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The employment relationship – that between employer and employee – is at the heart of capitalism and a core issue for public policy. Governments create rules, policies and institutions within which employees, their representatives, employers and their representatives, operate. The interest to governments when creating policy includes the form that bargaining takes, wage and employment levels, the nature and effects of contracting and the rights of workers – much of this boiling down to issues of power. In recent decades, major policy issues have included the federal Labor government's Prices and Incomes Accords in the 1980s and 1990s, the Coalition government's 'WorkChoices' legislation, the shift to enterprise bargaining, and developments in such areas as minimum wages and pay equity. In this chapter we outline the matters at stake, the players, the policy processes and some of the key issues.

The employment relationship – that between employer and employee – is at the heart of capitalism and a core issue for public policy. Governments create rules, policies and institutions within which employees and their representatives, and employers and their representatives, operate. The interest to governments when creating policy includes the form that bargaining takes, wage and employment levels, the nature and effects of contracting and the rights of workers – much of this boiling down to issues of power. In recent decades, major policy issues have included the federal Labor government's Prices and Incomes Accords in the 1980s and 1990s, the Coalition government's 'WorkChoices' legislation, the shift to enterprise bargaining, and developments in such areas as minimum wages and pay equity. In this chapter we outline the matters at stake, the players, the policy processes and some of the key issues.

This book provides practical guidance for policy makers, managers and workers trying to better understand the processes underpinning changing work environments and labour markets, while further developing academic perspectives and theoretical debate on the changing nature of work and workplaces in the 21st century

The world of work is rapidly changing. What then do 21st century workplaces look like, and what factors are supporting these workplacechanges? Globalisation, financial and labour market deregulation, and rapid technological advances have accelerated workplace change and skillrequirements. Organisations, for example, need to increasingly managegeographically diverse and technologically-mediated workplace relationships.Advances in artificial intelligence and automation are further questioning thefuture and nature of work itself. This book identifies and examines theinstitutions, frameworks and technologies that are emerging to support thesenew work practices. It analyses changing work environments, entrepreneurial andself-employment strategies, global virtual labour markets and the impacts ofdata analytics and automation on work practices and skill sets. It is criticalfor governments, practitioners and academics to better understand how toharness the benefits and meet the challenges of these new organisationalworkplace practices. Further, it requires informed choices and decisions on thepart of individuals, as they seek to log on to work in the 21st century.

This book provides practical guidance for policy makers, managers and workers trying to better understand the processes underpinning changing work environments and labour markets, while further developing academic perspectives and theoretical debate on the changing nature of work and workplaces in the 21st century.

PurposeThis paper explores the experiences of non-English-speaking background (NESB) skilled employees working in Australian workplaces, their perceptions of managers' actions and how a lack of employee involvement and participation (EIP) practices and performance appraisal (PA) is perceived regarding career progression.Design/methodology/approachThis exploratory research project is based on 26 semi-structured interviews with skilled migrant NESB employees based in Australia. Social exchange theory (SET) and labour market segmentation theory (LMST) are applied to help explain macro- and micro-level influences on NESB employees and their relationships with their line managers and the workforce.FindingsParticipants perceived line managers to be highly communicative and approachable; however, they indicated how a lack of EIP in decision-making and in their PA affected career progression opportunities for NESB employees. While they were satisfied overall with their jobs, the research indicated a need for improved practices and support from the broader organisation in these two identified areas.Originality/valueThere is relatively little research on how the challenges of an increasingly diverse workforce are managed, particularly from NESB employees' perspective. Therefore, this research fills a gap concerning NESB employees' experience in Australian organisations.