The current remuneration strategy of WRC consist a list of monetary rewards such as superannuation, salary packaging, insurance, and health cover as well as non-monetary rewards such as career advancement and development, and holidays. This reward system directly creates initiative and motivation among employees, which will increase employee productivity in the club as a result (Cipolla & Trafford, 1995, p.10). However, there are some imperfections in the system mainly due to its inflexibility as it is completely based on enterprise agreements. Therefore, the remuneration system is unable to reflect the professional and personal lifestyle of the employees. A systematic remuneration system is important for employers and employees because an unorganised reward system will de-motive, create conflicts and may have negative impact upon workplace climate and attitudes toward WRC (Pritchett, 1983, p12).
The use of fixed over award wages or individual or collective performance based pay is recommended as WRC is having an over-riding corporate objective to build a performance oriented culture (Horstman, 1999, p.331). In order for this objective to be achieved, it is crucial that rewards system emphasise on the employees’ performance.
In maintaining the success of this HR strategy, it is important to build a systematic method to evaluate employees’ performance, for example, specific goal attainment. By undertaking rewards and compensations to reflect its corporate culture, WRC is able to create a firm base for successful human resource management which allows potential future development and growth.
1.3 Staff Development & Training
Investment in employee development and training is a source of sustainable competitive advantage. It advances WRC objectives, which is achieved through 12 months study programs for selected staff to get recognised qualifications by educational institutions. The 5000-hour training program in 2004 is also implemented to improve individual employees’ skills to lead the organisation to success. “In the 21st century, the education skills of the workforce will end up being the dominant competitive weapon” (Thurow, 1992 cited in Olian, Durham, Kristof, Brown, Pierce & Kunder, 1998, p.21). Thus, training and development is essential for creating readiness and flexibility for a changing organisational environment.
By accumulating trainee baseline data before training and development programs are introduced, the WRC department will be able to identify the means to help human resource decision makers develop appropriate and effective programs that focus on specific areas necessary for the organisational success. WRC can collect baseline data through employee self-assessment surveys (interviews or questionnaires), feedback from co-workers and job simulations (Hazucha & Holt, 1991, p.71).
Organisations focusing on training and development based on established baselines and measured progress offer a matching profile of skills and talents with the organisation’s strategic business objectives. The implementation of this HR strategy will help WRC to fill future supervisory and management vacancies utilising internal candidates of the highest quality. Thus, the WRC ability to select and retain the best employees by offering them the chance to expand beyond their current job tasks will reflect the success of the HRM team in developing and managing the training and development programs (Zahn, 2001, p.36).
1.4 WRC’S Industrial Relations Strategy
WRC has an over-riding corporate objective to create a performance oriented culture with a positive work place environment, in which high standards of service and capacity can be built to respond to change and marketing opportunities. A corporative industrial relations (IR) climate has been strongly and consistently associated with improved employee relations outcomes and better economic performance (Gordon & Ladd, 1990, p.62). The work place climate has been positive in nature for WRC despite having three trade unions on site. However the question arises whether the industrial relations climate would continue to remain so, especially given the militant reputation of two trade unions.
The introduction of certified agreements by The Workplace Relations Act 1996 gives WRC opportunity to take a more unitaristic approach towards its industrial relations (IR). Although this is the case, due to the long-term existence of unions in the workplace a sudden de-unionisation approach can destabilise the IR climate. Recent research shows that workplace innovations are more successful, and the benefits are more enduring if unions are actively involved in their design and implementation (Eaton & Voos, 1992, pp.180-193). Organisations can secure performance improvements through co-operation with unions on aspects such as more training, employee involvement techniques, and maintaining terms and conditions rather than necessarily enacting a fundamental change in the role of unions (Bacon & Blyton, 1999, p.650). This implies that union commitment is not an expression of negative attitudes towards the organisation (Snape et al, 2000, p.214). Established positive attitudes about union-management relationship in employees will ultimately result in dual loyalty and commitment (Snape et al, 2000, p.206).
Implementation of employee involvement techniques, increased training and greater responsibilities for quality among workers, distributive justice, promotional opportunities, job security and job satisfaction would help WRC create a more cooperative industrial relations climate where union-management relationship can remain positive (Bacon and Blyton, 1999, p.639).
The success of the IR strategy largely depends on the employee base it self, therefore strong workplace consultation systems should be maintained within WRC while sustaining union involvement in co-operative workplaces (Geary, 1995, p.376).
Conclusion
In conclusion, the HR practices can be improved by implementation of the above-mentioned HR strategies, which include job analysis, maintenance of employee databases, and proper job description for systematic recruitment and selection. Secondly, fixed over award wages, individual or collective performance based pay, and performance evaluation criteria are recommended as a rewards and compensation strategy. Thirdly, study and training programs as well as accumulation of trainee baseline should be adopted as a training and development strategy. Finally, management can established and maintain a positive IR climate by trade unions participation in workplace activities via employee involvement techniques, distributive justice, promotional opportunities, job security and job satisfaction.
References
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