Managing Employee Relations Assignment

Running head: MANAGE EMPLOYEE RELATION
MANAGE EMPLOYEE RELATION
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1MANAGE EMPLOYEE RELATION
Introduction
The past three decades have undergone radical shifts and transformations in the
understanding of factors influencing employment discrimination in organizations. It has become
increasingly ambiguous to the domain of decision makers that employee discrimination at
workplace is a critical as well as exclusive concern that requires detailed concentration. The
notions behind discrimination with an employee context can be defined as the treating an
individual or a group in recruiting, appointing or any other terms and conditions of employment
due to the individual’s ethnicity, sex, religion, national origin, disability. However, these
categories are further referred to as safeguarded classifications because they are singled out for
safeguard by Equal Employment Opportunity (EEO) laws (Dipboye and Colella 2013).
Discrimination can develop in several forms and can further influence any employee in an
organization. However, some forms of inequity or discrimination reveal evident indications of
inappropriate behaviour whereas the other signs of discrimination are considered to be more
delicate. The Equal Employment Opportunity commission further signifies that it is against the
laws to pose discrimination or biasness towards an employee on the basis of racism, religious, or
ethnicity factors. Furthermore, sexual harassment is also considered to be prohibited under
similar pretences as anti-discrimination laws. However, the need for effective workplace
regulations and policies have been receiving significant rate of recognition in today’s shifting
workplaces. These are been primarily motivated by transformations to legislation, regulation and
codes of practice (Landsbergis, Grzywacz and LaMontagne 2014). For instance, the recent shifts
towards industrial relations legislation as well as the advancement towards the nationalized
system have lead to the emergence of workplace related issues of biasness, inequity,
discrimination, employee privileges and unreasonable dismissals that must be enveloped by

2MANAGE EMPLOYEE RELATION
efficient policies and regulations. However, The Fair Work Act 2009 further issues associated
with the various forms of leave entitlements (Ozeren 2014). It is immensely significant to have
senior management support, specifically pertaining to the areas where guidelines relate to
employee behaviour and actions. The report aims to evaluate the Policy Development and
Implementation Strategy related to workplace inequity and discrimination for the successful
management of the industrial relations.
Discussion
Overview of the Australian Industrial Relations Structure
The Australian national workplace relations system has been recognized by the Fair
Work Act 2009, along with other significant legislatures and further envelops the majority of the
private sector employee as well as employers in Australia (Linstead, Maréchal and Griffin 2014).
As mentioned in the Fair Work Act 2009, the fundamental factors related to workplace relations
framework are
 A protection and well-being network of minimum terms and conditions of
employment (Australia 2013)
 An effective system of enterprise-level combined negotiation which has been
supported and encouraged by bargaining obligations and rules which governs
industrial actions.
 Terms and regulations for individual flexibility processing as an approach to
permit an employee as well as the employer to perform flexible work arrangements
that would effectively accomplish the demands (Krings et al. 2014).

3MANAGE EMPLOYEE RELATION
Australia organizations relation laws are further ratified by Commonwealth Parliament
whereby the realistic purpose of the Fair Work Act in organizations has been administered by the
Fair Work Commission as well as Registered Organizations Commission (Australia 2013). It has
further been stated that the Fair Work Commission performs as an autonomous nationalized
workplace associations committee and further possess the authority to execute array of
operations in regards to workplace affairs like the protection network of lowest conditions,
organizational negotiations, developed or industrialized actions, decree of disagreements along
with issues related to termination of employment (Boone et al. 2013). Furthermore, the
Commission further performs a range of activities associated to unions and workers
organizations such as the registration, incorporation, procedures and purposes for Workplace
Health and Safety (WHS) as well as entry authorizations.
The Registered Organizations Commission administers and informs registered
enterprises regarding their stated accountabilities namely record keeping, investments and
determination. It is important to note that the Fair Work Amendment (Safeguarding Vulnerable
Workers) Act 2017 which initiated in 2017 further amends the Fair Work Act in order to
incorporate vital deterrence for unauthorized and manipulative practices (Okechukwu et al.
2014). However, the recent legislatures reinforce fortifications in the Fair Work Act by further
serving intended for an increased level of punishments for severe breach of approved workplace
laws.
Policy Development and Implementation Strategy
Discrimination and Harassment in Transport and Logistics Industry