HRM and IR Presentation: Analyzing Employment Relations at Last Resort

This presentation provides an overview of Industrial Relations (IR) and Human Resource Management (HRM) principles, focusing on a case study of the Last Resort, a tourism and hospitality resort. It examines the employment relationship approach, specifically the challenges faced by the resort manager, including high unemployment rates in the region, the use of 457 visas, and poor reviews. The presentation outlines the implementation of a new employment approach, emphasizing local hiring and the division of workers based on skills. It also discusses the impact of these changes on worker agreements and the use of mediation as a dispute resolution method. The presentation concludes by summarizing the challenges and changes in employment approaches, referencing key academic sources.

CONCEPTS, PRINCIPLES AND
THEORIES OF HRM/IR

INTRODUCTION
Concepts, principles and theories of Industrial relationship and human resource
management plays crucial role in establishing stable working environment for
employees in organisation.
The Presentation will evaluate employment relationship approach followed by
The Last resort which is a 4-5 star integrated tourism and hospitality resort
situated in regional Tasmania.
The presentation will analyse the impact of employment relationship approach
on development of workers agreement.

INDUSTRIAL RELATIONS
 Industrial relationship is employment relationship which is denoted by
management by promoting the participation of employees in decision
making, dispute resolution, collective bargaining etc.
 The Last resort has effective relationship with its employees as the firm has
corporate cultural environment with stable management of team work
according to workload.
 The resort manager is facing various challenges with regard to HRM
because, in Tasmania unemployment in tourism professional chefs etc. has
reached beyond national average due to which management employed
interstate people on 457 visa.

HR CHALLENGES
 The increasing complaints that the resort has poor corporate citizen as it is
not employing and training local citizen instead it has recruitment
employees on 457 visa.
 The resort has been receiving poor reviews about the foods and services
continuously.
 Decreasing turnover and the communication has been declined in resort.

EMPLOYMENT RELATIONSHIP
APPROACH
 The new General manager of the Last Resort is focusing in implementing
premier Employer of Choice which aims at employment of local people and
payment to employees according to current market rates.
 The general manager will implement The British approach which is
Pluralistic in nature.
 In accordance to approach the manager will divide workers into powerful
groups according to their skills and capabilities.
 The manager will implement this approach to establishing coordination d
control on the activities of staff members.

IMPACT OF IR APPROACH ON
DEVELOPMENT OF WORKERS
AGREEMENT
 The new employment approach will influence the working efficiency of
workers as previous every employee used to work as a team to attain one
common goal but not the team will be divided according to skills and
capabilities of employee.
 The change is approach and agreement may to conflict among management
and employees.
 In order to make employees agree to approach and agreement the manager
will make use of Alternative dispute resolution method which is mediation.

MEDIATION
 This process will be used by manager to ensure the interest of employee
with organisation and its policies and practices.
 In this the manager will assist in resolving issues of employee by involving
third party which assist the firm in negotiating with employees on common
interest.
 The general manager of Last resort will ensure that third person who is
involved in negotiating is of trade union which works for the rights of
employees.

CONCLUSION
 The presentation summarized Industrial relationship and challenges faced by
general manager of last resort in managing change.
 It outlined the change in employment approach and impact of changes on
worker's agreement.

REFERENCES
 Bush, R.A.B., 2002. Substituting mediation for arbitration: The growing
market for evaluative mediation, and what it means for the ADR field. Pepp.
Disp. Resol. LJ. 3. p.111.
 Fives, A., Canavan, J. and Dolan, P., 2017. Evaluation study design–A
pluralist approach to evidence. European Early Childhood Education
Research Journal. 25(1). pp.153-170.
 Rousseau, D.M. and Shperling, Z., 2013. Pieces of the action: Ownership
and the changing employment relationship. Academy of Management
Review. 28(4). pp.553-570.

THANK YOU