Industrial Relations Commission - Assignment Example

Industrial Relations- IR Strategic Report Customer’s Name Grade Course Tutor’s Name (September 23, 2012) Introduction Strategic planning enables an organization to make informative decisions or choices by taking a long term view of its intended achievements. A strategic plan is established on a detailed analysis of the organization’s current structure, governance and resources. Through this analysis, an organization is able to determine the aspects that must change in order to realize its objectives (“Organizational Development: Strategic Planning” 2012). On the other hand, operational planning involves short-term methods of attaining an organisation’s goals (“The difference between operational plan and strategic plan” 2012). The below table shows the difference between strategic and operational planning: Strategic Planning Operational Planning Covers long-term plans (5-10 years) Covers short-term plans (1 year or less) Emphasizes on future achievements Emphasizes on annual achievements Combines various functions and components at the same time Focuses on one level or section of the organisation An overview of the organisation’s strategic and operational plans, in relation to the industrial relations strategies/ policies Wine Grape Growers Australia (WGGA) strategic plan for the year 2013 to 2017 involves the following aspects: Mission statement: to be an effective sponsor of the national level for the welfare of Australia’s wine grape growers. Therefore, the organisation’s mission is to establish a profitable national wine grape industry that is respectable due to its accountable, quality and innovative production. This is in relation to the industrial relation’s policy to implement employee welfare needs. This is as outlined in Chapter 2, Part 5 of Australia’s Industrial Relations Advisory Committee Report dated 2011 to 2012 (“Wine Grape Growers Australia” 2012). The key functions of the organisation are: to represent the interests of the Australian wine grape growers and to provide benefits such as profitability and sustainability to them. Additionally, WGGA provides effective advocacy on behalf of the wine grape growers. This is in terms of providing market access, biosecurity, environmental and national standards jurisdictions. Another function is to conduct research, development, education and programs. These increase product knowledge, innovation and profitability to the wine grape growers. WGGA also provides corporate governance by planning and applying annual funds effectively. The status of the wine grape growers is also uplifted when WGGA builds industrial relations with the wine sector. Member information service is facilitated by publishing information relating to wine grape production and marketing. WGGA also provides an effective two way communication with the wine grape growers. Finally WGGA represents the winegrowers through adequate membership and funding and employment of consultants and other professionals necessary undertake the association’s objectives (“Wine Grape Growers Australia” 2012). These functions are related to the functions of Australian Industrial Advisory. The organisation’s committee establishes and maintains a positive relationship between the winegrowers and the state government (“Industrial Relations Advisory Committee: Annual Report” 2012). The committee also formulates and implements policies that affect the employee relations and employment within the state. It protects the wine growers from exploitative taxation, market restrictions, market access restriction and threats regarding vine disease. It also provides adequate funding to the wine sector. The committee responds to environmental, technological and regulatory changes that affect wine growing, manufacturing and packaging. It aims at meeting the modern values that surround environmental and social responsibility and to highlight the achievements of the wine sector to the media, the public and the politicians (“Winemakers’ Federation of Australia” 2012). The following are the strategic objectives for WGGA: to provide policy and advocacy in matters relating to national importance to the wine grape growers; to address major national matters that affect the economic, environmental and social wellbeing of wine grape growers; to build relationships and advocacy for the needs of wine grape growers and provide outcomes that can address these needs; to provide the stakeholders with effective two way communication about industrial matters and WGGA activities; to establish the capacity to represent national wine grape growers on the national and international front; to maintain operative corporate governance in WGGA (“Australian Wine Industry: Task Force Review of National Organisational Structures” 2012). In order to achieve the strategic objectives, WGGA’s has established the following operational plans for the year 2012 to 2013: To confirm and convene three meetings with the Australian Grape and Wine Policy Forum (WFA); to initiate and document a set of policies regarding the interest of wine grape growers; to represent the wine grape growers in major events such as ABARES Outlook among other conferences and to make use of cost-of-production modelling in order to promote advocacy Outline the industrial relations performance and the industrial relations strategies that are in place The net cash increase from operating expenses is approximately $(3,684) m and $(3,854) m in 2012 and 2013 respectively. There is no net cash flow from investing and financing activities. Therefore, the net cash decrease is approximately $3,684m and $3,854m between 2012 and 2013. The Australian Industrial Commission/ Registry has no capital budget nor asset movement schedule. The main functions of Australian Industrial Relations Commission are to reduce the burden on business regulations, to provide safe and enforceable employment terms and conditions and to promote flexible work practices. The commission also completes issues regarding the workplace relations (“Australian Industrial Relations Commission/Registry” 2012). The Industrial Relations Advisory Committee has the following strategies in place: to improve the state wage, to regulate child employment, to review public holidays, to pay for parental leave and to pay equity. These are in addition to establishment of safe work reporting and auditing. Analyse the impact on employees of future direction for the organisational plan and identify any disputes and conflict that may arise from the Improved employee knowledge on their rights and roles: therefore, the employees are expected to know their responsibilities as well as the organization’s roles. This will lead to more strikes when employees feel that the outlined rights are not being respected. Additionally, the employee social and financial welfare will improve. This is because the WGGA has set up plans to represent the employees on the national and the international front. This will lead to conflicts arising from theft and discrimination because some employees will become more financially stable than others. WGGA also aims at protecting the employees from excessive taxation and market restrictions. This will lead to improved sales and incomes. However, this will cause demonstrations in case the government decides to review taxation upwards or to create trade barriers. The organisation’s aim to create a two way communication will enlighten the wine growers as well as improve production. This will however cause conflict between the winegrowers that will receive more production information than others. Analyse whether the industrial relations align with the organisation’s business strategy and operational plan Some of the industrial relations align with the organisation’s business strategy and operational plan. For example, the establishment of effective two way communication is one of the agendas of the industrial relations. Additionally, the industrial relations’ aim to enforce employment terms and conditions is in line with WGGA’s strategy to protect the welfare of the wine growers. However, industrial relations’ policies on child employment may not be in line with WGGA’s strategy to improve the economic status of the wine growers. This is because in order to improve the economic status, the wine growers will have to opt for cheap labour (“National Compliance Strategy For Wine Producers” 2012). Identify any gaps in the current industrial relations strategies/policies and operational plan and the costs, benefits and risks associated with these gaps Some of the gaps in the industrial relations strategies/ policies and operational plan are inefficient control of child labour and exploitative wages. In order to improve their financial standing, wine growers employ children or adults at minimal wages. However, the laws on child labour are always under review which means that there has not been a fixed policy on this issue. The children bear the highest cost while the wine growers achieve the benefits of increased revenues. This is risky because it causes negative effects on the educational performance and health of the young generation in the country. Revise current industrial relations strategies or develop additional strategies to address the gaps that you have identified In order to address the gap on child labour, the government of Australia should come up with a common law that can apply to all sectors. This will reduce manipulation by the various bodies that represent various industries or sectors. Violation of this common law should also receive a common heavy penalty upon the defaulters. Outline any recent or current industrial relations issues or actions The first recent industrial issue or action in Australia is employee disciplining. Employees that have violated organizational rules should be disciplined by offering counselling, suspension, warnings or fines. However, the appropriate action should tie with the circumstances. Discipline should only be applied after investigations, evidence collection and involvement of witnesses (“Disciplining employees: Industrial relations issues and options” 2012). The second industrial issue is discrimination. The Australian industrial law as well as the Workplace Relations Act have incorporated anti-discrimination concepts and provisions. For example, Ms Dianne Johnston had to be compensated by her employer, Kew Aged Care Pty Ltd after she was dismissed without pay for failing to report to work. Her failure to report to work because she was taking care of her daughter was found to be legitimate and unavoidable. Discrimination on the basis of sex, gender, marital status or pregnancy is also covered under the above mentioned laws (Halliday 2012). Recommend industrial relations strategies and objectives that link to the organisation’s strategic and operational plan It is recommended that Australia’s wine industry should improve employee relations with the employers by establishing regular meeting with them. This way the laws on minimum wage and discrimination can be established under the agreement of both parties. As a result, WGGA will be able to meet its profit objectives while at the same improve the welfare of its employees. On conclusion, it is worth noting Wine Grape Growers Australia (WGGA) has established achievable short-term and long-term goals. References Australian Industrial Relations Commission/ Registry, viewed 23 September 2012, . Australian Wine Industry: Task Force Review of National Organisational Structures, viewed 23 September 2012, . Disciplining employees: Industrial relations issues and options, viewed 23 September 2012, . Halliday, S 1999, Australian Human Rights Commission: Discrimination Law and the Industrial Relations Agenda, viewed 23 September 2012, . Industrial Relations Advisory Committee: Annual Report, viewed 23 September 2012, . National Compliance Strategy For Wine Producers, viewed 23 September 2012, . Organizational Development: Strategic Planning, viewed 23 September 2012, . The difference between operational plan and strategic plan, viewed 23 September 2012, . Wine Grape Growers Australia, viewed 23 September 2012, . Winemakers’ Federation of Australia, viewed 23 September 2012, . Read More