Lg Nelson

A case for more integrative multi‐disciplinary marketing education

Marketing education that develops in students an understanding of core theory and practical principles, but does not encourage students to see connections between the courses that they study, may not sufficiently meet current organisational needs. The present organisational trend in Australia and New Zealand towards agility and flexibility, demands not only that employees be equipped with necessary technical knowledge, but that they must be able to integrate and use that knowledge in a creative and synergistic manner. A possible solution put forward in this paper lies in a more integrated course curriculum and means of assessment, with an emphasis on attitude change and integrative ability rather than a revolutionary alteration of the knowledge base.

A case study in organisational change: implications for theory

Organisational change is typically conceptualised as moving from the status quo to a new, desired, configuration to better match the environment. Change could, therefore, be seen as a departure from the norm, or alternatively as normal and simply a natural response to environmental and internal conditions. Static models of organisations are being displaced by dynamic models, which reflect the discontinuous nature of organisational change. Developments in theory suggest limitations to contingency approaches, which carry the assumptions of static models of change. Analysis of this case at PowerCo in Australia reveals a number of issues related to changes aimed at achieving a more commercial, profit‐oriented, focus. Points out that the contextualist approach is holistic, in which these aspects interact with each other as change unfolds temporally. A contextualist framework permits models of change to be visualised as dynamic rather than static, having a temporal setting which has multiple causes acting as loops rather than simple lines. This enables change to be understood as a discontinuous phenomenon having the benefits, without the limitations, of rational contingency models.

Electricity industry reform: a case analysis in Australia

Deregulation in the electricity supply industry (ESI) is taking place globally and this paper analyses a case of reform in Australia. The focus is on change management rather than the technical aspects of power generation, transmission and retail supply. Change theory has moved on from static models to dynamic models of strategic choice and it is against this background that the case is viewed. A contextualist approach is employed in which the substance, context and politics of change are used to analyse unfolding events. Management implications of the case are discussed.

Alienation: An old concept with contemporary relevance for human resource management

Purpose – This study aims to re-examine the concept of alienation, particularly from the perspective of existential psychology. While research interest continues to centre on links between human resource management (HRM) and organizational performance, such as in studies by Beer et al. (1984), Huselid (1995), Becker and Gerhart (1996) and Guest (2011), there is a growing interest in individual attributes such as employee well-being in addition to organizational performance, as mentioned in studies by Macky and Boxall (2007), Wood and de Menezes (2011) and Guest and Conway (2011). In this paper, we focus on issues related to the individual, and in doing so we suggest that HRM theory needs further development, as pointed out by Guest (2011). Design/methodology/approach – This is a paper in the tradition of critical theory that draws on both classical and modern research in the business and psychology literature. It outlines the development of the concept of alienation from its classic articulation by Marx through to the perspective offered by existential psychologists such as Blauner (1964). How alienation, thus, defined might manifest in the workplace is then discussed, as are its links to other concepts associated in the literature with positive and negative work experiences is presented. Findings – We argue that alienation needs to be addressed at two levels, namely, at the systemic level, in terms of factors external to the individual such as work and organizational systems and processes, and in terms of factors internal to the individual’s “state of mind”. We offer strategies for management to consider counterbalancing the negative effects of residual feelings of powerlessness, meaninglessness, isolation and self-estrangement that systemic change is unable to eliminate. Originality/value – The paper refocuses attention on the individual within the context of HRM, the effects of alienation and other outcomes of positive and negative work experiences such as work engagement and job burnout.

The Process of Enterprise Bargaining in a Manufacturing Organisation

Among the reforms to Australian industrial relations since the 1980s has been a shift in emphasis away from the traditional centralised system to enterprise-based bargaining. The rhetoric of a decentralised approach to bargaining has focused on negotiated agreements, which result in ‘win-win’ outcomes for the parties involved. However, there is some debate about whether such outcomes are mutually advantageous. In a case study within the manufacturing industry, bargaining processes and outcomes were examined. The bargaining process appeared to follow four distinct stages in which management adopted a flexible approach, enabling the company to adjust strategies as the bargaining proceeded. On examination of the outcomes, a number of problems and issues were revealed in addition to the benefits perceived by management. A major issue related to the fact that management orchestrated the bargaining process so that genuine negotiations could not be said to have occurred. Rather, the process could be best described as pseudo bargaining.

Managing Managers in Occupational Health and Safety

The cost of workplace accidents is only partly covered by insurance. The real cost is at least six times the annual workers compensation bill, which gives a more realistic idea of the size of the problem facing Australian business. Occupational health and safety professionals can achieve only limited results without the full support of top management. It is argued that if man agers had a greater awareness of the legal consequences and cost penalties of work hazards which result in accidents, occupational health and safety pro fessionals would find their work easier. A strategy is given for changing management attitudes.

Change in the Australian Electricity Industry: A Case Analysis

In this article a contextualist framework is used for theoretical analysis, in which context, content and process are linked over time. Within this framework we begin with the contextual factors which appear to be significant in restructuring the electricity industry, then outline the pathway taken by reform in the United States of America, United Kingdom and Australia, before describing the principal changes to one organisation and the management issues which have arisen as a result of these changes.

Managers and Enterprise Bargaining: Some Preliminary Findings

Encouraged by a series of tribunal decisions in an economic climate demanding greater productivity, enterprise bargaining in Australia has gained momentum since the mid-1980s. Bargaining is now permitted at the decentralized level of organizations which has assisted in workplace reform and flexibility. This study explores its impact on the practice of managing human resources and industrial relations. The experiences of employers and key practitioners engaged in enterprise bargaining processes are reported, focusing on the quality of management and changes in management performance stemming from entetprise bargaining.

Australian Trade Unions' Responses to Human Resource Management Initiatives in a Globalized Era

Within the development of a human resource (HR) philosophy, the HR function has been elevated to take an active role in business strategic planning processes. It should be co-ordinated and integrated to support the notion of human resources as a source of competitive advantage, and these changes should be accompanied by greater involvement in HR matters by all managers and employees as part of their everyday work. This research focuses on the role of trade unions and their strategies in maintaining a pro-active position within workplaces that embrace a HR framework. If the goal of a unified workforce, committed to common goals, is to be realized it is critical that industrial relations reflect this philosophy. Employee commitment becomes a pivotal precondition for success. This view raises questions about whether dual commitment to both the organization and union is possible, or indeed whether such an approach precludes the need for unions. Greenfield sites, relatively free from past negative stereotypes, have been identified for the research because they offer an untarnished opportunity for the practice of effective HR principles and the observation of union responses.