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- W3142525728 abstract "As is the case in other advanced liberalmarket economies, human resource management (HRM) in Australia has become an accepted ‘managerial profession’ with its own professional association and credentialism evident in specific education, training and professional networks (Armstrong 1986; Michelson and Kramar 2003). This chapter explores the origins and historical development of HRM in Australian workplaces throughout the twentieth century through to the present day. Despite its distance from the centres of economic activity in the United States and Europe, and its comparatively small economic footprint, Australia has played an important role in the historical development of HRM. This is a southern hemisphere, settler economy highly dependent on the export of resources, so one might suppose the predominant state of employee management to be relatively informal and derivative, and indeed this general summation is accurate for a significant component of the Australian economy. However, the history of HRM in Australia also reveals surprising levels of local innovation and global influence. Australia was after all the birthplace of the ‘father’ of human relations, Elton Mayo (Trahair 1984), and as this chapter reveals played a central role in the ongoing global spread of new management ideas and practices. The chapter reveals a complex picture of rapid changes in the practice of employment and personnel administration, work organisation, and industrial relations and collective bargaining. Examples of change and innovation operated alongside more traditional and informal methods and were shaped by broader factors such as changes in product and labour markets, patterns of government and state regulation, as well as the role of the labour movement, professional groups, and the changing values of industry leaders and business executives. While significant attention has been directed to the Australian system of compulsory state industrial arbitration and awards (see for example Dabscheck 1980; Patmore 1991), the impact on management practice is perhaps less pronounced than commonly supposed. Indeed, in establishing specific minimum standards of wages and working conditions, large residual areas of workplace activity were deemed the sole prerogative of management (De Vyver 1959). Contrary to popular opinion, this gave employers significant freedom in deciding how work was organised and employment managed over and above minimum standards. Most interestingly though, the Australian case provides a revealing insight into the global diffusion of management ideas and" @default.
- W3142525728 created "2021-04-13" @default.
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- W3142525728 date "2014-01-01" @default.
- W3142525728 modified "2023-09-26" @default.
- W3142525728 title "Human resource management in Australia: historical development and contemporary tensions" @default.
- W3142525728 hasPublicationYear "2014" @default.
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