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mr Crisis and Experimentation, 1970s to 1990s Economic Context and Personnel Management  wage indexation /tariff (Whitlam ALP Fed. Gov.)  govt. spending/real wages (Fraser Lib/Nat Gov.)  structural changes (shift to services) Economic Context and Personnel Management  continued economic uncertainty  unemployment (Wright fig.111) Economic Context and Personnel Management  changes in organisational culture  decentralisation (BHP, Pacific Dunlop)  wide range of industries (AWIRS)  retrenchment (See Wright Table III.1)  increase in part- time and casual labour Economic Context and Personnel Management  growth of personnel managers (IPMA membership)  increased educational levels of personnel managers  shift to more strategic role Economic Context and Personnel Management ( c) Employee Participation and Organisational Development (1) work organisation, job redesign  joint consultative committees  organisational development movement  human relations/human resource theory (Mayo, Herzberg)  British tradition (Tavistock Institute)  Fred Emery/Dexter Dunphy/Hollis Peter Economic Context and Personnel Management ( c ) Employee Participation and Organisational Development cont:  role of the state in employee participation/OD  Commonwealth Department of Labour and Immigration worker representation on public sector boards  worker representation on public sector boards SA Dunstan Labor Govt. (see Bowes, 1975)  Unit for Quality of Work Life  Unit for Industrial Democracy Economic Context and Personnel Management ( c ) Employee Participation and Organisational Development cont:  ‘blue collar blues’  joint consultative committees  migrant advisory officers/ethnic welfare committees  attitude surveys/survey feedback programs T-Groups (Colonial Mutual Life Assurance)  limited impact (line management, trade unions) Bibliography: Week1-1 WHY HAS THE STUDY OF EMPLOYERS BEEN NEGLECTED?  PREOCCUPATION WITH THE STUDY OF WORKERS AND TRADE UNIONS  THEORETICAL FRAMEWORKS WHICH EMPHASISE RULE MAKING AND JOB REGULATION  MANAGEMENT UNWILLINGNESS TO PERMIT RESEARCH AND ACCESS INTO POLICIES AND RECORDS  RESEARCHER PREFERENCE FOR TRADE UNION RESEARCH. Week 1-2 THE MANAGEMENT LABOUR QUESTION WRIGHT (1995:3) ARGUES THERE ARE TWO SIGNIFICANT ISSUES FOR AUSTRALIAN AND OVERSEAS MANAGERS:  LABOUR COST  LABOUR APPLICATION  THE MANAGERIAL PROBLEMS OF LABOUR APPLICATION AND LABOUR COSTS ARE INTERRELATED. Week 1-3 HOW DOES HISTORY HELP US UNDERSTAND MANAGEMENT’S APPROACH TO THESE PROBLEMS?  IT ALLOWS THEORY GENERATION AND TESTING  HISORY ALSO PROVIDES RESEARCHERS WITH A LONG-TERM PERSPECTIVE, ALLOWING THEM TO AVOID THE PITFALLS OF THE SNAP SHOT  HISTORY FOCUSSES ON PROCESS AND ALLOWS RESEARCHERS TO DEVELOP DYNAMIC RATHER THAN STATIC THEORETICAL FRAMEWORKS. Jacoby (1990:319-20) SYNCHRONIC VS DIACHRONIC (Commons, Webbs)  HISTORY CAN BE HELPFUL IN UNDERSTANDING THE PRESENT AND THEREBY CONTRIBUTE TO CONTEMPORARY DEBATES ON PUBLIC POLICY AND MANAGEMENT PRACTICE. - THE DERUGULATION OF THE AUSTRALIAN ARBITRATION SYSTEM (Macintyre and Mitchell) - PUBLIC POLICY AND ORGANISATIONAL AMNESIA - INDUSTRIAL DEMOCRACY DEBATE (Wright, 1995)  HISTORICAL RESEARCH IS LESS CONSTRAINED BY PRIVACY AND COMMERCIAL CONSIDERATIONS - Lithgow Small Arms Factory (Patmore 1994a:48)

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