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    Is Enterprise Bargaining Still a Better Way of Working?

    Access Status
    Fulltext not available
    Authors
    Townsend, K.
    Wilkinson, A.
    Burgess, John
    Date
    2013
    Type
    Journal Article
    
    Metadata
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    Citation
    Townsend, Keith and Wilkinson, Adrian and Burgess, John. 2013. Is Enterprise Bargaining Still a Better Way of Working? Journal of Industrial Relations. 55 (1): pp. 100-117.
    Source Title
    Journal of Industrial Relations
    DOI
    10.1177/0022185612465533
    ISSN
    0022-1856
    URI
    http://hdl.handle.net/20.500.11937/3507
    Collection
    • Curtin Research Publications
    Abstract

    In 1989, the Business Council of Australia (BCA) produced a blueprint for change titled ‘Enterprise based bargaining units: A better way of working’. To a great extent, this document and the corresponding shifts in business, government and union approaches to wage and conditions determination meant that Australia shifted from a centralised to a workplace system of bargaining. After more than two decades of enterprise bargaining, though, we ask the question: Is it still a better way of working? While the Business Council of Australia pointed to a panoply of advantages, we look at the other side of the argument. Decentralisation may be inefficient at a number of levels. First, there is the procedure of bargaining and the resources, expertise and time that is required. Second, there are the outcomes of bargaining, where despite a more individual focus, in many cases, outcomes demonstrate very little variation across enterprises. Finally, there are the collateral consequences of bargaining: conflict, reduced trust and disruption. Is enterprise bargaining still meeting the needs of the actors or has the model run its course? We consider two case studies of bargaining that demonstrate the limitations and advantages of enterprise bargaining.

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