Report on Industrial Dispute and Moderated Discussion of IR Theory

Running head: MBA HRM ASSIGNMENT
MBA HRM assignment
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1MBA HRM ASSIGNMENT
Table of Contents
Part A Report on an industrial dispute.............................................................................................1
1. Introduction...........................................................................................................................1
2. Positions of different parties involved..................................................................................2
3. Theories based on the roles of these parties.............................................................................4
4. Processes related to the conflicts.............................................................................................4
5. Adjustments to be made by managers and the union to prevent the dispute...........................7
6. Recommendations....................................................................................................................8
7. Conclusion...............................................................................................................................9
Part B Moderated discussion of IR theory.....................................................................................10
1. Specific Slice about the Idea perspective (First slice)...........................................................10
2. Counter Argument..................................................................................................................11
3. IR theories..............................................................................................................................11
4. Experiences............................................................................................................................12
References......................................................................................................................................13

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Part A Report on an industrial dispute
1. Introduction
The Rail Tram and Bus Union workers were involved in the strike because the wages
provided to them were quite low, which was the major cause of the dispute. Based on their
statements, industrial actions were needed to be undertaken when the NSW and Sydney trains
management did not negotiate a proper enterprise agreement with the workers. RTBU wanted a
hike of 6 percent in their annual pay, though the Government ignored the case situation and only
managed to increase it by 2.5 percent. The topic will illustrate how the conflict will be resolved
and the approaches followed based on the international relations theories (Armstrong & Taylor,
2014).
2. Positions of different parties involved
The major parties involved with the NSW train disputes are the managers, management
staffs, public station and the RTBU. The strike was caused due to the issues associated with the
paying of wages, working conditions and other things that are responsible for creating lack of
interest among the parties. The Sydney train failed to resolve the pay related disputes, due to
which, the NSW workers started to strike (Alfes et al., 2013).
2.1 Unions
Based on the case study, it could be seen that there were conflicts and war of words between
the Union Secretary of NSW and the Transport Minister as well, who were reluctant and even
were not influenced with the actions that were needed to be taken regarding the hike in wages
annually that the Union workers wanted. The Strike started from 12.01 am in the 29th of

3MBA HRM ASSIGNMENT
January, 2018. The RTBU Union possess roles and responsibilities of managing the authorship
and enforcement of various rules and regulations that can assist in managing good employment
relationships, furthermore engage the staffs working in NSW rail by uniting them to demand for
hike in wages (Brewster, Chung& Sparrow, 2016). The collective voice of the Union members
and useful for sharing or exchange of information between the employers and employees
regarding the employment conditions, furthermore ensure that the issues are resolved as quickly
as possible. The roles of Unions also include the involvement of third parties who can manage
the trsut, loyalty and commitment of employees to foster unity, togetherness and ensure working
as an unit to resolve the issues.
2.2 Management
The management department is responsible for managing the human resources and ensures
utilizing proper leadership skills and behaviors required to define the vision, mission and
organizational goals and objectives easily. This will assist in monitoring the performances and
even take care of their needs and preferences, so that they can perform to their potential and
commit themselves fully to the accomplishment of business goals and objectives with ease and
efficiency (Marchington et al., 2016). The management of leadership skills is necessary and
because of the involvement of a manger or leader, the human resources are managed properly.
Thus, the management position is quite noteworthy considering the fact that the staffs are
managed wisely along with the creation of a high performing workforce to foster productivity,
higher level of engagement between the employees and employer as well (Purce, 2014).
2.3 Government