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Nursing staff claim wages situation terminal Newton Morning Express - 20 October 2006 Nursing staff at Newton Hospital are upset that their pay and conditions of employment have fallen considerably behind their colleagues at other hospitals and also the international benchmark - VCE - SSCE Business Management - Question 4 - 2006 - Paper 1
Question 4
Nursing staff claim wages situation terminal Newton Morning Express - 20 October 2006 Nursing staff at Newton Hospital are upset that their pay and conditions of em... show full transcript
Worked Solution & Example Answer:Nursing staff claim wages situation terminal Newton Morning Express - 20 October 2006 Nursing staff at Newton Hospital are upset that their pay and conditions of employment have fallen considerably behind their colleagues at other hospitals and also the international benchmark - VCE - SSCE Business Management - Question 4 - 2006 - Paper 1
Step 1
Compare and contrast the decentralised and centralised systems of workplace relations.
Answer
Decentralised systems of workplace relations allow for more flexibility and autonomy at the local or organizational level. Here, decisions regarding pay and conditions are tailored to the specific needs of the employees and the workplace. In contrast, centralised systems impose uniform conditions across all workplaces, aiming for consistency and equality in employee treatment. While decentralisation can lead to improved employee morale and productivity, it may also result in disparities and inconsistencies between different organizations. Centralisation, on the other hand, can simplify compliance and provide clearer guidelines but may ignore the unique circumstances of individual workplaces.
Step 2
Explain and apply a problem-solving process that could be used at Newton Hospital to resolve the conflict between the nurses and management.
Answer
A suitable problem-solving process involves several key steps. First, Identify the Problem: Management must recognize that employee concerns regarding pay and conditions need attention. Second, Gather Information: Collect detailed views of nurses’ issues and the impact of current policies on their work. Third, Generate Alternatives: Management should outline potential solutions to the identified problems, such as revisiting pay structures or negotiating adjustments. Fourth, Evaluate Alternatives: Assess the pros and cons of each option, ensuring they align with both employee needs and the hospital's budget. Finally, Implement and Review: Once a strategy is decided (e.g., conducting an enterprise bargaining session), it must be monitored closely for effectiveness, allowing for adjustments if necessary.
Step 3
Identify and explain an appropriate management style that could be used in implementing enterprise bargaining within this workplace.
Answer
An appropriate management style for implementing enterprise bargaining at Newton Hospital is the participative management style. This style emphasizes collaboration and input from staff, promoting an inclusive environment where employees feel valued. By involving nurses in the decision-making process, management can foster trust, enhance morale, and develop mutually beneficial agreements regarding pay and working conditions. This approach not only helps in addressing the immediate concerns of the nursing staff but also empowers them to take ownership of outcomes, increasing job satisfaction and retention.
Step 4
Select and discuss two appropriate key performance indicators to measure the success of enterprise bargaining.
Answer
One key performance indicator (KPI) could be Employee Satisfaction Surveys, which measure nurses’ job satisfaction concerning pay and working conditions post-bargaining. An increase in satisfaction scores would indicate successful negotiation outcomes. Another KPI could be the Retention Rate of Nursing Staff. Monitoring this will show whether the new agreements lead to decreased turnover and a stable workforce. A higher retention rate post-implementation would signal the effectiveness of the new agreements and improvements in workplace relations.