Management and Marketing - Research Publications
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ItemThe Ageing Workforce: Policy Dilemmas and Choices(WILEY, 2017-12)Abstract Population ageing is profoundly challenging the institutions and systems that organise paid work, healthcare, and retirement. A major response to these challenges has been to encourage older workers to remain longer in employment, thereby extending the period of ‘productive life’ in which they are net contributors to government revenue. Yet this strategy depends on a range of micro‐level adjustments, about which relatively little is known. These include how willingly older workers and employers adjust their attitudes and practices, and what types of policies facilitate these adjustments. In this paper, we critique the major policy responses to workforce ageing in Australia to date, and consider further measures to improve recruitment and retention of older workers. We argue that a more holistic policy response will require better evidence about ageist employment barriers, late‐career transitions, and older workers’ job performance. We outline a research agenda to improve evidence and policy in these areas.
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ItemNo Preview AvailableDoes Procedural Justice Increase the Inclusion of Migrants? A Group Engagement Model Perspective(Academy of Management, 2018-07-09)Workforces have become more culturally diverse due to globalization, skilled labor shortages, aging societies, and hardships in developing countries. One critical challenge associated with managing a culturally diverse workforce is ensuring inclusion. Migrant workers often experience discrimination, social exclusion, and lower organizational identification. Further attention is required to address these challenges and create inclusive workplaces for migrants. We integrate research on migrant workers with research on the group engagement model to create a model for understanding and enhancing migrant worker inclusion. We test our model using data drawn from employees in a large-scale survey of Australian workplaces. The results of our multilevel moderated mediation analysis indicate that, consistent with the group engagement model, a procedurally fair work environment tends to increase organizational identification, which in turn is associated with higher levels of work engagement. Importantly, our results also indicate that procedural justice climate is more important for migrant than for native workers. Our work has clear implications for practice. Organizations should establish a procedurally fair work environment in which cultural minorities experience consistent and unbiased policies and procedures, are able to express their opinions, and participate in decision-making.
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ItemLeadership at Work: Do Australian leaders have what it takes?(Centre for Workplace Leadership, The University of Melbourne, 2016)Fuelled by the resources boom, the Australian economy has enjoyed an unprecedented 25 years of economic growth, more than doubling in real terms over that period. But, now, the Australian economy is slowing. Productivity is sluggish, employment growth is weakening, and consumer confidence is faltering. Many economists are now predicting an extended period of slow economic growth and recovery. Organisations need to adapt and adjust to this unfolding reality, improve productivity and reduce costs. However, this is just one of a number of critical challenges that Australia faces. Slower economic growth globally has intensified competitive pressures. The rate of technological change is accelerating and is having increasingly disruptive consequences. Automation is destroying jobs at a faster pace and is beginning to hollow out middle-skill jobs across sectors as diverse as manufacturing, professional services and financial services. Technological advances are leading to an unprecedented rate of innovation in products and services, creating new sources of competitive pressure – as well as enormous potential for future growth, profitability and cost reduction. Technology is spawning a new class of business models, which are disrupting established ways of working and doing business – from Uber in the taxi industry, AirBnB in accommodation services, and the emerging FinTech sector, to the spread of online training in education services and an array of service providers able to offshore increasingly complex work. At the same time, organisations have contended with a seismic shift in the competitive and regulatory environment - from competition policy and consumer protection, to the decentralisation of industrial relations and enterprise bargaining. These fundamental changes in the way organisations organise and compete will impact Australian workplaces of all shapes and sizes – small and large, private and public, for-profit and not-for-profit, and across industries. If Australia is to maintain national competitiveness and generate growth and jobs, organisations need to navigate through a phase of increased uncertainty and ambiguity, disruption and change. To survive, organisations need to innovate and adapt, and to develop new capabilities and new sources of growth. A critical question is whether Australian organisational leaders are ready to meet these new challenges. Or whether the extended period of economic growth driven by the resources boom has made Australian organisational leaders complacent and unprepared for the future? Have Australian organisations invested adequately in their leadership and management capabilities to navigate through these complex and uncertain times? If not, will these various changes have adverse and lasting effects on future growth and prosperity? These questions have informed the surveys developed for this study.