BSB50615: Diploma of Human Resources Management- Manage Employee Relations- Human Resource Assignment Help

Internal Code: 1HDII

Human Resource Assignment Help:

Task: Read the Case Study, Appendix A: Industrial Relations at the Malaga Division in then complete the tasks below. Given the information presented, your tasks are to identify the specific problems that exist, the causes of the problems identified (and that need to be addressed) and the specific actions that now must be taken by John and Powerlite to solve them. Part A – Negotiation John Grissom, the Human Resources Manager, has asked you, as the Employee Relations Manager, to negotiate an appropriate strategy for dealing with the problem at Malaga with the CEO. To complete this task, you must:

• develop a documented negotiation strategy
• complete a negotiation meeting with the CEO.

The documented negotiation strategy must be clearly presented and include:

• intended outcomes
• strategies for the negotiation

Your meeting may be conducted as a face-to-face or virtual meeting. You may choose to record the meeting using video, audio or online recording devices. You must submit either a video or audio recording of your meeting. The meeting you conduct should be approximately 10 minutes long. During your conservation, you must:

• discuss ways to eliminate the sources of conflict or grievance in the situation
• advocate for your position
• discuss other policies or plans that the company could employ to resolve the situation.

If properly briefed, you may use a family member, friend or colleague to participate and play the role of CEO. To brief the person, provide a copy of the Case Study in Appendix A. The person playing this role must consent to being recorded by signing the declaration form found at Appendix 2 of the ‘Digital Recording Handbook’. You must submit the signed form as part of your evidence. To record and upload your video, lease see the audio visual recording instructions in the support section of OpenSpace. Checklist for students During your video, you must:

• use effective negotiation techniques and strategies
• use communication strategies and techniques that are appropriate for the audience
• use questioning and listening techniques for understanding
• identify and use at least three strategies for negotiating
• identify and explain appropriate industrial relations (IR) policies and procedures in accordance with current Australian IR legislation
• demonstrate how these policies and procedures link to the strategic and operational plans of the organisation
• identify appropriate communication methods that support the objectives of the organisation and the industrial climate of the organisation
• explain how these communication methods are a benefit to the stability of the organisation
• identify appropriate implementation processes that support the objectives of the organisation and the industrial climate of the organisation
• explain how these implementation processes are a benefit to the stability of the organisation
• identify at least three sources of conflict and/or dispute from the scenario
• identify at least three strategies for managing conflict
• identify suitable and practicable options to alleviate or eliminate sources
• identify remedial action that suits the nature of Powerlite’s ER strategy.

Part B – Questions

1. What documentation would you need to review to clarify issues in this dispute?
2. Seeking expert or specialist advice.
   • What other specialist or experts would you recommend to help address issues raised and why?
   • Provide two examples of specialists and experts including their names, contact details and advice on how to handle the situations addressed.
3. How should the outcomes of the dispute be documented?

Case Study: Industrial Relations at the Malaga Division The Malaga Division of the Powerlite Manufacturing Company came into existence in six years ago when Powerlite completed building a new manufacturing facility at Banksia Grove, Victoria. Banksia Grove is a small town in a rural resort area approximately 225 kms from Burswood, Victoria, the head office of Powerlite Manufacturing. The workforce has grown and has approximately 900 employees today. They were recruited from Banksia Grove and several surrounding towns and regional cities. Almost all new employees were lacking in relevant industrial experience. However, employment standards were high, and all staff employed appeared to have considerable potential. With only five exceptions, Recently, all production supervisors in the lower three levels of management had been promoted from within. Malaga Division had the usual general teething problems of new manufacturing facilities plus the technological problems associated with a production process that was completely new to industry. About three years ago, the facility which had been unionised to some extent became heavily unionised by the Amalgamated Workers of Australia after a long and costly strike. Good employee-management relations never returned. There were numerous changes in both top management and union leadership. However, hostile relations between Powerlite management and the union were very much entrenched. The union frequently demanded instant affirmative answers to all problems and issues it raised with Powerlite. Strikes were frequent as was the practice of a significant number of employees calling in sick on the morning of the same day, making the maintenance of productive capacity on these days impossible. Significant losses were incurred by Powerliteas a consequence of such practices. Lower levels of management suffered repeated abuses and threats from a limited number of employees. Sleeping, swinging the lead, playing cards, and even sabotage of production were not unusual. Senior management had, at times, failed to back lower levels of management when attempts were made to discipline offenders. By the end of last year, the Malaga Division had forced the Powerlite Manufacturing Company to the verge of bankruptcy. Early in 2006, the company was able to borrow $3 million on the physical facilities at Malaga, and local top management was again changed. Earlier this year, Powerlite was getting on top of the technical problems. However, the human problems remained unchanged. A few weeks ago, the CEO of the company wrote the letter shown in Exhibit 1 to all Malaga employees with the hope that it might help to correct the situation. John Grissom, Human Resources Manager at Malaga, does not believe that Mr. Passmore’s letter will do much good. To him this is just another threat that will not be backed up. He believes there are only about 11 employees, all union officers or shop stewards, who are the ring leaders relative to the industrial relations problem. John wants to start collecting concrete evidence that will enable the company to proceed with disciplinary action as permitted in the industrial awards covering Powerlite employees. Since all 11 employees have been given written warnings, he wants to suspend all 11 employees as soon as the company is sure they can defend their position. This was tried once before but when the union closed down the plant with a strike, the company let the employees return to work with back pay. John is certain the union will do the same again and when they do the company should take action and dismiss the 11 ringleaders as the first step required to re-build management-employee relations.