment relations view of the field.

Uses a case study to show how Checkland′s soft systems methodology (SSM) may be used as a vehicle for developing competence profiles in human resource management. The benefits of SSM are based on its underlying interpretive assumptions, the distinctive way in which conceptual models are used to create learning and insight, and other aspects of systems thinking, notably the guidance embodied in its technology, and its use of the systems concepts of hierarchy and holism. Argues that much of the data which provide the basis for many HRM decisions is meaningless because they are abstracted from the broader social context from which they emerged. Presents SSM as an approach for developing HR‐related information which has the potential to overcome this difficulty.

Considers the implications of Australia′s ageing population for future human resource management practice. Acknowledges that downsizing practices which initially targeted older workers may have contributed to raising the profile of their vulnerability and suggests reforms will be needed in all key human resource functions to reduce bias, improve equity, and focus on the potential benefits older staff can contribute. Differences in health and safety records indicate that age alone does not differentiate between staff, and hence dismisses perceptions of older staff as more accident prone. Stereotypes which militate against hiring older staff need to be addressed and training practices will need restructuring to accommodate alternative training methods which encourage older staff to reskill. Discusses potential new mentoring roles. Proposes that performance criteria which measure contribution need to be developed for all employees so that rewards can be disentangled from length of service and ensure that jobs, not individuals, become the basis of evaluation.

Past research on manufacturing has not generally included research on the attributes of outstanding manufacturing managers. This information is important as the success of the manufacturing function depends to an extent on the quality of the manager. This study sought then to identify the attributes of an outstanding manufacturing manager. The methodology adopted included reviewing relevant literature, analysing job advertisements and surveying senior manufacturing managers. The profile of the outstanding manufacturing manager that emerged contained 12 specific attributes. These were classified into three groups i.e. attributes related to the position; attributes related to people management; and attributes related to the individual manager. The profile identified in this study is quite different from the traditional profile of an old‐fashioned autocrat who has risen from the ranks. Today’s manufacturing manager requires a strong academic background to understand and implement leading manufacturing and management techniques, good interpersonal skills and high levels of energy and drive.