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16 Jan
2020

HRIS AssignmentTutorOnline | Good Grade Guarantee!

In youT view, what are the most useful applications of HRIS?
AssignmentTutorOnline
8 What are the likely challenges or problems for AUStTatian organisations that are considerin the use of
infoTmation technology for HRM purposes?
9 Does information technology enhance or conflict with the role of HR managers as strate it business
paTtners?
MANAGING FOR PERFORMANCE
The perils of downsizing
Over the last 10 years, Australia’s higheT education sectoT has experienced a period of great pros erit , Much of
this growth has been attributed to the revenue generated from international student enrolments which doubled
between 2002 and 2009, It is estimated that international higher education students contributed $9.6 billion
to the Australian economy in 2009. However, in 2010, the growth in international students fell markedt , The
downturn was attributed to several macro-tevet factors including changes to the international student visa
regulations and the Generalskit!ed Migration Program; the increase in the value of the Australian dollar which has
made Australia a more expensive destination for international visitors; and increased competition for international
students from the Us, UK and some Asian countries. Australia’s reputation as a ‘safe’ destination for international
students has also been questioned, with some acts of violence being perpetrated on Indian students in recent
times. At the same time, the Federal Government announced significant changes to the wa s that universities are
funded, with the introduction of the Higher Education Support Amendment (demand driven funding system and
other measures) Bill 2011. Under this policy, universities are now funded based on student demand and from 2012
universities received funding for the number of places they offer in each disciphne, based on student and in dustr
demand. And, student demand for courses is also changing. MOTe students are opting to commence de rees in the
fields of health, particularly dentistry, with a growth in applications of 502cy nursing (11/9′.) and medicine (65%)
natural and physical sciences (38.2%): and engineering (389′.). Other fields of study recorded a decline in demand
with applications for information technology falling by 61 per cent, management and commerce b 15 er cent
and agriculture by 18 per cent
For the vice chancellor of a large Australian university, these marked changes in the exteTnat environment of
the higher education sector posed significant challenges for university workforce Iannin and inaria ement. With
student numbers contracting, the university could not sustain current staffing levels in the medium to 10n -term
Moreover, the mix of academic and administrative staff was riot right. ACcoTdin to benchmarkin studie th t
compared this university to similar institutions in Australia, the university had too inari administrative staff a d
needed to adopt more effident management and administrative structures. Also, with the chan in references of
students, some academic units were understaffed because demand for their courses was increasing. More students
required more teaching staff. Conversely, in some of the faculties where student demand for courses was fallin
there was an over-supply of academic staff
The Human Resource Department of the university implemented a series of initiatives to reduce the number of
administrative staff across the university and to address the oversupply of academic staff in some faculties. After
consultation with key stakeholders, including the union, the director of human resources jin ternented a votuntar
redundancy scheme, where staff could nominate to end their employment with the universit and receive some
level of compensation for the loss of employment, The vice chancellor and the director agreed that a ro rain of
voluntary redundancies was the best option. The main advantage of this form of downsiz;n was that it afforded
employees some level of control over their severance from the organisation, and universit inaria ers in a be
able to use the process to ‘manage out less productive employees, But a significant problem resulted from the
downsizing initiative. The university lost a number of valuable staff, who had intimate know!ed e of the universit
and its processes. Internationally recognised scholaTs were taking up voluntary redundandes and finchn new ‘obs
Human resource planning and human IesDurce information systems 237
continued238
MANAGING FOR PERFORMANCE
Building human resource management systems
at other institutions with ease. One staff member who was teavin the or an is t’ ‘ ‘
and then I’ll start at a new university .., I have standing offers from universities 11 th ‘
At the end of the 3-month application period, an insufficient number of st ff h d I’ d f
redundancy scheme. So, the director implemented a program of targeted redunda , h ‘
were nominated and retrenched. The director held many information sessions for d d ‘ ‘
staff, explaining the budget difficulties the university was experiencing and justifyin the ino e t d ar
redundancies. But the director did riot anticipate the impact of these ‘ob losses on th t ff h
university. Deans across the university reported a fail in the productivit and t’ ‘t f ,
job satisfaction and general disquiet among employees’ At a weekt forum with th h ,
expressed their concerns. One staff member said, “People work really hard in this lace, d f in ?
you’re 00 longer needed? Ijust don’t care about this place anymore’ Another staff in b dd d, ‘ ‘
do my work and go home … I need this job, so I don’t want to ask for an thin ext h .,.
because I might be the next to got Other staff lamented, ‘This place ‘ust isn’t the ‘ ‘ ‘
worried that they might tap me on the shoulder next, and I can’t lose in ‘ b’ O d ‘ ‘ ,
angered by the whole process, said, ‘It’s just typical … you reduce the number of st ff, b t th
amount of work to be done. So, I have to work a lot harder to keep this lace t’ k’ I. A
marketing department added, All the negative publicity is hurting the universit ‘s r t t’ ‘ h h I
Sunrccs: Adnprcd from N. NICNcil. unpwith 511
winv. cos. edu. alit_durum, cm/go8-policy-analyst!20/21g08 p*Iicynote5_dcm;rindfbrlieJ”Jl. at. * . FC I 21 A 2 I , i , ..
Economics, 20 I I. Broad”r implications froni a downturn in liner rimnnal studcnts’. Unity ‘ ‘ . A . I’. . ‘ ‘ ‘ . . ‘ resourcc*/6181; I 00, arcccsse, 121 August 2012. ‘ . . in. e{ URU
CRITICAL THIN KING QU ESTIONS
Deeply concerned about the level of an 95t and uncertainty among existin staff, th h
reassure employees about the future direction of the university. However, the vice ch 11
that more needs to be done, and has hired you to provide the director of hu
recommendations to improve planning for the university’s human resource needs. P ‘ t
chancellor, consider the following questions,
What are the external factors that are affecting the labour rofite needed b th ?
Identify possible ways that the HR planning function within the universit could rovid b tt I f
to university decision makers.
3 Given the information in this case, what are the advanta es and dis d t f ‘

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