Running head: MANAGEMENT AND WORK ORGANIZATION 1

Management and Work Organization Name: University: Course title: Instructor Date:

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For a long time, unions have been part and parcel of many workers all over the world. However, unions have experienced fluctuations, especially in Australia where unions were dominant over the last few years. The unionization rate drop from 50 percent to 23 percent is a clear indication that decline in union membership is common in developed countries but more rapid in Australia than in any other country (Adrew, 2005). There are various reasons attributed to union collapse in Australia. The key factor that led to decline in union membership is the changes in the Australian governments. The conventional ruling regime introduced policies that banned unionization in Australia. In 1980s, it was essential for employees to be union members; later, many workers opt out. It became harder to recruit more members during Howard regime that abolished compulsory unionism in Australia, (Peetz et al, 2005). The next factor that led to collapse of unions is the rising competition. Peetz et al (2005) observed that the market and labor sector had become more competitive than the previous years. Some companies dominated others, and due to rising competition, many companies opted to pay higher salaries to their workers. Thus, unions were losing their meaning, as the workers needs were addressed satisfactorily. There are various reasons that explain why HRM strategic aspect is difficult to reconcile with employee well-being responsibilities. According to Kenoy (1990) most human resource management is after securing their economic interest; this underrate the worth and significance of the employee. The interest of human resource management is to promote the shareholders interest and increase the competitiveness in the market. Thus, the wellbeing of employees do not obtain genuine attention, as the HR considers remuneration by enriching the stakeholders. In addition, Truss et al (2005) argue that HR strategic aspect is irreconcilable because interference

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with the organizations performance. This is because the HRM safeguards their interest, in view of avoiding controversies that can result when their real intentions are known to the employees. Organizational romance has different effects on the performance of both women and men in an organization. The constructivism approach implies that women are more disadvantaged compared to men who are less disadvantaged in relation to organizational romance (Riach and Wilson, 2007). They recognized that romance can happen anywhere between interested partners working in the same office. In addition, these consequences can influence the performance of the company negatively. For example, when a woman becomes pregnant, she spends much time outside the office taking care of the child. Meanwhile, the mans working timetable is not much altered as he might continue with his normal routine. Many scholars have defined aesthetic labor differently, depending on their school of thought. Aesthetic labor entails all the embodied characteristics that human resource management should consider when recruiting workers into a company. These personified features can be appearance, weight, weight and class. In firms, rigorous training is crucial as it converts skills and knowledge into a unique operational approach (Warhurst and Nickson, 2007). Aesthetic labor is relevant to the growth of employment in a company as it address ethical issues especially when selecting new employees in a company. There are various issues that should be considered when recruiting new workers. Some of these pose legal, ethical and professional consequence during selection exercise. There exist ethical situations during the hiring process that demand scrutiny; for example, the dilemma that involves hiring a less attractive person with professional competences and leaving the attractive one with no competences. Aesthetic worker can be determined through his or her character, personality, talent and perhaps beauty. Organizational background determines the ethical perspective of a

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company; therefore, through aesthetic labor, organizations define how to hire workers in an ethical manner (Warhurst and Nickson, 2007). Managing Diversity Introduction In human resource management, Managing diversity is a fundamental approach that acknowledges and respects the contribution of all the company workers to the companys business (Shen J, et al, 2009). The managing diversity approach does not serve few people in the company, but to promote the welfares of the entire company. It takes into consideration all the contributions of the employees, and addresses all dynamic transformations that may be caused by globalization and other processes that affect the business. Discussion In recent years, managing diversity (MD) approach has been adopted by many Australian organizations and companies. The main reason for adopting this technique in companies is to realize the potential that a diverse workplace can produce. In addition, it ensures customer service improvement and reduces the cost of running business (Kramar, 1998). In the past, traditional approaches to affirmative action had been unsuccessful in promoting equitable labor. Kramar (1998) argues that managing diversity brings equity in workforce, also results in socially responsible diversity management. Moreover, managing diversity helps promote affirmative action that ensures that women get the chances to exploit their potential in organizations. In addition, MD approaches in Australia encompasses various activities that involve promotion of cultural diversity. Moreover, MD promotes women inclusion in business circles and promote cultural acceptance in organizations (Strachan et. al, 2009). In a nut shell, MD

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helps in addressing creativity issues in business, keeping competent employees and solving problems in the business. Thus, diversity management provides a way to handle workforce which emphasizes individual contributions and the organization performance and reduces discrimination (Kramar 1998). Conclusion It is worth to note that, in an organization, the MD does not entirely curb discrimination. Further to this, diversity management approach can conceal other disparities under the cultural diversity. This is due to focus on cultural diversity which can lead to reduction in assessment of companys practices. Lack of public assessment in a company can be dangerous as the actual situation in the business cannot be determined (Bacchi, 2000). Noon (2007) acknowledges that diversity can have negative effects on equality and equity. He believes that the approach has some potential fatal flaws on ethnic minorities, and goes against the diversity of languages.

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References Andrew L., (2005). The Decline of an Institution Australian Financial Review, p.21. Bacchi C., (2000). The Seesaw Effect: down goes affirmative action, up comes workplace diversity, Journal of Interdisciplinary Gender Studies, vol. 5. Brown M., Metz 1. Christina C., and C.T. Kulik, C.T. (2009). Irreconcilable differences? Strategic human resource management and employee well-being, Asia Pacific Journal of Human Resources, vol. 47. Kramar R., (1998). Managing Diversity: Beyond affirmative action in Australia, Women in Management Review, vol. 13. Keenoy T. (1990). HRM as Hologram: a Polemic, Journal of Management Studies, vol. 36. Riach K. and Wilson F., (2007). Do not Screw the Crew: Exploring the Rules of Engagement in Organizational Romance, British Journal of Management, vol. 18. Strachan G., Burgess J. and French E., (2009). Managing diversity in Australia, McGraw-Hill: North Ryde. Shen, J. Chanda, A., Netto B.D., and Monga, M. (2009). Managing diversity through human resource management: an international perspective and conceptual framework, International Journal of Human Resource Management, vol. 20. Warhurst C.and Nickson D. (2007). Employee Experience of Aesthetic Labour in Retail and Hospitalit, Work, Employment and Society, vol. 21 Peetz, et. al (2005). Organizers, Roles Transformed? Australian Union Organizers and Changing Union Strategy, Journal of Industrial Relations, vol. 49. Truss C. et al (2005). A chameleon function? HRM in the 1990s, Human Resource Management Journal, vol. 7.