c) Involuntary redundancy or retrenchment
This occurs when employees are made redundant due to restructuring or downsizing and may be the result of the completion of a project, after which the employee is no longer required. Involuntary redundancies at Therapedic may occur if human resource managers outsource the manufacture of beds to overseas contractors or if Therapedic’s production process becomes more automated with the introduction of new technology and a shift towards capital-intensive production. Redundancies also occur due to an economic downturn, when the demand for Therapedic’s beds declines and consequently Therapedic is unable to continue paying staff. Therapedic’s human resource managers should consult with staff prior to termination …show more content…
These disputes have caused productivity to fall as they have led to high levels of staff absenteeism, high staff turnover and increasing legal claims. Strategies to resolve disputes include:
a) Resolution
The key stakeholders in resolving disputes include employees, human resource managers, the federal government, trade unions, employer associations, courts and industrial tribunals. Before either party takes industrial action there needs to be an attempt to bargain in good faith. This may involve employees negotiating with employers on an individual basis or collectively using representatives from trade unions to convey dissatisfaction with working conditions. These negotiations aim to achieve a mutually beneficial agreement, and may require the referencing of legislative framework for the resolution of conflicts.
b) Negotiation
This refers to the process of reaching an agreement through discussion and is often the first procedure used as it can result in a compromise consisting of a formal or informal agreement. If necessary a union representative can be involved in the process of …show more content…
Through the use of performance pay human resource managers at Therapedic increase individual accountability and promote employee development. This may include the use of incentive plans for performance above standards or criteria, bonuses, piece rates or commissions. Human resource managers must also consider job related aspects when determining rewards. This includes factors such as role and level of responsibility, scope of supervision, base pay, interpersonal skills, knowledge and experience. Individual considerations include specific job conditions such as requirements to move overseas and the employee’s bargaining power. Therapedic’s human resource managers must offer equitable and open reward and benefits subject to clear criteria. Any form of favoritism or bias must be eliminated.
Effectiveness of human resource management
Therapedic’s human resource managers are responsible for analyzing indicators of effectiveness to identify trends within the business, including strengths and weaknesses, and must then implement strategies to improve problem areas. Indicators can be benchmarked and used as a basis for improvement. Effectiveness indicators are gathered in human resource audits, which are diagnostic tools used to identify weaknesses and develop solutions in an attempt to rectify problems.
Key effectiveness indicators
This occurs when employees are made redundant due to restructuring or downsizing and may be the result of the completion of a project, after which the employee is no longer required. Involuntary redundancies at Therapedic may occur if human resource managers outsource the manufacture of beds to overseas contractors or if Therapedic’s production process becomes more automated with the introduction of new technology and a shift towards capital-intensive production. Redundancies also occur due to an economic downturn, when the demand for Therapedic’s beds declines and consequently Therapedic is unable to continue paying staff. Therapedic’s human resource managers should consult with staff prior to termination …show more content…
These disputes have caused productivity to fall as they have led to high levels of staff absenteeism, high staff turnover and increasing legal claims. Strategies to resolve disputes include:
a) Resolution
The key stakeholders in resolving disputes include employees, human resource managers, the federal government, trade unions, employer associations, courts and industrial tribunals. Before either party takes industrial action there needs to be an attempt to bargain in good faith. This may involve employees negotiating with employers on an individual basis or collectively using representatives from trade unions to convey dissatisfaction with working conditions. These negotiations aim to achieve a mutually beneficial agreement, and may require the referencing of legislative framework for the resolution of conflicts.
b) Negotiation
This refers to the process of reaching an agreement through discussion and is often the first procedure used as it can result in a compromise consisting of a formal or informal agreement. If necessary a union representative can be involved in the process of …show more content…
Through the use of performance pay human resource managers at Therapedic increase individual accountability and promote employee development. This may include the use of incentive plans for performance above standards or criteria, bonuses, piece rates or commissions. Human resource managers must also consider job related aspects when determining rewards. This includes factors such as role and level of responsibility, scope of supervision, base pay, interpersonal skills, knowledge and experience. Individual considerations include specific job conditions such as requirements to move overseas and the employee’s bargaining power. Therapedic’s human resource managers must offer equitable and open reward and benefits subject to clear criteria. Any form of favoritism or bias must be eliminated.
Effectiveness of human resource management
Therapedic’s human resource managers are responsible for analyzing indicators of effectiveness to identify trends within the business, including strengths and weaknesses, and must then implement strategies to improve problem areas. Indicators can be benchmarked and used as a basis for improvement. Effectiveness indicators are gathered in human resource audits, which are diagnostic tools used to identify weaknesses and develop solutions in an attempt to rectify problems.
Key effectiveness indicators