Personnel Management and Industrial Relations

From Industrial Relations to Human Resource Management: The Changing Role of the Personnel Function

2 Abstract The evidence from 25 years of the Workplace Employment Relations Surveys shows that a growing number of workplaces have a personnel specialist in place and that an increasing proportion of these specialists have relevant qualifications. Personnel management is becoming more embedded and more professionalised. It is reasonable to assume that personnel specialists are hired to apply co...

Human Resource Management, Industrial Relations and Achieving Management Objectives

[Previous] [Next] The objectives of managements, the ways in which enterprises are managed to achieve these objectives and the human resource management (hereinafter referred to as "HRM") and industrial relations (hereinafter referred to as "IR") initiatives in this regard, are affected by pressures, many of which are exerted by globalization. Changes in IR practices (rather than in institution...

Human Resource Management and the Individualisation of Australian Industrial Relations

By tradition, Australian industrial relations has been regulated by industrial awards and collective agreements made by, or under the auspices of, industrial tribunals. The central parties to these agreements and awards were employers and trade unions. The individual employment contract between employer and employee was subject to these collective arrangements which, generally speaking, set the...

Industrial relations and workplace adaptation

For persons with reduced work capacity, including disabled and elderly people, employment opportunities are influenced by access to work accommodation. This project aims to improve social partners’ expertise through industrial relations in the field of workplace accommodation, and as a result promote the inclusion of disabled and older people in the workplace. The purpose of this retrospective ...

Industrial Relations Centre