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Chang, Joshua, Antonio Travaglione, and Grant O’Neill. "Job attitudes between unionized and non-unionized employees." International Journal of Organizational Analysis 25, no. 4 (September 4, 2017): 647–61. http://dx.doi.org/10.1108/ijoa-06-2016-1034.
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Purpose The purpose of this paper is to study job attitudes between unionized and non-unionized employees in Australia as recent research on attitudes among unionized employees has centred on topics such as attitudes towards unionization and involvement, but not on work-related attitudes. Design/methodology/approach This study uses a data set of over 5,000 responses from the Australia at Work survey. Ten attitudinal survey questions adapted from the Australian Workplace Industrial Relations Survey and the Australian Survey of Social Attitudes were used to compare work-related attitudinal differences between unionized and non-unionized employees. Findings Findings show that unionized employees perceive less manager–employee consultation, health and safety, dispensability, time flexibility, workload flexibility, managerial trust, fair treatment and pay equity. Originality/value Not much is known about the attitudinal differences between unionized and non-unionized employees, given the paucity of research on unionist job attitudes. Recent research in this area has centred on employee attitudes towards unionization and involvement as opposed to studying work-related attitudes. The findings can help the management predict behavioural responses between unionized and non-unionized employees for improved decision making.
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Arndt, Aaron D., Anusorn Singhapakdi, and Vivian Tam. "Consumers as employees: the impact of social responsibility on quality of work life among Australian engineers." Social Responsibility Journal 11, no. 1 (March 2, 2015): 98–108. http://dx.doi.org/10.1108/srj-06-2013-0075.
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Purpose – The aim of this paper is to investigate whether consumer values influence work-related attitudes. Employees often feel conflict among different aspects of their lives. Although most extant research has focused on the effect of family values on work attitudes, we investigate whether a fit between employees’ socially responsible consumption orientation (SRCO) and firm corporate social responsibility (CSR) influences employee higher-order quality of work life. Design/methodology/approach – Survey data from 112 members of an engineering association in Australia. Findings – The results show that employees’ consumer life roles can influence their work-related perceptions. However, contrary to expectations, the positive influence of CSR on higher-order quality of work life is weaker for employees who are more socially responsible consumers. Research limitations/implications – Further research should examine other industry contexts and cultures. Also, because the SRCO construct is very broad, further research should examine specific social issues. Practical implications – CSR can be an important strategy for retaining employees, even those with lower SRCO. Originality/value – This research shows that customer values influence important work-related attitudes, such as higher-order quality of work life and organizational commitment. Furthermore, we show that “fit” between consumption orientation responsibility and firm CSR does not necessarily enhance work-related attitudes because employees high in SRCO likely hold the firm to a different standard of social responsibility.
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Haque, Amlan, Mario Fernando, and Peter Caputi. "Perceived human resource management and presenteeism." Asia-Pacific Journal of Business Administration 11, no. 2 (July 16, 2019): 110–30. http://dx.doi.org/10.1108/apjba-02-2018-0038.
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PurposeThe purpose of this paper is to investigate the mediating effect of employee turnover intentions (ETI) on the relationship between perceived human resource management (PHRM) and presenteeism. The notion of presenteeism is described as coming to work when unwell and unable to work with full capacity.Design/methodology/approachUsing social exchange theory and structured equation modelling, hypotheses were tested using responses from 200 full-time Australian employees.FindingsThe results show that employees’ PHRM significantly influenced presenteeism and ETI. As predicted, PHRM negatively influenced presenteeism and ETI positively influenced presenteeism. The direct influence of PHRM on presenteeism was fully mediated by ETI.Practical implicationsThis paper suggests that organisations expecting to address presenteeism by promoting PHRM may experience an adverse result when employees conceal turnover intentions.Social implicationsForm the perspective of social exchange, this study focuses on ETI as a mediating variable and sheds light on employees’ hidden attitudes about their jobs to explain how PHRM can influence presenteeism in Australia. Consequently, the findings should help both organisations and employees to identify ways that PHRM can reduce presenteeism.Originality/valueThis paper examines the unique meditational role of ETI in the relationship between PHRM and presenteeism, which is an area of inquiry that has not been fully examined in the literature of HRM. In addition, it examines presenteeism among Australian employees in relation to PHRM.
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Sinyagina, Natalia Yu. "New trends in HR technologies: overview of foreign studies." SHS Web of Conferences 103 (2021): 01033. http://dx.doi.org/10.1051/shsconf/202110301033.
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The main aim of this work is theoretical studies of trends in HR technologies based on foreign and Russian publications and practice. This article highlights the most obvious trends of working with talented employees supported by attitude to talented persons, the analysis of various types of attitudes to them is performed; it is mentioned that positive attitude at present is one of the most important properties demanded by employers, since quite often it adds positive properties to a working team. The data were collected, classified and generalized using theoretical analysis, content analysis, and analytical synthesis of more than 50 scientific publications by researchers and practitioners from Australia, Great Britain, Germany, Russia, and the USA. This article presents the most significant results of the study. The trends of shifting the focus from equality in the relation to employees to fairness and the importance of fitting the culture of relations into the corporate culture are characterized. Generalized typology of talented employees is presented. The reasons of talented employees for leaving the company are analyzed. The importance of evaluation of skills to communicate with people, to find compromise is described, as well as of skills required for execution of this or that activity. Necessity of long-term well-considered relations with people, who are at the top in their working area, is mentioned.
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Deery, Stephen J., and Andrea Mahony. "Temporal Flexibility: Management Strategies and Employee Preferences in the Retail Industry." Journal of Industrial Relations 36, no. 3 (September 1994): 332–52. http://dx.doi.org/10.1177/002218569403600302.
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The introduction of more flexible working time arrangements has become an important managerial objective in Australia. This is particularly the case in the retail services sector where management has sought to obtain greater freedom to match staffing levels more closely to fluctuations in the volume of customer demand. Such arrangements may not, however, be in accordance with employee preferences. The aim of this paper is to examine the issue of temporal flexibility by looking at the employment policies of a large retailing firm as well as the attitudes of its employees to the introduction of flexible working hours. Contradictions are identified in the company's labour utilization strategy, which have attendant costs for both the employees and the organization.
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Hale, Nicole, Andrea M. Murphy, Jon R. Adams, and Cylie M. Williams. "Effect of a smoke-free policy on staff attitudes and behaviours within an Australian metropolitan health service: a 3 year cross-sectional study." Australian Health Review 41, no. 1 (2017): 7. http://dx.doi.org/10.1071/ah15159.
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Objective In 2010, Peninsula Health (Vic., Australia), became smoke free as part of the locally developed smoking prevention and cessation strategy. The aim of the present study was to determine the effect of a smoke-free policy on smoking status and employee attitudes over a 3-year period. Methods Data were collected by three surveys 6 months before and 6 months and 3 years after policy introduction. Demographic data, smoking status and attitudes to the introduction of the smoke-free policy were collected for analysis. Results There were 3224 individual responses collected over three time points with similar demographics at each time. There were fewer employees smoking at 6 months (P = 0.010) and 3 years (P < 0.001) after implementation of the policy. There were more employees who felt positive towards the policy 3 years after its introduction (P = 0.028). There were greater odds of an employee not identifying as a smoker after the policy was in place than before the policy was implemented. Conclusions The introduction of a smoke-free policy within a health service was an upstream health intervention that was well accepted by staff and appeared to have a positive effect on smoking behaviours. What is known about the topic? There are an increasing number of environmental changes that seek to decrease smoking behaviours. Bans within workplaces have a direct effect on employee smoking behaviour. What does this paper add? Some employee groups demonstrated the greater odds of smoking when a smoke-free policy was in place. Employees felt positive towards this policy. What are the implications for practitioners? This policy change supports environmental changes affecting individual health-related behaviours.
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Lu, Ying, Ramanie Samaratunge, and Charmine E. J. Härtel. "Predictors of acculturation attitudes among professional Chinese immigrants in the Australian workplace." Journal of Management & Organization 22, no. 1 (June 11, 2015): 49–67. http://dx.doi.org/10.1017/jmo.2015.19.
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AbstractProfessional Chinese immigrants (PCIs) are expected to substantially contribute to the relief of skills shortage and the bolstering of Australia’s economic and social development. However, they have encountered many adjustment difficulties arising from cultural and social differences after entering into the Australian workplace. There is a dearth of research to shed light on the adaptation of PCIs in Australia. To bridge this gap, this paper investigates PCIs’ acculturation preference and explores the predictors of each acculturation attitude. Our survey of a sample of 220 PCIs revealed that PCIs have a predominant preference to maintain their home culture, whereas logistic regressions revealed that length of residence in the host country, English proficiency, perceived social support at work and interdependent self-construal could predict the acculturation choices among PCIs. This study provides valuable information for managers and organizations in developing effective acculturation programs to assist immigrant employees with adaptation to a new workplace.
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Davis, Paul J., Yuliya Frolova, and William Callahan. "Workplace diversity management in Australia." Equality, Diversity and Inclusion: An International Journal 35, no. 2 (March 14, 2016): 81–98. http://dx.doi.org/10.1108/edi-03-2015-0020.
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Purpose – The purpose of this paper is to identify Australian managers’ attitudes and understandings regarding workforce diversity management (WDM) and the practices and incorporation of WDM in organisations. Design/methodology/approach – Methodology is quantitative. A questionnaire in the form of a self-administered survey instrument was mailed to 650 managers (325 HR managers and 325 other managers) in Sydney, Melbourne and Brisbane. Findings – The research found that workforce diversity is not especially well understood or appreciated; especially by non-HR managers. Organisations appear generally not to prioritise WDM and levels of senior manager engagement with the topic are tentative. Statistical analysis highlighted considerable divergence of opinion across the surveyed group. Research limitations/implications – As an exploratory study, further research is encouraged to better understand cause and effect relationships pertaining to the findings. Practical implications – There are implications for HR managers or those in related roles who might design, implement and promote WDM initiatives. There are implications for consultants, employees and senior managers regarding education, awareness and support of diversity objectives. Originality/value – Addresses a gap in the literature by looking at contemporary attitudes and practices regarding WDM in Australian organisations. Provides the first empirical comparison between HR and other managers on the topic.
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Barrett, Rowena. "Small firm training: just meeting the day-to-day needs of the business." Employee Relations 37, no. 5 (August 3, 2015): 547–67. http://dx.doi.org/10.1108/er-05-2014-0048.
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Purpose – The purpose of this paper is to explore what the attitudes of small firm owner-managers are to developing the skills of their key resources and then examine how these and other factors affect owner-managers’ preferences for training these employees. Design/methodology/approach – This study of training in small road transport firms in West Australia is cast in light of the literature on human resource management in small firms underpinned by insights drawn using the resource based view of the firm. Small firms (less than 20 people) dominate this industry, while the increasing freight task, and extreme distances between West Australian ports, towns and mines highlight this sectors’ importance. Survey results from 39 small road transport firms and interviews with nine owner-managers are analysed. Findings – Legislative, regulatory and licensing requirements were shown to be a key determinant of skills development. Employers ensured that basic standards for employee certification and qualification were met, as the penalty for not doing so would be too high. Regulations drove the need for certain types of training – licenses, fatigue management, occupational health and safety, handling dangerous goods, the Maritime Security Identification Card card, forklift license, mine site inductions – while owner-managers knew where to get the training their staff needed. Although regulation appeared most visible in prescribing what happened in relation to training for drivers, the relevance of owner-managers’ attitudes could not be ignored, nor could conditions in the firms external environment as this shaped how these requirements were met. Research limitations/implications – The RBV is useful in showing how skill development enabled similarity in skills across firms, while the attitudes owner-managers and economic and social conditions meant what happened in firms around skill development varied. The importance of small firm owner-managers’ attitudes are clearly highlighted and shown to influence organizational decisions and choices around training, but these were not independent of the regulatory framework and the economic and social conditions within which the firm operated. The small firms in this study did engage workers in formal training when necessary but it was put in the context of the idiosyncratic approach of the owner-manager and the day-to-day needs of the firm. “Training” was essentially about ensuring certain types of skills were held by employees and then passing on knowledge to ensure the behavior of employees was consistent with the owner-manager’s vision for the firm in its current environment. Originality/value – Ways industry and government can encourage training activity that goes beyond the day-to-day firm needs are suggested.
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Pavett, Cynthia M., and Gary Whitney. "Quality values, attitudes, and behavioral predispositions of employees in Mexico, Australia, and the United States." Thunderbird International Business Review 40, no. 6 (November 1998): 605–32. http://dx.doi.org/10.1002/(sici)1520-6874(199811/12)40:6<605::aid-tie6>3.0.co;2-d.
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Prajogo, Daniel I., and Brian Cooper. "The individual and organizational level effects of TQM practices on job satisfaction." International Journal of Manpower 38, no. 2 (May 2, 2017): 215–25. http://dx.doi.org/10.1108/ijm-12-2014-0240.
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Purpose The purpose of this paper is to examine the multi-level relationship between people-related total quality management (TQM) practices and employee job satisfaction. The authors draw upon organizational climate theory to hypothesize that TQM is related to job satisfaction at the individual employee level, as well as at the organizational level in the form of shared perceptions of TQM practices in the workplace. Design/methodology/approach Multi-level modelling was used to test the study hypotheses. The sample was drawn from 201 employees working in 23 organizations in Australia. Findings The findings show that people-related TQM practices are positively related to job satisfaction at both individual and organizational levels, with a stronger effect on employee attitudes observed at the organizational level. Research limitations/implications The statistically significant multi-level relationship between people-related TQM practices and job satisfaction extends the findings of previous studies conducted only at the individual level; thus, supporting the sustainability of TQM as a management principle at a company-wide level. Practical implications The findings broadly support the implementation of people-related TQM practices as part of a strategy of creating a “high performance” climate in organizations, which in turn, will likely to positively affect both individual and organizational performance. Social implications From a wider social perspective, the implementation of TQM practices as a company-wide initiative could facilitate greater corporate social responsibility of the organization. Such practices as training, involving, and empowering employees can promote social commitment by valuing employees as one important stakeholder. Originality/value This is the first empirical study to the best of the author’s knowledge that uses multi-level modelling to examine the relationship between TQM practices and employee attitudes such as job satisfaction.
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Corbould, H. M., and M. J. Nolan. "INJURY- FREE WORK ENVIRONMENT: MYTH OR REALITY?" APPEA Journal 29, no. 1 (1989): 80. http://dx.doi.org/10.1071/aj88012.
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Sound management practices, and employee awareness and commitment, are the keys to eliminating workplace injury. In Esso Australia's production operations, the goal is NO INJURIES for both company and contractor employees. Achieving this goal entails significant commitment to putting safety first, and elimination of conflicting messages about the production versus safety priorities.Throughout the last decade, Esso Australia has increasingly sought to heighten the safety awareness of all people working within and supporting its production operations. The emphasis has gradually moved from hardware safety to focusing on attitudes within the workforce — at the same time, however, ensuring that facilities meet industry standards.Results in 1988 show a marked drop in injury days lost for the total company and contractor employee group in production operations.A safe work environment is good business. Putting safety first need not cost money; indeed a safer workplace can be more efficient. Achieving a safe environment involves clear communication of goals and values, employee participation, delegation of authority, increasing accountability, effective incident investigation and follow- up, appropriate discipline, and recognition of positive contributions. Of paramount importance is a clear direction from top management that safety is the top priority.
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Smith, Bradley P., Anne-Louise Vague, and Robert G. Appleby. "Attitudes towards dingoes (Canis dingo) and their management: a case study from a mining operation in the Great Sandy Desert, Western Australia." Pacific Conservation Biology 25, no. 3 (2019): 308. http://dx.doi.org/10.1071/pc18049.
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This study provides insight into the attitudes and perceptions of people who live alongside dingoes in a remote Australian mining town. A mixed-methods, self-administered questionnaire was circulated, targeting employees across 11 departments (n=160). Overall, employees saw dingoes favourably (60.5%), and believed that humans and dingoes should be able to coexist (75.8%). Dingoes were not considered to be causing unacceptable damage or to be overabundant, despite being seen almost daily at both the village and work sites. A total of 31.4% of employees had felt threatened or scared because of a dingo on more than one occasion, and 16.5% had experienced a dingo being aggressive towards them at least once. Yet, only 21.0% of employees considered dingoes dangerous to people, and few worried about their safety at the village or work site (9.5% and 11.4% respectively), or the safety of others in general (21.6%). There was a dichotomy of views regarding the dingo’s presence: employees were supportive of dingoes living in close proximity at the mine, as long as they were not directly being problematic (i.e. representing a personal threat, or causing property damage). Half of the employees surveyed (50.4%) felt that management decisions relating to dingoes were personally important to them, highlighting the need to ensure that employees are consulted, and that dingo management strategies are well communicated. These findings have implications for improving the success rates of management approaches to human–carnivore conflict at mine sites and other situations where predators are perceived to threaten human safety.
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Kleeman, Walter B. "Attitudes of Employees: A 1991 INTERNATIONAL PERSPECTIVE FROM THE UK, THE US, GERMANY, JAPAN, AUSTRALIA AND SINGAPORE." Facilities 10, no. 2 (February 1992): 7–8. http://dx.doi.org/10.1108/eum0000000002175.
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Smith, Theresa, and Alison Sheridan. "Organisational careers versus boundaryless careers: Insights from the accounting profession." Journal of Management & Organization 12, no. 3 (November 2006): 223–34. http://dx.doi.org/10.1017/s1833367200003977.
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ABSTRACTMuch of careers research in recent times has focused on the so called move away from traditional ‘organisational careers’ to what Arthur (1994) coined the ‘boundaryless career’. This paper discusses research that challenges the applicability of the boundaryless career and the claim that ‘organisational careers are dead’. Drawing on interviews with nearly 60 accountants in Australia, the research demonstrates that employees are pursuing an organisational career. For this occupational group, the lack of proactive HR involvement in career development and the emphasis on self-direction was not appreciated. Rather, the research highlighted that the lack of organisational career management had negative implications for employee attitudes and motivation. The issues raised by the participants suggest it is timely to consider whether the unique characteristics of the accounting profession represent an ideal environment for the maintenance of an ‘organisational career’.
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Smith, Theresa, and Alison Sheridan. "Organisational careers versus boundaryless careers: Insights from the accounting profession." Journal of Management & Organization 12, no. 3 (November 2006): 223–34. http://dx.doi.org/10.5172/jmo.2006.12.3.223.
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ABSTRACTMuch of careers research in recent times has focused on the so called move away from traditional ‘organisational careers’ to what Arthur (1994) coined the ‘boundaryless career’. This paper discusses research that challenges the applicability of the boundaryless career and the claim that ‘organisational careers are dead’. Drawing on interviews with nearly 60 accountants in Australia, the research demonstrates that employees are pursuing an organisational career. For this occupational group, the lack of proactive HR involvement in career development and the emphasis on self-direction was not appreciated. Rather, the research highlighted that the lack of organisational career management had negative implications for employee attitudes and motivation. The issues raised by the participants suggest it is timely to consider whether the unique characteristics of the accounting profession represent an ideal environment for the maintenance of an ‘organisational career’.
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Talukder, Majharul. "Causal paths to acceptance of technological innovations by individual employees." Business Process Management Journal 25, no. 4 (July 3, 2019): 582–605. http://dx.doi.org/10.1108/bpmj-06-2016-0123.
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Purpose Despite much research on organizations’ adoption of innovation, little is currently known about individual employees have gone about it. The purpose of this paper is to empirically investigate the determinants that address individual employees’ decisions concerning innovation in the workplace. Design/methodology/approach Data were collected from 272 employees from a tertiary education institution in Australia using a structured instrument. Findings Results from the structural equation modeling analysis indicate that enjoyment and motivation impact significantly on attitudes to an innovation, which, in turn, affects how employees behave toward it. Practical implications Furthermore, organizational patronage, innovativeness and self-image have been found to influence the innovation adoption process. These findings have implications for the effective management and implementation of an innovation at the individual level. Originality/value Although innovation adoption has been studied extensively, drivers of adoption and research on individual innovation acceptance remain limited. Designing an effective approach for increasing end-user acceptance and subsequent use of innovation continues to be a fundamental challenge. The current literature indicates that we know relatively little about the ways in which individuals adopt and the factors that influence individual adoption of innovation. This study is designed to fill that gap. The identification of the factors is important to create a work environment that is conducive to individual adoption of innovation and thereby gain the expected benefits from the innovation.
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TAYLOR, PHILIP, CHRISTOPHER MCLOUGHLIN, ELIZABETH BROOKE, TIA DI BIASE, and MARGARET STEINBERG. "Managing older workers during a period of tight labour supply." Ageing and Society 33, no. 1 (December 3, 2012): 16–43. http://dx.doi.org/10.1017/s0144686x12000566.
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ABSTRACTThis article reports on a recent survey of employer attitudes and policies towards older workers in Australia at a time of sustained economic growth and ongoing concerns about labour shortages. Findings from a survey of 590 employers with more than 50 employees in the State of Queensland point to an unusually strong orientation towards the recruitment of older workers among respondents, although the retraining of older workers is not prioritised by the majority. The issue of workforce ageing is viewed as being of medium-term importance by the majority of respondents, although for a substantial number the issue is of immediate concern. Both sector and organisation size are predictive of the application of a broad range of policies targeting older workers, with public-sector and larger organisations more likely to be active. Concerns about workforce ageing and labour supply are predictive of employer behaviours regarding older workers, suggesting that sustained policy making may be emerging in response to population ageing over and above more immediate concerns about labour shortages and that this broad thrust of organisational policy making may be immune to the point in the economic cycle. This study found no evidence that the flexible firm will not countenance an ageing workforce.
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Williamson, Sue, Linda Colley, and Meraiah Foley. "Public servants working from home: Exploring managers’ changing allowance decisions in a COVID-19 context." Economic and Labour Relations Review 33, no. 1 (December 28, 2021): 37–55. http://dx.doi.org/10.1177/10353046211055526.
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Before the COVID-19 pandemic forced large sections of the workforce to work from home, the uptake of working from home in the public sector had been limited and subject to the discretion or ‘allowance decisions’ of individual managers. Allowance decisions are influenced by factors at the organisational, group and individual levels. This research examines managers’ allowance decisions on working from home at each of these levels. It compares two qualitative datasets: one exploring managerial attitudes to working from home in 2018 and another dataset collected in mid-2020, as Australia transitioned out of the initial pandemic lockdown. The findings suggest a change in the factors influencing managers’ allowance decisions. We have identified a new factor at the organisational level, in the form of local organisational criteria. At the group level, previous concerns about employee productivity largely vanished, and managers experienced an epiphany that working from home could be productive. At the individual level, a new form of managerial discretion emerged as managers attempted to reassert authority over employees working remotely. These levels intersect, and we conclude that allowance decisions are fluid and not made solely by managers but are the result of the interactions between the organisational, group and individual levels. JEL Codes J81, J32
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Robinson, Richard N. S., Anna Kralj, David J. Solnet, Edmund Goh, and Victor J. Callan. "Attitudinal similarities and differences of hotel frontline occupations." International Journal of Contemporary Hospitality Management 28, no. 5 (May 9, 2016): 1051–72. http://dx.doi.org/10.1108/ijchm-08-2014-0391.
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Purpose The purpose of this study is to identify across a number of workplace variables the similarities and differences in attitudes between three key frontline hotel worker groups: housekeepers, front office employees and food and beverage front-of-house staff. Design/methodology/approach A qualitative study was conducted using 25 semi-structured interviews with frontline workers employed in full-service hotels across Eastern Australia. Analysis was augmented through the Leximancer® software package to develop relational themes in the aggregation and disaggregation of the occupations. Findings Although work/life balance was a common theme across the three occupations, several distinct attitudinal differences emerged, in particular regarding perceptions of one occupational group towards another. Practical implications This study highlights the importance of hotel managers being cognisant of occupational differences and collecting data capable of assisting in the identification of these differences. Several practitioner relevant recommendations are made. Originality/value This exploratory study challenges assumptions regarding a “pan-industrial” hospitality occupational community and applies an emerging qualitative software package to highlight occupational differences and relational perceptions.
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Solnet, David, Robert Ford, and Char-Lee McLennan. "What matters most in the service-profit chain? An empirical test in a restaurant company." International Journal of Contemporary Hospitality Management 30, no. 1 (January 8, 2018): 260–85. http://dx.doi.org/10.1108/ijchm-05-2016-0267.
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Purpose The purpose of this paper is to empirically test the validity of the service-profit chain (SPC) in a restaurant company context to comprehensively explicate the relationship between organizational practices, employee attitudes with customer and financial outcomes. Design/methodology/approach The method used both questionnaire and company proprietary data to measure the predicted SPC outcomes through structural equation modeling. The research data were obtained from employees, customers and management at five restaurants in one casual theme restaurant chain in Australia. Findings The findings indicate that revenue may be a more appropriate outcome than profit in the SPC, that context and individual unit circumstances matter and that there may be a time lag between organizational actions, employee behavior, customer satisfaction and financial outcomes. Research limitations/implications Because of the nature of field research, there are limitations. As restaurants were added during the study, data per unit were impacted. Moreover, budgetary constraints limited the number of customer surveys. Nonetheless, the data set includes management, customer, employee and proprietary financial measures which are rarely available in the research literature. These data allow a thorough study of the SPC that provides both important findings and a model for future investigations into the SPC. Practical implications As the SPC is a widely cited model used to explain the linkages between managerial and organizational actions and financial outcomes as they work through employee interactions with customers, the findings suggest that the chain may have a more direct impact on revenue than profit. Moreover, the data strongly suggest that context matters as the unique context of the restaurants had important influences on financial outcomes. The findings also indicate that a time lag exists between managerial and organizational actions and financial outcomes, suggesting that it can take time for such actions to ripple through the SPC. Originality/value Structural equation modeling and standardized measures allowed the authors to overcome prior limitations in SPC research. Moreover, SPC researchers seldom have access to the proprietary data that enabled a test of the entire SPC. Consequently, this study contributes new insights into this classic model’s value in predicting and explaining financial outcomes resulting from the actions of an organization’s leadership influencing employee behavior toward customers in the restaurant industry.
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Prasetyo, Kadek Nova, I. Wayan Suardana, and I. Ketut Suwena. "KARAKTERISTIK, MOTIVASI, DAN SIKAP WISATAWAN MANCANEGARA MENGGUNAKAN PAKET WISATA MOBIL VW SAFARI DI UBUD VW TOUR." Jurnal IPTA 10, no. 1 (July 28, 2022): 183. http://dx.doi.org/10.24843/ipta.2022.v10.i01.p20.
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Uniqueness of the VW Safari tour car is able to attract foreign tourists to use tour package services in Bali, and in this study focuses on the characteristics, motivations, and attitudes of foreign tourists who use the VW Safari car tour package services in Ubud VW Tour. . The sampling technique in this study used purposive sampling technique, and data collection used observation, interviews, and distributing questionnaires with a 5-point Likert scale model with the aim of being given to 105 foreign tourists as respondents. The results of the study show that foreign tourists who travel the most using the VW Safari tour car package services come from Australia with a vulnerable age of 31-45 years, male, work as private employees, and have master's education (S2). Based on the travel destination of foreign tourists, most of them stated that the purpose of their trip was to travel/recreation and stated that they had more trust in the travel agency in their travels and this was the first time they used this service. Ubud VW Tour, spends IDR 2,500,000 – IDR 3,500,000, and is accompanied by family during the tour. Rational motivation gets an average score of 4.32 (strongly agree), then for emotional motivation gets an average score of 4.36 (strongly agree). Foreign tourists who use the Ubud VW Tour tour package have a good attitude/agree with a score of 4.34. This research is expected to be used as a reference for managers to continue to improve service quality in order to maintain tourist loyalty, and continue to develop the promotion of Ubud VW Tour services by utilizing current technological sophistication.
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Sofo, Francesco. "Improving tourism and leisure: towards the Australian Olympics in the year 2000 - a focus on people development and the learning organisation." Tourism and hospitality management 4, no. 2 (December 1998): 403–8. http://dx.doi.org/10.20867/thm.4.2.14.
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There have been significant economic, political and technological changes in terms of globalisation, new policies, practices and laws that have impacted on the way organisations operate and offer their services and products. One major impact of globalisation has been the new focus by organisations on their people as the most valuable resource. All businesses are people businesses. People development is at the heart of business success. A company’s HR policy needs to cover every aspect of its operation from what it sells and to whom through to how it organises itself, its capital, equipment, its people, who it employs and where it operates. Over the past ten years managers have acknowledged their role for developing people by taking increased responsibility for improving the skills, knowledge and attitudes (training, education, development) of their people. Managers and employees are changing their relationship to achieve competitive advantage through increased commitment and focus on customers and managing value. This is a description of how one key provider of services to the Olympic Games to be held in Sydney, Australia in the year 2000, has been preparing its staff to optimise this opportunity. The description refers to a three phase change strategy that the organisation is currently implementing over a three year period so that it can maximise its contribution and competitiveness towards the year 2000. I have called the organisation, The Retail Company.
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Talukder, A. K. M., Margaret Vickers, and Aila Khan. "Supervisor support and work-life balance." Personnel Review 47, no. 3 (April 3, 2018): 727–44. http://dx.doi.org/10.1108/pr-12-2016-0314.
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Purpose The purpose of this paper is to investigate the relations between supervisor support (SS), work-life balance (WLB), job attitudes and performance of employees in the Australian financial sector. More specifically, the study explore the impact of SS, WLB and job attitudes on employees’ job performance (JP). Design/methodology/approach Using an online panel, the data comprised 305 employees working in financial organisations to test a model with structural equation modelling. A list of survey items was tested that replicated extensively in work-life research in the past. Findings The research contributed to the existing literature by identifying a significant mechanism through which SS was linked to WLB that influenced job satisfaction, life satisfaction and organisational commitment and JP given the paucity of such research in the Australian financial sector. Originality/value The study would guide employers, employees and managers involved in the financial sector to implement policies which aim to augment JP and promote balance between work, home and life.
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Webber, Mardi, Aspa Sarris, and Max Bessell. "Organisational Culture and the Use of Work–Life Balance Initiatives: Influence on Work Attitudes and Work–Life Conflict." Australian and New Zealand Journal of Organisational Psychology 3 (April 1, 2010): 54–65. http://dx.doi.org/10.1375/ajop.3.1.54.
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AbstractThe study examined attitudes toward work–life balance (WLB) using survey data from 292 employees in an Australian university. Organisational culture, as it relates to how and when employees can use WLB initiatives, was investigated. In particular, the study examined employees' differing perceptions of organisational culture within a single organisation, with particular reference to: managerial support of WLB initiatives, career consequences of using WLB initiatives, organisational time expectations that may interfere with non-work activities, and the level of employee control over workload and when employees can take time off. As predicted, perceptions of managerial support of WLB initiatives were related to initiative use; however, overall initiative use was not related to perceived career consequences (e.g. using initiatives will damage one's career progress), organisational time expectations (e.g., long working hours), or levels of employee control (e.g., employee control over workload). Results showed that perceptions of a supportive organisational culture were positively related to organisational commitment and negatively related to work–life conflict and employees' intentions to leave. Further, the study results show that employees' perception of organisational culture was more strongly associated with the outcomes (e.g., work attitudes, work–life conflict) than the number of WLB initiatives used by employees.
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Holland, Peter Jeffrey, Brian Cooper, and Rob Hecker. "Electronic monitoring and surveillance in the workplace." Personnel Review 44, no. 1 (February 2, 2015): 161–75. http://dx.doi.org/10.1108/pr-11-2013-0211.
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Purpose – Electronic monitoring and surveillance (EMS) practices provide new challenges in the workplace. The purpose of this paper is to examine the relationship between EMS in the workplace on employees’ trust in management. Design/methodology/approach – This paper is based upon data from the 2012 Australian Electronic Workplace Survey of 500 randomly sampled employees. Controlling for a range of personal, job and workplace characteristics, the data were analysed using OLS and ordered probit regression. Findings – The regression analyses identified that EMS has, on average, a negative relationship with trust in management. The authors further differentiated the sample to examine the potential impact of EMS on trust between manual and non-manual employees. The study found the relationship between EMS and trust in management was only evident for manual workers. Research limitations/implications – Future research should investigate the extent to which employee attitudes, commitment and engagement are impacted, and the individual-level and organisational-level outcomes of EMS. Causal inferences are necessarily limited and the research does not address managers’ underlying motives. Although self-reported data on EMS reflect objectively measured characteristics of the organisation. Practical implications – EMS can have negative effects on the employment relationship through the loss of trust in management, especially for manual workers. Tangible effects may flow from this through withdrawal behaviour such as employee exit from the organisation. Social implications – The findings of this study provide evidence to add to the debate on the extent and impact of EMS in the workplace and its impact on employees, the employment relationship and productivity. Originality/value – Workplace surveillance is one of the most contentious issues facing employers, workers, unions, government and legal experts. However, little research has been undertaken on the effects of EMS on important job-related attitudes such as trust. The current paper remedies some of these deficits.
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Hill, John D., Robert J. Birrell, and Johanna P. Cook. "The Industrial Attitudes of Australian Private Bank Employees." Journal of Industrial Relations 27, no. 3 (September 1985): 310–28. http://dx.doi.org/10.1177/002218568502700303.
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Gringart, Eyal, Edward Helmes, and Carig Paul Speelman. "Exploring Attitudes Toward Older Workers Among Australian Employers." Journal of Aging & Social Policy 17, no. 3 (October 5, 2005): 85–103. http://dx.doi.org/10.1300/j031v17n03_05.
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Sheridan, Tom. "Australian Wharfies 1943-1967: Casual Attitudes, Militant Leadership and Workplace Change." Journal of Industrial Relations 36, no. 2 (June 1994): 258–84. http://dx.doi.org/10.1177/002218569403600204.
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In the 1950s and 1960s the waterfront was seen as the nation's major economic bottleneck. Its turbulent industrial relations were subject to greater publicity and polemics than the even more disputatious coal industry. This paper focuses on the nature and characteristics of the casual employees who moved the cargo in the days before container ships. It stresses the singularity of both the composition of the workforce and its attitudes to work, and examines the cause of policy disagree ments between rank-and-file wharfies and the militant union leaders whom they invariably elected. It is found that while contemporaries often attributed industrial unrest to Communist officials' machinations, in fact the rank-and-file members had a clear mind of their own. They tended to take a narrower, shorter run view than their leaders, who often sought in vain to restrain members' reflexive mili tancy. Wharfies were highly sertsitive to perceived threats to their level of earnings, were conservative about all changes to work practice and remained deeply at tached to the casual nature of their constantly varying work. Although favoured by their leaders, permanent employment was long distrusted by the rank and file. When technical change made decasualization inevitable, established group atti tudes meant that employers were unable to instil much company loyalty.
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Almazrouei, Hanan Saber, and Robert Zacca. "The impact of Covid-19 on management decision-making: The case within Australian organizations." Journal of General Management 48, no. 1 (October 2022): 32–45. http://dx.doi.org/10.1177/03063070211042158.
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The Covid-19 pandemic has significantly altered the way leaders in organizations manage their employees, requiring them to adopt a more supportive stance to facilitate employee wellbeing and at the same time maintain productivity. The pandemic has precipitated changes to how organizations manage and communicate with their staff. Because the situation has changed due to the infectious disease of COVID-19, managerial decisions are expected to change, commensurate with the situation. It is within this context that this study investigates the impact of the COVID-19 pandemic on Australian managers’ decision-making approaches. A qualitative method utilizing structured interviews consisting of 11 open ended questions was used to gauge the effect of the pandemic on 55 Australian public service managers. The study reveals that, because of the pandemic, new management approaches were employed and reveals insights into employees’ attitudes toward these new approaches. The research highlights how the use of multiple technological platforms have facilitated organizational communication, despite technical difficulties, to maintain at least a reasonable level of connectivity and helped to facilitate the achievement of organizational goals and objectives.
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Martin, Angela, Megan Woods, and Sarah Dawkins. "How managers experience situations involving employee mental ill-health." International Journal of Workplace Health Management 11, no. 6 (December 3, 2018): 442–63. http://dx.doi.org/10.1108/ijwhm-09-2017-0069.
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Purpose Mental health conditions such as depression are prevalent in working adults, costly to employers, and have implications for legal liability and corporate social responsibility. Managers play an important role in determining how employees’ and organizations’ interests are reconciled in situations involving employee mental ill-health issues. The purpose of this paper is to explore these situations from the perspective of managers in order to develop theory and inform practice in workplace mental health promotion. Design/methodology/approach Semi-structured interviews were conducted with 24 Australian managers who had supervised an employee with a mental health issue. Interview transcripts were content analyzed to explore themes in managers’ experiences. Findings Managing an employee with a mental health issue involves becoming aware of the issue, taking action to understand the situation and develop an action response, implementing the response and managing the ongoing situation. Each of these tasks had a range of positive and negative aspects to them, e.g., managing the situation can be experienced as both a source of stress for the manager but also as an opportunity to develop greater management skills. Practical implications Understanding line managers’ experiences is critical to successful implementation of HR policies regarding employee health and well-being. HR strategies for dealing with employee mental health issues need to consider implementation support for managers, including promotion of guiding policies, training, emotional support and creating a psychosocial safety climate in their work units or teams. Originality/value The insights gained from this study contribute to the body of knowledge regarding psychosocial safety climate, an emergent theoretical framework concerned with values, attitudes and philosophy regarding worker psychological health. The findings also have important implications for strategic human resource management approaches to managing mental health in the workplace.
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Parsons, Kathryn, Agata McCormac, Malcolm Pattinson, Marcus Butavicius, and Cate Jerram. "A study of information security awareness in Australian government organisations." Information Management & Computer Security 22, no. 4 (October 7, 2014): 334–45. http://dx.doi.org/10.1108/imcs-10-2013-0078.
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Purpose – The purpose of this paper is to investigate the human-based information security (InfoSec) vulnerabilities in three Australian government organisations. Design/methodology/approach – A Web-based survey was developed to test attitudes, knowledge and behaviour across eight policy-based focus areas. It was completed by 203 participants across the three organisations. This was complemented by interviews with senior management from these agencies. Findings – Overall, management and employees had reasonable levels of InfoSec awareness. However, weaknesses were identified in the use of wireless technology, the reporting of security incidents and the use of social networking sites. These weaknesses were identified in the survey data of the employees and corroborated in the management interviews. Research limitations/implications – As with all such surveys, responses to the questions on attitude and behaviour (but not knowledge) may have been influenced by the social desirability bias. Further research should establish more extensive baseline data for the survey and examine its effectiveness in assessing the impact of training and risk communication interventions. Originality/value – A new survey tool is presented and tested which is of interest to academics as well as management and IT systems (security) auditors.
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Hunter, Jayden R., Brett A. Gordon, Stephen R. Bird, and Amanda C. Benson. "Perceived barriers and facilitators to workplace exercise participation." International Journal of Workplace Health Management 11, no. 5 (October 1, 2018): 349–63. http://dx.doi.org/10.1108/ijwhm-04-2018-0055.
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Purpose Workplace exercise programmes have been shown to increase employee participation in physical activities and improve health and fitness in the short-term. However, the limited breadth of employee engagement across organisations combined with declining exercise adherence within individual studies indicates a need for better-informed programmes. The purpose of this paper is to investigate relationships between employee moderate-vigorous physical activity (exercise) participation and their perceived barriers and facilitators to engagement in onsite exercise, to inform the design and implementation of future workplace exercise interventions. Design/methodology/approach An online survey identified employee demographics, exercise (International Physical Activity Questionnaire), perceived barriers (Corporate Exercise Barriers Scale) and facilitators to exercise at an Australian university. Findings Of the 252 full-time employees who responded, most reported meeting (43.7 per cent) or exceeding (42.9 per cent) exercise guidelines over the previous week. A lack of time or reduced motivation (p<0.001), exercise attitude (p<0.05), internal (p<0.01) and external (p<0.01) barriers towards workplace exercise participation were all associated with failure to attain government-recommended volumes of weekly exercise. Personal training (particularly for insufficiently active employees) and group exercise classes were identified as potential exercise facilitators. Walking, gym (fitness centre), swimming and cycling were identified as the preferred modes of exercise training. Practical implications Employees not meeting recommended volumes of exercise might require additional support such as individualised gym and cycling programmes with personal supervision to overcome reported exercise barriers to improve exercise participation, health and fitness. Originality/value This study identifies specific barriers and facilitators to workplace exercise participation perceived by university employees. These findings can be used to inform the design and implementation of workplace exercise programmes aiming to achieve wider workplace engagement and greater exercise adherence, particularly of less active employees.
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Marchington, Mick. "Surveying the Practice of Joint Consultation in Australia." Journal of Industrial Relations 34, no. 4 (December 1992): 530–49. http://dx.doi.org/10.1177/002218569203400402.
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In the last few years, a number of articles have pointed to the groiving relevance of joint consultation within Australian workplaces, a view which is stipported by the data from the 1990 Australian Workplace Industrial Relations Survey. The purpose of this paper is to extend the brief analysis contained in Industrial Relations at Work, and analyze the role played by joint consultative committees across employing organizations as a whole. In particular, evidence is examined relating to the growth/ decline of consultation, its links with other mechanisms for developing employee involvement, the rationale for its implementation at work, the shape and character of joint consultative committees, as well as the participants' attitudes towards these schemes. There appears to have been an increase in consultation recently, and—contrary to some observers—the committees themselves seem to be well received by those who are involved in them. The analysis also suggests that at least two rather different models of consultation appear to be operating in Australia, largely dependent upon the degree and strength of unionization at the workplace. It is argued that the links between consultation and collective bargaining should be more closely examined if there is a further move towards devolved negotiations in Australia.
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Cairncross, Grant, and Stephen Kelly. "Human resource development and ‘casualisation’ in hotels and resorts in Eastern Australia: Getting the best to the customer?" Journal of Management & Organization 14, no. 4 (September 2008): 367–85. http://dx.doi.org/10.1017/s183336720000314x.
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AbstractThis paper provides an analysis of human resource development and knowledge capital management relations practices used by hotels and resorts in 2007. The study examined the employment instruments used, methods of employee recruitment, selection, staff turnover trends, remuneration policies, attitudes to knowledge capital and the application of service quality measurement. The findings indicate that larger foreign-owned organisations have adopted more innovative approaches than smaller Australian-owned hotels and resorts, while skill shortages and generational attitude changes have driven more inventive retention strategies in both groups. It was also found that in spite of the adoption of more enlightened human resource strategies, staff turnover, particularly casual staff turnover, remains problematic and could negatively impact upon customer satisfaction.
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Cairncross, Grant, and Stephen Kelly. "Human resource development and ‘casualisation’ in hotels and resorts in Eastern Australia: Getting the best to the customer?" Journal of Management & Organization 14, no. 4 (September 2008): 367–85. http://dx.doi.org/10.5172/jmo.837.14.4.367.
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AbstractThis paper provides an analysis of human resource development and knowledge capital management relations practices used by hotels and resorts in 2007. The study examined the employment instruments used, methods of employee recruitment, selection, staff turnover trends, remuneration policies, attitudes to knowledge capital and the application of service quality measurement. The findings indicate that larger foreign-owned organisations have adopted more innovative approaches than smaller Australian-owned hotels and resorts, while skill shortages and generational attitude changes have driven more inventive retention strategies in both groups. It was also found that in spite of the adoption of more enlightened human resource strategies, staff turnover, particularly casual staff turnover, remains problematic and could negatively impact upon customer satisfaction.
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Chau, Josephine, Lina Engelen, Tracy Kolbe-Alexander, Sarah Young, Heidi Olsen, Nicholas Gilson, Nicola Burton, Adrian Bauman, and Wendy Brown. "“In Initiative Overload”: Australian Perspectives on Promoting Physical Activity in the Workplace from Diverse Industries." International Journal of Environmental Research and Public Health 16, no. 3 (February 12, 2019): 516. http://dx.doi.org/10.3390/ijerph16030516.
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Introduction: With two thirds of adults in paid employment and one third physically inactive, workplaces are an important setting for promoting more physical activity. We explored the attitudes and practices of employees and managers from different industries towards sitting and moving at work, to inform the development of acceptable solutions for encouraging businesses to adopt activity-promoting workplaces. Method: We conducted focus groups with employees and structured interviews with upper/middle managers from 12 organisations in a range of industries (e.g., education, healthcare, manufacturing, construction, insurance, mining). Topics focused on past and current workplace health and wellness initiatives, workplace culture and environment related to physical activity, responsibility for employee physical activity patterns at work, and enablers of/barriers to activity promoting workplaces. Results: Physical activity was not an explicit priority in existing occupational health and wellness initiatives. Instead, there was a strong focus on education about preventing and managing injuries, such as manual handling among non-office workers and desk-based ergonomics for office workers. Physical activity was viewed as a strategy for maintaining work ability and preventing injury, particularly in blue-collar staff, rather than for chronic disease prevention. Managers noted structural/organisational barriers/enablers to promoting physical activity at work (e.g., regulations, costs, competing concerns), while employees tended to focus on individual constraints such as time and geographic location. The issues of "initiative overload" and making physical activity a part of “business as usual” emerged as strong themes from employees and managers. Conclusions: While there is stakeholder enthusiasm for creating activity-promoting workplaces, multi-level support is needed to make physical activity an integral part of day-to-day business. The synergism between occupational health and safety priorities could be leveraged to facilitate the creation of activity-promoting workplaces.
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Rodwell, John, and Andre Gulyas. "Psychological contract breach among allied health professionals." Journal of Health Organization and Management 29, no. 3 (May 18, 2015): 393–412. http://dx.doi.org/10.1108/jhom-05-2013-0107.
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Purpose – Allied health professionals are vital for effective healthcare yet there are continuing shortages of these employees. Building on work with other healthcare professionals, the purpose of this paper is to investigate the influence of psychological contract (PC) breach and types of organisational justice on variables important to retention among allied health professionals: mental health and organisational commitment. The potential effects of justice on the negative outcomes of breach were examined. Design/methodology/approach – Multiple regressions analysed data from 113 allied health professionals working in a medium-large Australian healthcare organisation. Findings – The main negative impacts on respondents’ mental health and commitment were from high PC breach, low procedural and distributive justice and less respectful treatment from organisational representatives. The interaction between procedural justice and breach illustrates that breach may be forgivable if processes are fair. Surprisingly, a betrayal or “aggravated breach effect” may occur after a breach when interpersonal justice is high. Further, negative affectivity was negatively related to respondents’ mental health (affective outcomes) but not commitment (work-related attitude). Practical implications – Healthcare organisations should ensure the fairness of decisions and avoid breaking promises within their control. If promises cannot reasonably be kept, transparency of processes behind the breach may allow allied health professionals to understand that the organisation did not purposefully fail to fulfil expectations. Originality/value – This study offers insights into how breach and four types of justice interact to influence employee mental health and work attitudes among allied health professionals.
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Buttery, Maria, Lester W. Johnson, and Gordon E. Campbell. "How Does Organisational Culture Affect Employees’ Perception of the Brand in Service Industries?" Businesses 3, no. 1 (January 13, 2023): 52–66. http://dx.doi.org/10.3390/businesses3010004.
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Purpose: This paper seeks to consider the influence of organisational culture and its relationship to employees’ perception of the brand of the organisation they work for. It also aims to clarify where the responsibility lies for setting the organisational culture and whether that role is a board-driven function, falls within the influence of the CEO, or both. Design/methodology/approach: The research approach uses phenomenology, which focuses on participants’ lived experiences. Phenomenology is a segment of interpretivism that explores participants’ recollections and interpretations of events. From this, the researcher can gain insights into phenomena that can be grouped into themes for further analysis. A total of nine in-depth interviews were conducted with CEOs and senior management personnel from a range of service industries operating in Australia. Results: All participants considered organisational culture to be vital in guiding employee behaviour and highlighted the need for boards and CEOs to be cognisant of the necessity to communicate organisational values and culture to staff in a consistent manner. The implications of these results reveal that employees’ opinions of organisational culture can negatively or positively affect their attitude and engagement with the brand of the company within which they are employed.
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Grando, Danilla, Catherine Pocknee, Bronwyn Clarke, and Margaret Jollands. "What do Life Science employers look for in graduates?" Microbiology Australia 37, no. 2 (2016): 60. http://dx.doi.org/10.1071/ma16021.
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As part of an Australian Government Office for Learning and Teaching (OLT) grant to develop graduate employability through partnerships with industry and professional associations1, RMIT University invited industry representatives from Life Science (microbiology focused) professions to a focus group to discuss their views on desirable graduate traits and attitudes. Subsequently current Life Science students at RMIT were also invited to focus groups. Using an expanded framework for graduate employability2, their responses were coded and analysed and compared with responses from similar focus groups from other RMIT programs.
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Bertone, Santina, and Gerard Griffin. "Immigrant Female Workers and Australian Trade Unions." Articles 50, no. 1 (April 12, 2005): 117–46. http://dx.doi.org/10.7202/050994ar.
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One of the main goals of employment equity programmes is to increase the occupational mobility of women so that they may enter non traditional jobs. Although on-the-job training has always been considered a major tool for increasing occupational mobility, it has received very little consideration in employment equity programmes. This article identifies the major aspects of women's participation in on-the-job training programmes and proposes ways to bridge the gap between these programmes and employment equity. The first section of the article examines the current situation of women in the labour market. According to the most recent statistics, occupational segregation as well as the wage gap between males and females are still quite significant. Studies of employment equity programmes show that progress has, in general, been slow. Among the reasons given for these results are a lack of integration of employment equity programmes and employers' human resource management strategies, particularly as regards on-the-job training. In the second section we examine data depicting different aspects of women workers' participation in on-the-job training. The data originate from a wide variety of sources and show that women are disadvantaged relative to men along several dimensions, including: participation rates; duration and intensity of training; and financing. Explanations for these discrepancies are discussed in the following two sections which deal respectively with access to and outcomes of on-the-job training for women workers. An initial factor that may explain the lower participation rate of women is the fact that employers tend to offer on-the-job training to workers in qualified jobs. In this context, women's jobs are usually considered as less qualified and studies show that there is an under-investment in human capital in jobs such as clerical work where women are concentrated. Another factor that comes into play is the relation between on-the-job training and an employee's real or anticipated stability in the enterprise. Although women's periods of absence from the labour market for family reasons are much shorter now than before, they are still perceived as less attached to their jobs. It has been shown, for instance, that women with young children are less likely to be offered training by their employers. Another characteristic of women's jobs that negatively affects their participation in training is the fact that they are over-represented in areas of marginal employment such as part-time work. Employers tend to offer less training to these employees because they are considered less motivated and less productive. Finally, the positive relation that has been shown to exist between size of firm and the incidence of training may equally have an adverse impact since women are over-represented in small and mediumsized firms. Even if employers modify their practices in order to give women access to training for non-traditional jobs, some barriers can still limit positive outcomes. These barriers may exist during or after training. For instance, for reasons arising from education or the traditional nature of their job experience, women are less familiar with basic technical skills. Studies have shown that the chances of women remaining in and successfully completing these programmes are improved if, prior to training, they receive some technical or scientific instruction in areas such as refresher mathematics or technical vocabulary. Positive attitudes and awareness on the part of trainers are also important factors in avoiding discouragement and withdrawal from the programme by women workers. Finally, once training is over, occupational mobility may not necessarily follow for various reasons such as bias of supervisors against women entrants in non traditional jobs or a lack of seniority. The analysis presented in this article proposes a comprehensive framework for studying women's participation in on-the-job training programmes. One of the main features of the analysis is to demonstrate the interactions between a large number of variables. The next step is to improve our knowledge of this situation through use of a more comprehensive statistical data base, and through case studies. Given the fact that hiring has considerably slowed down for cyclical as well as structural reasons, promotions into non-traditional jobs will probably become the main avenue for employment equity, hence the importance of on-the-job training for women workers.
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Zheng, Connie S., and Soheila Mirshekary. "The power of Australian small accounting firms’ unethical exposure." Social Responsibility Journal 11, no. 3 (August 3, 2015): 467–81. http://dx.doi.org/10.1108/srj-02-2014-0018.
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Purpose – The purpose of this paper is to investigate small business owner/manager’s exposure to unethical behavior, and to examine the influence of unethical exposure on organizational intention to implement ethical policies and practices. Design/methodology/approach – Using a sample of 209 Australian small accounting firms with a path analysis, this paper adopts a modified ethical decision-making model to test the relationship between exposure and personal attitudes toward unethical behavior, and the relationship between exposure and intentions to implement ethical policies and practices at firm level. Findings – The results show that increased exposure to unethical behavior triggered stronger personal attitudes with small accounting firm owners/managers tending toward accepting unethical behavior. In contrast, at the firm level, more exposure to unethical behavior creates cautious overtones and motivates owners/managers to take action and implement more ethical policies, with the underlying aim of addressing serious ethical issues. Research limitations/implications – The study tests the ethical decision-making model but focuses only on three constructs (i.e. exposure, attitude and response). The aim is to examine whether extensive exposure to unethical behavior would change personal attitudes toward accepting such behavior, and whether unethical exposure would trigger firm owner/managers to take action and address the ethical dilemma by establishing some ethical guidelines. Other important variables (such as subjective norm, personal locus of control) embedded in the ethical decision-making model should be included in future research. Practical implications – The study draws attention to ethical dilemmas encountered by many small accounting professionals and their organizations. It addresses the importance of upholding the ethical standard and avoiding the extensive exposure to unethical behavior. It also emphasizes the needs for small businesses to establish some ethical policies and practices. Originality/value – The paper is purposely set out to reduce the gap in studying how small accounting firms make decisions in implementing their ethical policies and practices to address the rampant ethical dilemma faced by their employees as a result of many corporate scandals and financial crises of the past decade. The results are particularly valuable for small accounting firm owners/managers. The findings also have educational and policy implications.
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Mamman, A. "Australian managerial attitudes towards employee relations: A comparison with the British National Survey." Asia Pacific Journal of Human Resources 43, no. 3 (December 1, 2005): 381–403. http://dx.doi.org/10.1177/1038411105052711.
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Pyman, Amanda, Peter Holland, Julian Teicher, and Brian K. Cooper. "Industrial Relations Climate, Employee Voice and Managerial Attitudes to Unions: An Australian Study." British Journal of Industrial Relations 48, no. 2 (February 23, 2010): 460–80. http://dx.doi.org/10.1111/j.1467-8543.2009.00772.x.
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Kalokerinos, E. K., C. von Hippel, and J. D. Henry. "Job Attitudes Are Differentially Associated With Bridge Employment and Phased Retirement Among Older Australian Employees." Work, Aging and Retirement 1, no. 2 (February 22, 2015): 190–201. http://dx.doi.org/10.1093/workar/wau014.
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Guthrie, Robert, and Rebecca Taseff. "Dismissal and Discrimination: Illegal Workers in England and Australia." International Journal of Comparative Labour Law and Industrial Relations 24, Issue 1 (March 1, 2008): 31–60. http://dx.doi.org/10.54648/ijcl2008003.
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Abstract: This paper deals with various topical issues in relation to illegal workers. The legal rights of illegal workers have become an international concern. In this paper two common law countries are examined. The engagement of illegal workers raises a number of delicate employment law and policy issues. This article compares the attitude of the courts in England and Australia in relation to the question of the rights of workers who work contrary to immigration laws (illegal workers). In England, the courts have tended to adopt a traditional approach of not enforcing contracts which are tainted by illegality in relation to cases involving payment of wages and termination of employment. This has often meant that workers employed illegally have no rights to enforce agreements with employers who are a party to the illegal agreement. However, in relation to discrimination cases the English courts have used a number of devices to sidestep this harsh approach, and recently a number of workers who have been engaged illegally have been successful in establishing that their employer has discriminated unlawfully against them. Within the last decade in Australia the picture is even less clear with a mixture of outcomes in relation to cases by workers claiming wages when they have been working illegally. No discrimination cases have emerged in Australia, although this paper speculates that the Australian courts may be receptive to adopting the English approach.
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George, Ajesh, Margaret H. Vickers, Lesley Wilkes, and Belinda Barton. "Working and caring for a child with chronic illness: Barriers in achieving work-family balance." Journal of Management & Organization 14, no. 1 (March 2008): 59–72. http://dx.doi.org/10.1017/s1833367200003473.
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AbstractThis paper shares some findings from the initial, qualitative stage of a larger, national study currently being undertaken in Australia, exploring the experiences of parents who are working full-time and caring for a child with chronic illness. The findings highlight the limited support that most parents receive in their workplace, especially from employers. In-depth interviews revealed the negative and unsupportive attitude that employers had towards these parents. The provision of flexible work arrangements and leave entitlements, which were critical supports for these parents, were rarely offered by employers. Respondents reported high levels of frustration and difficulty balancing their dual roles.
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George, Ajesh, Margaret H. Vickers, Lesley Wilkes, and Belinda Barton. "Working and caring for a child with chronic illness: Barriers in achieving work-family balance." Journal of Management & Organization 14, no. 1 (March 2008): 59–72. http://dx.doi.org/10.5172/jmo.2008.14.1.59.
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AbstractThis paper shares some findings from the initial, qualitative stage of a larger, national study currently being undertaken in Australia, exploring the experiences of parents who are working full-time and caring for a child with chronic illness. The findings highlight the limited support that most parents receive in their workplace, especially from employers. In-depth interviews revealed the negative and unsupportive attitude that employers had towards these parents. The provision of flexible work arrangements and leave entitlements, which were critical supports for these parents, were rarely offered by employers. Respondents reported high levels of frustration and difficulty balancing their dual roles.
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Cook, Peter. "The Labor Government's Industrial Relations Policy: Flexibility with Equity." Economic and Labour Relations Review 3, no. 1 (June 1992): 112–25. http://dx.doi.org/10.1177/103530469200300108.
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The fundamental objective of the Government's industrial relations policy is to encourage and assist Australian companies and their employees to adopt work and management practices that will strengthen their capacity to compete successfully both in domestic and international markets. To this end we support co-operative and equitable workplace bargaining, with wage increases being linked to the reform of work practices and attitudes. Our support for decentralised bargaining is aimed at improving productivity by fostering a new workplace culture of striving for continuous improvement. We emphatically reject the view that such an outcome will be achieved by wholesale deregulation and reliance on unfettered market forces. The Government is committed, for both equity and efficiency reasons, to maintaining the Accord approach to wages policy. We are also committed to an independent Australian Industrial Relations Commission playing the vital role of protecting lower paid employees through the safety net of minimum award wages and conditions.
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Alexander, Michael, Roy Green, and Andrew Wilson. "Delegate Structures and Strategic Unionism: Analysis of Factors in Union Resilience." Journal of Industrial Relations 40, no. 4 (December 1998): 663–89. http://dx.doi.org/10.1177/002218569804000409.
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This article examines the pattern of union membership decline in Australia using the 1995 Australian Workplace Industrial Relations Survey data set (AWIRS 95), including the panel of surviving workplaces drawn from the 1990 survey. It confirms recent studies that suggest that the decline is more or less comprehensive, but points to some diversity in the longitudinal findings. In particular, the article tracks the growth of delegate structures in the previous five years in unionised workplaces, employee attitudes to unions, and the much slower rate of derline associated with 'active unionism', While it has been argued, not least by Joe Isaac (1958), that workplace organisation tended to 'atrophy' under compulsory arbitration, there is no automatic process by which it will correspondingly flourish under more decentralised bargaining arrangements. The AWIRS 95 findings suggest that the future of unions will be determined by a range of factors, which include their ability to build and co-ordinate delegate networks and hence the role of the state in providing legislative support for workplace organisation and fair wages. We argue that this, not a return to centralised wage restraint, sbould be the focus of strategic unionism.