Comparing Hrm Practices in Australia from Other South-East Asian Country's Hrm

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Abstract: This essay discusses about how it is impossible to compare South-East Asian Human Resource practices with those employed in Australian companies due to substantial differences in political, legal and social environments. In the political aspect, governments from south-east Asian companies and Australian companies are compared based on their compliance with the labor rights and standards. While in the legal aspect, the Australian flexibility on labor law and the Philippine labor code which states otherwise is discussed and how Australian and Philippine HRM practices are affected. Lastly how culture, norms, attitude, and the social environment of Australians and Filipinos become factors in HRM trying to lay out rules regarding tardiness and absenteeism of employees and how Australia being a first world country and Philippines being a third world country affect job design.

An Eagle who was born an Eagle, eats how other Eagles do, surrounded by other Eagles, and flies as high as other Eagles eventually grows up to become an Eagle while a Falcon who was born a Falcon, eats how other Falcons do, surrounded by other Falcons, and flies as fast as other Falcons eventually grows up to become a Falcon. The comparison of Human Resource management practices between south-east Asian companies and Australian companies is both like the Eagle and the Falcon. Depending on the country’s society, government and cultural beliefs, practices of human resource managing of companies differ in approach. Differences of Human resource management practices in connection with the political aspect between most south-east Asian countries and Australia can be differentiated by how well the country’s governments impose to companies in the country the strict compliance on practicing and respecting labor rights and labor standards set by the International Labor Organization. “Not a single country has labor laws that are in full compliance with ILO Conventions No. 87 and 98, and the average score in the region (south-east Asia) for de jure labor standards (DJLS) is 69 (out of 100)” (Caraway, 2010). With this, human resource management practices are somewhat sub standard in south-east Asian countries. Labor rights of employees are not being strictly imposed. In the Philippines for example, career development of an employee is not often given attention by HR managers of companies. Trainings, seminars and certifications of various skill requirement fees are shouldered by employees or are required from persons applying for a specific position in a company. Most employees get minimum wages, little to or no benefits at all, and most of the time they are not compensated for overtime work rendered to the company. The voice of labor unions is often placed on deaf ears. Whereas the government of Australia imposes very strict Labor laws in which employees get the most out of their employment. Wages are above minimum, weekend schedule rates are higher than weekday work schedules, and overtime work rendered for the company is properly noted and compensated. Career advancement, trainings and certifications required for certain skills by the law are often shouldered by company. Worker safety is closely given emphasis in Australian companies because the government will hold the company liable whatever happens to the employee with regards to safety during working hours. Australian law is very lenient and flexible regarding labor and legal matters about employee and employer relation. The Australian government lets the individual states regulate its own labor law. For example the minimum wages in Melbourne may differ from that of New South Wales and as such. Also maximum working hours per week are set for all employees whether part time or full time. Furthermore international students and holiday workers are given working privileges provided they also pay taxes and with limitations. Therefore as an HR manager, the scope of potential employees are not limited to...
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