Advanced application of IR Theory on industrial dispute

Running head: HUMAN RESOURCE MANAGEMENT
Advanced application of IR Theory on industrial dispute
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HUMAN RESOURCE MANAGEMENT
Table of contents
Part A: Report on industrial dispute...........................................................................................2
Introduction............................................................................................................................2
The positions held by different parties...................................................................................2
Theories associated with the roles of parties..........................................................................4
Processes related to the conflicts............................................................................................5
Recommendations..................................................................................................................7
Conclusion............................................................................................................................10
Part B........................................................................................................................................11
1. Which Slice ? (Idea) perspective and why?.....................................................................11
2. Counter Argument............................................................................................................12
3. IR theories........................................................................................................................12
3.1 Conflict theory...........................................................................................................13
4. Experiences..........................................................................................................................13
References................................................................................................................................15

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HUMAN RESOURCE MANAGEMENT
Part A: Report on industrial dispute
Introduction
The report is prepared to discuss about the human resource management considering
the case of the industrial dispute occurred at New South Wales, Australia. The industrial
dispute is related to the strike conducted by the employees with support provided by the Rail
Tram and Bus Union. The strike has been mainly caused due to the lower wages provided to
the employees and inflexible working conditions, which is the main concern, due to which,
the workers are involved in managing the strike (Armstrong & Taylor, 2014). It was also
found that the Sydney train management and higher authorities of the organization failed to
make any proper negotiations regarding the agreement with the employees. The workers
demanded an increase in annual pay of 6 percent, which the Government and higher
authorities of the organization did not consider rather only a 2.5 percent hike was placed. The
report is presented to discuss how the conflicts will be resolved, furthermore proper
utilization of international relations theories will be done for overcoming the industrial
dispute.
The positions held by different parties
The persons who are mostly responsible during the industrial dispute are the
management employees, public station, RTBU workers, managers and the employees of the
organization. There were major issues regarding the lower wages and inflexible working
conditions, which were found to be associated with the use of strike by the workers (Bratton
& Gold, 2017). The wages and compensation structure were not effective and also the
working conditions were not good enough, which further created complexities and enabled
the NSW staffs to start the strike.
Management

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HUMAN RESOURCE MANAGEMENT
The management departments consists of employees who have the authority and
power to manage the human resources properly and at the same time, apply their skills and
knowledge to make the employees understand about the mission statement, vision and goals
to be achieved by the organization, i.e., to serve the clients first and foremost. The
management consisting of the leaders and the human resources’ manager has the right to
monitor the employees’ performances and consider their needs and requirements to be
fulfilled for making them keep motivated and encouraged to perform efficiently (Bos‐Nehles,
Van Riemsdijk & Kees Looise, 2013). The management is also responsible for maintaining a
strong workforce that consists of motivated employees, thereby aiming to enhance the
productivity and create higher engagement of employees altogether for achieving the shared
vision and mission appropriately.
Union
There were conflicts, as found from the case study, regarding the lack of wages and
inappropriate working conditions, which made the employees, start the strike with proper
support by the Union and other regulatory bodies. There were words exchanged between the
Transport Minister and NSW’s Union Secretary, which showed that they both did not pay
any heed to what should be done for overcoming the issue. According to Alfes et al., (2013),
issues were mainly related to the increase in wages that should be done every year, according
to the employees and thus the Union workers started the strike from 12.01 am during the date
of 29th January in 2018. There are various roles and responsibilities managed by the Union
workers to enforce certain laws, rules and regulations for managing the employment
practices. This is mainly done for engaging the workers altogether, allow them to
communication and even unite them by raising a collective voice and stand against the issues
faced due to poor wages and compensation structure along with lack of flexibility in working
conditions in NSW rail. This would also assist in proper sharing and exchange of