Industrial Relations Reform at the Enterprise and Workplace

Melbourne Institute Working Paper No. 07/03

Date: March 2003


Tim R. L. Fry
Kelly Jarvis
Joanne Loundes


This paper compares attitudes and perceptions to industrial relations reform between senior management at large Australian organisations on the one hand, and their associated workplace managers on the other. We find that significant differences exist in the opinions and policies of workplaces and enterprises. In particular, marked differences exist in the attitudes towards human resource management and industrial relations reform. These results suggest that we may conclude that in terms of human resource management and industrial relations it appears there is no corporate culture that is carried over from head office to the workplace

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