The 'lucky' LME: the mediation of globalizing effects on employment relations in the Australian auto assembly and retail banking industries

In liberal market economies such as Australia, we generally expect that global pressures will lead to an increasingly deregulated employment relations system reliant on market mechanisms. However, case study evidence from the Australian auto and banking industries shows that employment relations pra...

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Bibliographic Details
Published inInternational journal of human resource management Vol. 23; no. 10; pp. 1999 - 2015
Main Authors Cutcher, Leanne, Kirsch, Anja, Lansbury, Russell D.
Format Journal Article
LanguageEnglish
Published London Taylor & Francis Group 01.05.2012
Taylor & Francis LLC
Subjects
Australia
Australia: Economic conditions
Australia: Industry policy
auto industry
Automobile industry
Banking
Board of directors
Capitalism
Corporate governance
Deregulation
Employee management relations
Employment
employment relations
Globalisation
globalization
Human resource management
Human resources
Liberal market economy (LME)
Manufacturing
Motor cars
Regulation
Retail banking
Retail trade
Studies
Transport
varieties of capitalism
Vocational education and training
Wage-employment relationship
Wages
Working conditions
Australia
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Summary:In liberal market economies such as Australia, we generally expect that global pressures will lead to an increasingly deregulated employment relations system reliant on market mechanisms. However, case study evidence from the Australian auto and banking industries shows that employment relations practices vary considerably by sector. In comparing developments in pay systems, skill formation and enterprise governance in both industries, we are able to contrast a rather stable and coordinated approach in place in the auto industry with an increasingly decentralized and deregulated approach in banking. In both industries, employment relations have been significantly influenced by the government's industry policies.
Bibliography:International Journal of Human Resource Management, v.23, nos 9-10, May 2012: (1999)-2015
ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
content type line 23
ISSN:0958-5192
1466-4399
DOI:10.1080/09585192.2012.668342