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●
● ● ●

11. 676 Flight Centre Limited ● ●
●
●
●
● ●
680 Strategic leadership and innovation at Apple, Inc. ’ ●
●
● ●
686 ‘Where’s Irene and just exactly is she up to?’ The
acquisition of Cadbury PLC by Kraft Foods , 2010 ●
●
●
695 Gazprom and NIS : the oil and gas industry in Serbia ●
●
●
●
700 International HIV/AIDS Alliance (B) : a strategy for 2020
● ●
●
● ●
●
●
707 The Mexican narco-trafficking problem ●
●
● ●
715 Dancing with the mouse: a strategic metamorphosis at
Ocean Park , Hong Kong ●

12. ●
● ●
721 GMB : strategic leadership in a trade union ●
●
● ●
●
●
727 Academies and Free Schools ●
●
●
●
●
731 Paul Polman and the revitalisation of Unilever ● ●
●
●
738 LEAX : managing growth in a volatile world ● ●
●
● ●
742 Changing tracks at Babcock Rail ● ●
●
●
749 In the boardroom at HomeCo ● ● ●
●
● ●
755 QR National – Aurizon ● ●
●
●

13. Key: ●● = major focus, ● = important subsidiary focus
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EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 12/10/2018 12:36 AM via AMERICAN PUBLIC UNIV
SYSTEM

16. AN: 1418653 ; Johnson, Gerry.; Exploring Strategy Text &
Cases
Account: s7348467
Binke wang
12094057
Binke wang
12094057
Assessment 2:
Academic Essay
HRMT11011: Human Resource Management
Name:
Student Number:
Campus:
Lecturer:
Word Count:
Changing Face of Work in Australia
This essay will argue that the laws of Australia governing
workplace have a strong influence on how work will be
conducted in the future. This essay will review the history of
employment law in line with the challenges of work in the
future in Australia. In the current social service worker,

17. workforce diversity is a critical matter that cannot be avoided.
The diverse population of Australia emerged as early as in the
17th C when the Anglo-European and other migrants stepped in
Australia (Future Social Service Institute, 2018). At first, there
came Aboriginals with 200 different languages and dialects,
then the Anglo-Celtic, people from Europe, China, USA,
Canada, New Zealand, and South Pacific especially during the
Gold Rush era. According to Future Social Service Institute
(2018), there are female versus male, disabled versus normal
workforce, religious differences and many more diversities that
deserve address.
In the Australian model of managing diversity, Syed (n.d.)
opines that the socio-cultural and economic growth of Australia
is greatly influenced by cultural diversity because of the
country has a high proportion of the oversea-born population
(p.1). Among the Australian population are people from Canada
(18.4%), US (11.4%), and New Zealand (18.7 %) (Syed, n.d.).
Thus, out of the entire Australian population, 23% are overseas
born. Besides, both the small business operation and workforce,
Australia has a visible diversity with 15% from non-English
speaking states. In terms of business operation, 29 percent of
businesses in Australia belong to born overseas a population
and approximately 21 % of small businesses belong to the non-
English speaking individuals (Assaf, n.d.). On the other hand,
almost 70 percent of the Australian people are employed in the
SME’s. Therefore, it is essential that even human resource
department in Australia learns how to manage workplace
diversity.
In the other aspect of diversity, the AMSA Diversity plan of
2014-2017 has been focusing on offering complementary
support in the industrial and strategic employment policies for
the intergenerational workforce, woman, gay, lesbian, bisexual
and intersex, linguistically and cultural diverse groups, as well
as the aboriginals and Torres Strait Islander People (Australian
Government, 2014). Therefore, since 2014, there has been
acquisition of accurate data on the diverse groups in each

18. category, reflection on outcomes of EEO policy, review and
awareness process as well as enhancement of recruitment
process, diversity surveys on initiatives, establishment of
‘unconscious bias’ and redeeming such ideology (Australian
Government, 2014). Thus, all underrepresented population is
focused on for equal opportunities, support statements
generated to encourage seeking for jobs, mentoring programs
introduces, new facilities for child care provided, accessibility
for the disabled offered and facilities together with reasonable
adjustments (Stone, 2016). Apparently, this trend communicates
clearly to companies in Australia that workplace diversity is
essential and it has to be observed at all costs.
With diverse migration, there were conflicts and efforts of
assimilation followed by integration that resulted in
multiculturalism that workers well after the Diversity Works
Policy which was initiated by the Government of Australia in
2005. Currently, there are companies where the human
resource, deny, dismiss, some are aware but do not act, and
have a strategic approach towards workforce diversity
management. According to Syed (n.d.), certain companies
consider that highlighting diversity could result in unnecessary
ethnic divisions in the place of work. As a result, many human
resource management units prefer recognizing individual
differences instead of group differences. In certain
organizations, it is argued that diverse treatment of people
could work against the corporate philosophies of unitary and
equality objectives. In areas where the focus has been placed on
women, other minority groups such as indigenous Australians
and the non-English speaking population have persistently been
disadvantaged in employment opportunities and placement in
low-profile jobs.
It is suggested that productive diversity is of economic value to
Australia where the consideration seeks in capitalizing cultural
and linguistic skills, awareness of the overseas marketplace and
experience in business processes for people born and educated
overseas and eliminate barriers to effective management of

19. workplace cultural diversity (Stone, 2016). In such a policy,
there is emphasis on responsibilities for all in supporting the
society of Australia in free and equitable diversity and
flourishing nation, respect for everyone and acknowledgment of
rights, culture, and beliefs subject to law, fairness to everyone
with affirmation of equal treatment and life free from
discrimination and finally benefits for all in all fonts of life
(Syed, n.d.). Most of the cases of conflicts in diversity arise
from aspects of rights and beliefs.
Therefore, in the first place, the provision of cultural
understanding networks, business practice know-how, oversea
market protocol, low-cost intelligence, and language skills are
vital in the management of cultural diversity. According to
Patrick & Kumar (2012), the great drive for a higher level of
diversity strategy sits in the creative, cultural communicative
process in which a company works on policies, customer
experience, and products with an open mind that eliminates
comfort zone. It is important that any aspects of prejudice,
ethnocentrism, stereotypes, blaming the victim, backlash, and
harassment be avoided. Instead, proper communication reduces
prejudices, good diverse relationships are afforded via inclusive
strategies, counseling, language and cultural training and
provision of chances for integration (Patrick & Kumar, 2012). A
variety of strategies can work so well if the human resource
allows them to be applied n the company, hence they can have
the firm a lot of harm.
It is important for the human resource, thus to be aware of the
legal response to diversity in which multiculturalism within
employment and other social contexts is promoted so as to
safeguard the rights of diverse people. In this case,
comprehending the human rights and equal opportunity
commission of the Federal Government is inevitable for it helps
to reduce harassment and discrimination in public space and the
workplace. Stone (2016) indicates that fair work commission
ensures there is registration, fair dismissal, proper decisions in
the unions as well as penalties with the wrongful treatment of

20. the workers. No individual regardless of their age, political
ideology, trade union involvement, sexual preference, religion
and whichever declarations deserve discriminative treatment in
private or public firms (Syed, n.d.). The human resource meets
such challenges during hiring, work relation among the
workmates, supervision, and outcome by the managers,
remunerating of salaries, termination from a job, provision of
allowances, job promotion and such (Kundu, Bansal, & Chawla,
2015). It is important that human resource management has
streamlined hiring, promotion, appraisal, remuneration, and
related processes that would offer it a proper way of equally
treating the workforce. The treatment of human resource goes to
the suppliers and the clients, and the human resource has a duty
to train its workers on the proper and non-discriminative
treatment of these people as well as safeguarding these rights
where possible.
The human resource should also be aware of The Racial
Discrimination Act, 1975 spells against any form of racial
discrimination on basis of color, race, ethnic origin, national
origin, or race for immigrants, associates, relatives to someone
of a given ethnicity or status (Stone, 2016). Thus,
discriminative housing, land, accommodation, goods or service
provision, access to amenities, advertising, joining a trade
union, and employment are factored here (Syed, n.d p.6.). The
human resource can manage workforce diversity quite well if
they utilize the RDA act to mold a respectful, honest and proper
treatment of people of diverse cultures and races in the
workplace (Kundu, Bansal, & Chawla, 2015). Everyone has to
be imparted with the knowledge that helps them understand,
tolerate, and integrate with the rest in the best way that inspires
working towards the common goal.
Furthermore, in the Sex Discrimination Act of 1984, there
is a declaration that it is unlawful to sexually discriminate
anyone based on the International Labour Organization
Convention 156 and Convention on the Elimination of All
Forms of Discrimination Against Women. No one should be

21. discriminated based on family responsibilities, sex, pregnancy,
or marital status and that women should be employed on basis
of merit for equal opportunity for women from the minority
ethnic backgrounds (Syed, n.d.). It is important that the human
resource molds a strong and workable sexual act within the
company and closely monitor and punish those who do not
comply. According to Stone (2016), the training of the leaders
and workforce should cover matters of diversity so as to
enhance proper work relations.
In the equal employment opportunity Act and the Public Service
Act, it is opined that a given integrated and unintegrated
Commonwealth government sectors develop and initiate the
equal hiring prospects program. In such a program, the intention
is to have equal opportunities or women and people in
designated groups in relation to employment opportunities
(Syed, n.d.). As a human resource in Australia, management of
diversity starts with offering equal employment opportunities in
both advertisements, interviewing process, and hiring (Vo,
2014). The use of merit-based decision process and
establishment of workplace diversity programs seats in the
docket of the human resource and it brings value in the
company for equitable hiring.
Moreover, in the Racial Hatred Act, abusive or offensive habits
directed towards a race and causes racial vilification are
discouraged. Instead, an individual is expected to enjoy an
environment free from restricted communication and vilification
(Syed, n.d.). This means that any human resource department
has a duty to ensure that they do not have any single leeway for
racially hateful language use. They have to generate rules that
prevent managers and workforce to use vilifying language while
at work and punish those who use it.
When it comes to the Workplace Relations Act of 1996, it is
wrong to terminate one from work based on discriminatory
arguments, hence equal remuneration of men and women based
on minimum wage must be based on the Australian relations
commission and Approved agreements in the collective

22. workplace levels. All certified workforce, thus have to receive
clear explanations from the employer regardless of their sex,
family responsibilities, pregnancy, absence from work during
maternity leave or any other parental leave, or marital status
(Syed, n.d.). The Human Resource for companies in Australia
has a duty to generate rules and codes of conduct that protest
the workforce so that at no time should there be wrongful
termination on the basis of mentioned aspects (Senichev, 2013).
It has a duty to inform all the managers about the law so that
they do not find themselves in court. Stone (2016) notes that a
diverse workforce offers a lot of benefits to the company in
terms of satisfaction, recognition, pay, benefits and status.
Moreover, based on the tenets, teachings, doctrines, and beliefs
of creed or religion, an employer may step down from work in
good faith to safeguard themselves from religious
susceptibilities of adherents to their faith.
References
Assaf, J. (n.d.). Diversity in the workplace. n.p.
Australian Government. (2014). Diversity plan 2014-2017:
Promoting diversity within AMSA’s workforce. 1-28. Retrieved
from https://www.amsa.gov.au/sites/default/files/amsa348-
diversity-plan.pdf
Future Social Service Institute. (2018). Building Australia’s
future social service workforce. 1-9. Retrieved from
http://www.futuresocial.org/wp-
content/uploads/2018/02/Building-Australias-future-social-
service-workforce.pdf
Kundu, S.C., Bansal, J., & Chawla, A.S. (2015). Managing

23. workforce diversity through HR practices: A Review. Emerging
Horizons in Business Management, 116-127.
Patrick, H. & Kumar, V.R.. (2012). Managing workplace
diversity: issues and challenges. 1-15.
doi:10.1177/2158244012444615
Senichev, V. (2013). Human resource diversity and performance
within the frame of organizations, teams, and individuals. 14(4),
337-345. doi:10.3846/btp.2013.36
Stone, R. J. (2016). Human resource management (9th ed).
Retrieved from
https://ebookcentral.proquest.com/lib/CQU/detail.action?docID
=4748101
Syed, J. (n.d.). What is the Australian model of managing
diversity? 1-23.Retrieved from https://www.anzam.org/wp-
content/uploads/pdf-
manager/2268_SAYED_JAWAD_AUSTRALIAN_MODEL.PDF
Vo, K. (2014). Managing cultural diversity in human resource
management. 1-77.Retrieved from
https://www.theseus.fi/bitstream/handle/10024/71688/VO_KIM
%20HANG.pdf?sequence=1
2