Unit rationale, description and aim
This unit explores the field of employment relations, the key parties to the employment relationship, the institutional and legal framework, and associated processes. Students will learn about various schools of thought and the significant role of institutions and regulation in governing the employment relationship, especially the role of the commission. Building on foundational and applied knowledge from prior Human Resource Management units, students will apply their understanding to the causes and management of conflict and disputes, advocacy and negotiation, interpreting legal frameworks, wage bargaining, employer strategies, and the practical application of employment policies. Current debates and policy issues will be explored and analysed, with consideration of social justice principles, fairness and workers' rights.
This unit enhances student knowledge of employment relations theory and debates to manage diverse stakeholder interests and develop practical, context-sensitive solutions. Students will also develop communication and negotiation skills essential for managing the employment relationship effectively. Aligned with Catholic Social Thought principles, including human dignity and the common good, this unit also recognises worker's rights. Equity is addressed through critical engagement with fairness in employment systems, vulnerable worker groups, and inclusive workplace practices.
Learning outcomes
To successfully complete this unit you will be able to demonstrate you have achieved the learning outcomes (LO) detailed in the below table.
Each outcome is informed by a number of graduate capabilities (GC) to ensure your work in this, and every unit, is part of a larger goal of graduating from ACU with the attributes of insight, empathy, imagination and impact.
Explore the graduate capabilities.
Explain the parties and institutions involved in t...
Learning Outcome 01
Critique how values, context and agency shape the ...
Learning Outcome 02
Analyse the processes, practices and laws governin...
Learning Outcome 03
Apply strong communication, negotiation and advoca...
Learning Outcome 04
Content
Topics will include:
- Employment relations theory and values and key parties (unions, workers and the state)
- The legal framework; role of the state, rule making and arbitration
- Minimum employment standards, worker protection
- The award system/enterprise agreements/contract of employment/negotiation and bargaining
- Employee voice and representation
- Conflict in the employment relationship, role of Fair Work Commission (FWC) in disputes/mediation
- Social justice and fairness at work; equity, discrimination, vulnerable workers
- Workplace Health and Safety
- Labour market trends and outcomes, productivity and wage growth.
- Contemporary issues; future of work, wage underpayments, gig economy, insecure work, international developments
Assessment strategy and rationale
In order to pass this unit, students need to achieve an aggregate mark of at least 50%. Marking is based on rubrics aligned with the unit’s learning outcomes, and a final grade will reflect overall achievement in the unit.
The assessment strategy enables students to progressively develop their knowledge and skills in employment relations and legal frameworks. In Assessment 1, students complete an individual business report analysing a key employment relations topic using a real-life case study. This task builds on workshop activities and develops students’ ability to apply legal instruments, interpret enterprise agreements, and identify emerging trends relevant to Employment Relations (ER) practice. In Assessment 2, students work in groups to record a 10-minute negotiation simulation, supported by a script. This collaborative task mirrors real-world negotiation processes and strengthens communication, critical thinking, and teamwork skills. In Assessment 3, students submit an individual 1,800-word reflective analysis, applying theoretical frameworks to practical scenarios. The task supports ethical reasoning and promotes recommendations grounded in the common good and human dignity.
The unit adopts a two-lane approach to the use of generative AI, with clear guidance to ensure its ethical, transparent, and appropriate use.
Overview of assessments
Assessment Task 1: Business Report This assessme...
Assessment Task 1: Business Report
This assessment task is a project that involves researching and analysing a key topic in employment relations using a specific case study organisation. It requires students to build on the activities conducted during workshops in weeks 1-6. This includes requiring students to apply their understanding of awards and enterprise agreements, interpreting clauses and understanding the key issues that relate to the chosen real life case study organisation, and the challenges that it presents for Employment Relations practitioners. The purpose of the report is to inform ER/HR Director ahead of the next round of bargaining and negotiations with the workforce. Students will also be required to highlight any current trends or policy issues and implications for practice.
Submission Type: Individual
Assessment Method: Business Report
Artefact: Written Report
20%
Assessment Task 2: Simulated workplace negotiation...
Assessment Task 2: Simulated workplace negotiation:
This assessment task consists of a 10-minute video recording of a negotiation simulation, supported by a script. Utilising the knowledge gained in this unit, students will apply their critical thinking skills to resolve a workplace problem, with consideration of the local context, policy debates and global perspectives.
Submission Type: Group
Assessment Method: Presentation with script
Artefact: Oral/Visual Media Presentation
40%
Assessment Task 3: Reflective Analysis This asse...
Assessment Task 3: Reflective Analysis
This assessment task consists of an 1800-word reflective analysis. Students are required to apply and integrate the concepts, models, and theories from this unit to develop and present a recommendation on an employment relations issue. This recommendation will be based on students' understanding of the difference between theory and reality in their experience considering application of the common good and ethics in an employment relations example.
Submission Type: Individual
Assessment Method: Reflective Analysis
Artefact: Written paper
40%
Learning and teaching strategy and rationale
This unit is delivered in both “Attendance” and “Online” modes to accommodate diverse learning needs and preferences, and to maximise effective participation for isolated and/or marginalised groups. The unit is grounded in an active and experiential learning approach to support skill development and application.
Attendance Mode - In weekly attendance mode, students are required to attend a 2-hour face-to-face workshop at a specific campus location. This mode involves required preparatory reading and activities undertaken asynchronously before workshops. Workshops focus on interactive, in-person discussions and activities to maximise engagement and learning outcomes. Students are encouraged to actively contribute to the development of unit content, both individually and collaboratively with peers.
Online Mode - This mode uses an active learning approach, offering flexibility, variety, and asynchronous engagement. Students contribute to weekly discussions, apply concepts to practical situations, engage with peers, and receive timely feedback to support progress and understanding.
Representative texts and references
Ainsworth, S., & Knox, A. (2022). “A bridge too far?” Ideas, employment relations and policy‐making about the future of work. Industrial Relations (Berkeley), 61(1), 68–89. https://doi.org/10.1111/irel.12295
Baird, M., Frino, B., & Williamson, S. (2009). Paid Maternity and Paternity Leave and the Emergence of 'Equality Bargaining' in Australia: an Analysis of Enterprise Agreements, 2003-2007. Australian Bulletin of Labour, 35(4), pp. 671-691.
Behrens, M., Colvin, A. J. S., Dorigatti, L., & Pekarek, A. H. (2020). Systems for Conflict Resolution in Comparative Perspective. Industrial & Labor Relations Review, 73(2), 312–344. https://doi.org/10.1177/0019793919870800
Bray, M. Waring, P. Cooper, R. and MacNeil, J. (2018). Employment Relations, 4e, North Ryde, McGraw-Hill.
Clibborn, S. (2019). Australian industrial relations in 2018: Inequality, policy stagnation and a brewing storm. Journal of Industrial Relations. 61(3), 318-325.
Clibborn, S. (2021). Australian industrial relations in 2020: COVID-19, crisis and opportunity. Journal of Industrial Relations, 63(3), 291-302.
Fair Work Act 2009 and Regulations Amendments https://www.fairwork.gov.au/about-us/legislation
Fair Work Commission: https://www.fwc.gov.au/about-us/legislation-and-regulations
Fells, R., Caspersz, D., & Leighton, C. 2018. The encouragement of bargaining in good faith – A behavioural approach. Journal of Industrial Relations, 60(2), 266-281.
Gill, C., & Meyer, D. (2013). Union presence, employee relations and high performance work practices. Personnel Review, 42(5), 508-528.
Isaac, J. (2018). Why Are Australian Wages Lagging and What Can Be Done About It?. Australian Economic Review, 51, 175-190.
Kaufman, B.E., Barry, M., Wilkinson, A., Lomas, G., & Gomez, R. (2021). Using unitarist, pluralist, and radical frames to map the cross-section distribution of employment relations across workplaces: A four-country empirical investigation of patterns and determinants. Journal of Industrial Relations, 63(2), 204–234. https://doi.org/10.1177/0022185620977578
Lansbury, R. (2021). Workplace reform: a new social contract for Australia. Asia Pacific Journal of Human Resources, 59(4), 541–553. https://doi.org/10.1111/1744-7941.12287
Markey, R. (2020). The impact of the COVID-19 virus on industrial relations. Journal of Australian Political Economy, (85), 147–154. https://search.informit.org/doi/abs/10.3316/INFORMIT.213328906561584
McCrystal, S. (2019). Why is it so hard to take lawful strike action in Australia? Journal of Industrial Relations, 61(1), 129–144.
Pekarek, A., Landau, I., Gahan, P., Forsyth, A., & Howe, J. (2016). Old game, new rules? The dynamics of enterprise bargaining under the Fair Work Act. Journal of Industrial Relations, 59(1), 44-64.
Peetz, D. (2021). Is industrial relations reform the road to recovery in monopsonistic labour markets? The Economic and Labour Relations Review : ELRR, 32(3), 417–436. https://doi.org/10.1177/10353046211015786
Rubery, J., & Hebson, G. (2018). Applying a gender lens to employment relations: Revitalisation, resistance and risks. Journal of Industrial Relations, 60(3), 414-436.
Shaw, A., McPhail, R., and Ressia, S., 2018. Employment Relations, 2nd edition. South Melbourne, Cengage Publishing.
Stewart, A., 2018. Stewart’s Guide to Employment Law, 6th edn. Annandale, Federation Press
Van Gramberg, B., Teicher, J., Bamber, G. J., & Cooper, B. (2020). Employee Voice, Intention to Quit, and Conflict Resolution: Evidence from Australia. Industrial & Labor Relations Review, 73(2), 393–410. https://doi.org/10.1177/0019793919876643
Williamson, S, Foley, M, Cartwright, N. (2019). Women, work and industrial relations in Australia in 2018. Journal of Industrial Relations, 61(3), 342-356
Wilkinson, A., Townsend, K., & Burgess, J. (2013). Reassessing employee involvement and participation: Atrophy, reinvigoration and patchwork in Australian workplaces. Journal of Industrial Relations, 55(4), 583-600.
Journals
The Journal of Industrial Relations
Economic and Industrial Democracy
ILR (Industrial and Labor Relations) Review
British Journal of Industrial Relations
Relations Industrielles/Industrial Relations
European Journal of Industrial Relations