Change and Involvement at the Workplace: Evidence from the Australian Workplace Industrial Relations Survey

The April national wage decision doubted whether Australia's industrial relations parties as yet possessed the “maturity†to conduct enterprise bargaining. This view is consistent with the traditional role of the Industrial Relations Commission and with the conclusions of the 1985 Hancock Report, which provided the rationale for a permanent regime of centralised wage-fixing in Australia. It is also supported to some degree by the results of the Australian Workplace Industrial Relations Survey, which show that, despite the accumulating pressure for change, most workplaces currently lack the necessary ‘infrastructure’ for bargaining and consultation at enterprise level. In particular, the failure of Australian management to involve workers and unions in change may be seen as a major impediment to further workplace reform. The fundamental question which arises for industrial relations policy is whether to accept the situation as it is and hope for progress through the slow but steady implementation of award restructuring, or whether to provide an external impetus for the development of a workplace infrastructure through the establishment of a new framework for enterprise bargaining combined with legislation to promote information-sharing and consultation at the workplace. The central thrust of this article is that the latter approach will more effectively foster a ‘strategic bargaining’ culture in Australia.