Literature Review

	links and resources EOWA Employment Matters 1. Recruitment and Selection 2. Promotion, Transfer and Termination 3. Training and Development 4. Work Organisation 5. Conditions of Service 6. Arrangements for Dealing with Sex-Based Harassment 7. Arrangements for Dealing with Pregnancy, Potential Pregnancy and Breastfeeding Bibliography Auditing your Recruitment and Selection Processes http://www.eowa.gov.au/Information_Centres/Resource_Centre.asp Have you checked our own web site' This site offers resources under “Developing a Workplace EO Program”. A series of questions under “Step 1 Your Workplace Profile” and Step 2 Analyse the Issues; and Step 4 Take Action may help to sharpen your perspective on issues relative to your organisation in recruitment and selection. Best Practice Guidelines for Recruitment and Selection http://www.hreoc.gov.au/info_for_employers/index.html This web site offers a link to download best practice guidelines for recruitment and selection including developing selection criteria; advertising; short listing; application forms; testing; interviewing; referee reports; making the decision; and medical examinations for recruiting and selection the most appropriate person for the job. Writing for Recruitment http://www.hreoc.gov.au/sex_discrimination/workplace/advertising.html A guide to employers, recruitment agencies and publishers on writing and publishing recruitment notices. As well as offering language tips there is information on how to apply for exemptions and special measures consideration. Ageism the New Sexism Source: The Adelaide Advertiser, 13.05.2005. A new survey by Talent2 an Australian recruitment company shows 83 per cent of Australians believe that older workers are being discriminated against in the workforce. A survey of more than 1200 people indicated that respondents believe employees over the age of 40 are in the employment “no go zone”. Age Discrimination: Mitigating Risk in the Work Place Thew, P. Eastman, K. & Bourke J. (2005). CCH: Australia. This book classifies age discrimination in the Australian workplace and outlines the current legislation, complaint procedure and remedies. Its significant benefit is the practitioners guide offered in Chapter Four pages 111-136. Chapter 4 recommends best HR policies and the means of coordinating practice with policy and managing non-compliant conduct. A good question and answer section on page 127 may highlight a difficult issue(s) currently being faced. Hopper & Others v. Virgin Blue Airlines Pty Ltd http://www.adcq.qld.gov.au/tribunal/Decisions/HoppervVirginBlue.rtf A case brought by eight women against Virgin Airlines alleging age discrimination in recruitment found to be substantiated by Queensland Anti-Discrimination Tribunal. Surviving the Age of Discrimination Duff, A. (2006). Director, Vol. 59 No. 6, p. 54. This paper offers 20 questions to ask and answer in dealing with age discrimination in your workplace. Increasing Diversity through Recruitment Practices Tipper J. (2004). How to increase diversity through your recruitment practices. Industrial and Commercial Training, Vol 36 No.4, pp. 158-161. This article highlights a practical guide identifying how organisations can increase their diversity through recruitment practices including: research into potential recruitment pool; influencing line managers and other stakeholders; using a variety of communication channels to reach the target candidates; and rewarding increased diversity through recruitment. Overcoming Race Discrimination in Recruitment http://www.apsc.gov.au/publications01/indigenousrecruitment.htm This site offers information on best practice for recruitment of indigenous staff. From this site you can down load a booklet “Recruitment of Indigenous Australians in the Australian Public Service”. The booklet is intended to assist agencies by covering the legal framework that applies specifically to the recruitment and development of Indigenous Australians, but it provides a wealth of ideas regarding strategies that might be adopted and developed with regard to recruiting and employing Indigenous Australians. Recruitment of People with a Disability Prost, A. (2006). Canadian HR Reporter, Vol. 19 No. 1, pp. 11-12. This article looks at some innovative solutions in addressing the employment gap for people with a disability. The most revealing finding illustrates the need for a new employment strategy for people with disabilities+ to overcome the disconnect between employers, people with disabilities and the service providers who help these individuals enter the workforce. Back to top Fostering A Career Development Culture: Reflections On The Roles Of Managers, Employees And Supervisors Conger, S. (2002). Career Development Journal, Vol. 7 No. 6, pp. 371-375. This paper provides a reasoned argument for the establishment of a career development culture as a means (among others) of addressing disproportionate numbers of women and other target groups at low levels. In addition to identifying why management wants are career development culture and why workers want a career development culture it offers the means to accomplish this. A good paper for the individual career planner too with five skills listed that people need to recognise, create and use as career opportunities. Women and the Labyrinth of Leadership Eagly, A.H. & Carli, L.L. (2007). Harvard Business Review, September 2007. This article explores the various obstacles that stand in the way of women advancing to senior leadership roles. It looks at the implications of caring and domestic obligations, pay inequity and resistance to women's leadership, and offers suggestions to organisations on advancing women into higher-level roles. Understanding The Processes That Facilitate And Hinder Efforts To Advance Women In Organizations Kottke, J.L. & Agars, M.D. (2005). Career Development International, Vol. 10 No. 3, pp. 190-202. This paper presents four underlying processes for intervention to overcome the barriers women face in advancement. Social cognitions, justice perceptions, any threat potential and the utility of gender based initiatives must be considered and managed as part of the development, implementation and evaluation of initiatives targeting women’s career advancement if the initiatives are to have their desired impact. Promotion Decisions As A Diversity Practice. Ruderman, M.N. & Ohlott P.J. (1995). Journal of Management Development, Vol. 14 No. 2, pp. 6-23. This paper provides information on the means to investigate and challenge existing promotion norms within organisations. It offers a case analysis of promotion decisions in one organisation. A great benchmarking tool! In this case there were some differential trends in the accounts of promotions of men and women. One key difference was when decision makers spoke about promotions of men they often (75% of cases) mentioned a high level of comfort with the candidate. For women the key was “continuity” where the person promoted should already have an intimate knowledge of part of the new job. Essentially, managers seem to be more hesitant to promote women, requiring them to demonstrate personal strength and prove themselves extensively before a promotion. Men were less likely to have their promotion accounted for in terms of familiarity with job responsibilities and were more like to have bosses report a high level of personal comfort with the persons stable and consistent behaviour. Career Management Issues For Flexpatriate International Staff Mayerhofer, H., Hartmann, L.C. & Herbert, A. (2004). Thunderbird International Business Review, Vol. 46 No. 6, pp. 647-666. Executive development through international transfer opportunities is a growing area of research in management development. Women are recognised as faring differently to men in the expatriate stakes. This paper with two Australia based authors provides a valuable resource tool as the names and contacts for these researchers is available on the paper so the reader can follow up if required. In addition the paper identifies not only the issues relative to female expatriates but also defines a new type of worker, the flexpatriate, as those frequent flyers who move at short notice across national, cultural and organisation borders to undertake work at short notice while maintaining family and personal lives in their home country. The growing number of women in expatriate and flexpatriate positions requires the recognition of the need for different career management skills for women and organisational and individual levels. Back to top Age Discrimination and Training Learning, Not Litigating: Managing Employee Development And Avoiding Claims Of Age Discrimination. Maurer, T. & Rafuse, N. (2001). Academy of Management Executive, Vol. 15 No. 4, pp. 110-121. This article offers suggestions to avoid age discrimination in training and development. Two perspectives are examined. First, a lack of training can be detrimental to older workers. Second, the legal perspective, that a lack of training opportunities may be discriminatory. Some suggestions for avoiding discrimination in training and development are offered including: Culture and policies; decisions about training and development opportunities; supervisors and developmental relationships; and training managers on stereotypes. Training An Age-Diverse Workforce. Newton, B. (2006). Industrial and Commercial Training, Vol. 38 No. 2, pp. 93-97. The focus of this article is on age discrimination in training and development. However, the practical advice offered can be applied generally to all areas of training and development in the workplace. There are practical steps on how to implement a training policy to facilitate access to all employees in the organisation. All the important areas of best practice in delivering training and development programs are identified. Training for Diversity Workforce Diversity Training: From Anti-discrimination Compliance to Organizational Development. Bendick, M., Egan, M. & Lofhjelm, S. (2001). HR: Human Resource Planning, Vol. 24 No. 2, pp. 10-25. Despite this article’s focus on the US workplace, there are some lessons that can be translated to the Australian workplace. Namely, organisations can benefit from offering diversity training to employees. That is, training employees to respect others and not to act in a discriminatory manner towards fellow employees. Is Diversity Divisive' A Positive Training Approach. Bagshaw, M. (2004). Industrial and Commercial Training, Vol. 36 No. 4, pp. 153-157. A case study of the London Fire Brigade is outlined demonstrating the benefits of learning how to manage diversity in the workplace effectively. A brief outline of the diversity training program is presented. The main focus of the program was to development communication skills. Mentoring Mentoring an Australian Experience. McGregor, L. (2000). Career Development International. Vol. 5 No. 4/5, pp. 244-249. This article presents two models of mentoring. The traditional view of mentoring is facilitated mentoring where the more experienced person (mentor) acts as a role model for the less experienced person (mentee). A case study from the Department of Justice is used to highlight this facilitated mentoring approach. Another approach is also offered – guided learning. A more experienced co-worker uses guided learning to teach a less experienced worker new skills. A further case study is presented to demonstrate the use of guided learning. A Mentoring Hand Taylor, W. (2005). The Age, My Career Section, p. 11, 26/11/2005. This paper outlines the experiences of two executive women in developing an internal mentoring program. The experiences demonstrate that the mentoring relationship not only benefits the mentees but also the mentor. Most Mentoring Programs Stink: But Yours Doesn’t Have To. Boyle, M. (2005). Training Vol. 42 No. 8, pp. 8-15. Outlines Ernst & Young’s mentoring program that has enhanced the organisation’s creditability in light of recent accounting scandals. Strategies For Developing Women Managers: How Well Do The Fulfil Their Objectives' Lewis, A. & Fagenson, E. (1995). Journal of Management Development. Vol 14 No. 2, pp. 39-53. This article highlights the advantages and disadvantages a number of training programs types. 1. Women only training programs 2. Management training for men and women 3. Mentoring Programs The researchers conclude that women should not be segregated from men when attending training programs. Mentoring: A Personal Reflection. Long, S. (2002). New Library World. Vol. 103 No. 1174, pp. 94-97. This paper investigates mentoring from the perspective of the mentee. The author offers some handy tips: 1. Be open to your mentor, 2. Follow up with your mentor, 3. Outline the boundaries of the relationship, 4. Create and agenda for each meeting, 5. Listen and ask questions, 6. Plan to the next meeting, 7. Change the process, and 8. Respect the relationship. Back to top Work and Family Work and Family Life: Our Workplaces, Families and Futures Gray, M. & Stanton, D. (2002). Family Matters, No. 61 Autumn, pp. 4-11. This article provides a review of the demographic, economic and social trends with regard to work and family. The article offers a good background to understanding the issues surrounding work and family life. Babies and Bosses - Reconciling Work and Family Life (Vol. 1): Australia, Denmark, The Netherlands http://www.oecd.org/document/32/0,2340,en_2649_34819_30652384_1_1_1_1,00.html This volume looks at the challenges parents of young children confront when trying to square their work and care commitments, and the implications for social and labour market trends. In deciding how to balance work and family life, parents face a great many issues: their preference for providing parental care; formal and informal childcare; family income in- and-out of work; their access to family-friendly workplace arrangements and child-related leave programmes. This first OECD review of the reconciliation of work and family life considers the current mix of family-friendly policies in Australia, Denmark, and the Netherlands and explores how this policy balance contributes to different labour market and other societal outcomes in these three countries. A great benchmarking tool! The book can be purchased from the website above. Work and Family Awards – Diversity Council of Australia http://www.dca.org.au/ The Australian Chamber of Commerce and Industry (ACCI) and Business Council of Australia (BCA) National Work & Family Awards recognise excellence in work and family initiatives. They showcase small, medium and large organisations with outstanding flexible working arrangements that meet the needs of the business and its employees. This information provides a benchmarking tool as well as the means of showcasing your own organisation’s initiatives. Striking the Balance – Women Men Work and Family http://www.hreoc.gov.au/sex_discrimination/strikingbalance/index.html Women's increasing labour force participation rate and the ageing of the Australian population mean that the need to combine family responsibilities with paid employment is an increasingly important issue for a much greater proportion of the workforce. This publication is the result of a project by the Sex Discrimination Commissioner in 2005 to build on the Commission's previous work and take the work and family debate further by engaging men and by considering the private world of the home as the flipside of the world of paid work. Access a copy of the book through this web address. Flexible Work Arrangements Identifying Good Practice in Flexible Working. Creagh, M. & Brewster, C. (1998). Employee Relations, Vol. 20 No. 5, pp. 490-503. Presents three case studies from Italy, Sweden and the UK on flexible work practices. The advantages and disadvantages for both employers and employees are discussed with reference to the case studies. A good benchmarking opportunity. The paper concludes that flexible work practises can deliver positive outcomes when some simple steps are followed. How Flexible is Your Workplace' Workplace Flexibility – IBM Style. McMaster, F. (2005). Local Government Manager, Vol. 39 No. 3, pp. 12-13. Fiona McMaster is the Vice-President of IBM Asia Pacific and she outlines the approach taken by IBM in relation to workplace flexibility. The benefits have been assisting women into leadership roles and a high return rate after parental leave. Flexibility Proves Profitable for Large Firms. Carlson, L. (2005). Employee Benefit News, September, pp. 73-74. Presents a brief case study about how Chubb Corp implemented workplace flexibility. Chubb Corp was initially sceptical about the benefits of flexibility. However, the pilot program proved to be very successful with significant improvements in productivity and work quality. Tips for implementing workplace flexibility successfully are also presented. Workplace Flexibility: Reconciling the Needs of Employers and Employees. Sheridan, A. & Conway, L. (2000). Women in Management Review, Vol. 16 No. 1, pp. 5-11. A model is proposed by which human resource management can be used to bridge the gap between the needs of employers and employees concerning workplace flexibility. The role of the model is to development a process of change to flexible work arrangements that is mutually satisfying to both employers and employees. That is, the organisation can achieve long term benefits by realising the potential of their employees. Family-Friendly Work Practices Access to Family-Friendly Work Practices: Differences Within and Between Australian Workplaces. Gray, M. & Tudball, J. (2002). Family Matters, No. 61 Autumn, pp. 30-35. Examines four work practises used by Australian organisations: Hours flexibility, access to a telephone for family reasons, permanent part-time employment, and leave to care for sick family member. These practices are accessed in terms of employees’ access to and use of these family-friendly work arrangements. The Case for Family-Friendly Work Practices in the Australian Construction Industry. Francis, V. & Lingard, H. (2002). Australian Journal of Construction Economics and Building, Vol. 2 No. 2, pp. 28-36. Despite this paper focusing on the construction industry, the approaches outlined are relevant to all organisations. The paper outlines that as a result of increased numbers of women in the work force non-traditional management approaches are needed. Two reasons are presented as to why organisations should care about workers families; legal requirement, and organisational performance. A number of initiatives organisations can implement are then identified and described. Organisational Change Preventing Workplace Harassment: An Organisational Change Perspective Deadrick, D., McAfee, B. & Champagne, P. (1996). Journal of Organizational Change Management, Vol. 9 No. 2, pp. 66-75. This article describes an approach on how an organisation can use organisational change strategies to implement a change program in workplace to alter the culture concerning harassment. The change model includes: Problem recognition; Employee learning and development; and Evaluation of change effectiveness. The end result should be a workplace where the culture is one of mutual respect. Diversity Practices: Learning Responses for Modern Organizations. Allen, R., Dawson, G., Wheatley, K. & White, C. (2004). Development and Learning in Organizations, Vol. 18 No. 6, pp. 13-15. Outlines how the use of basic management functions to identify diversity issues so managers can better serve their organisations. These basic functions outlined include: Planning; Organizing; Staffing; Directing; and Controlling. Pay Equity Pay Equity - 20 years of change and continuity, by Gillian Whitehouse, School of Political Science & International Studies, University of Queensland http://www.hreoc.gov.au/sex_discrimination/20thanniversary/ women_work_equity/ speeches/whitehouse.html The story of pay equity in Australia is usually told in terms of the influence of wage setting institutions, and illustrated by the dramatic narrowing of the gender pay gap that occurred over the 1970s. The fate of pay equity since the 1980s has received much less attention, and indeed there has been more continuity than change over the past 20 years. This paper looks at the resilience of the ongoing gender pay gap as a reminder of the multiple and complex causes of gender pay inequality, and the need for a multi-faceted strategy to achieve further improvement. Pay Equity Tool http://eeo.gov.au/Developing_a_Workplace_Program/Six_Steps_to_a_Workplace_Program/ Step_2/_Pay_Equity_Tool/index.htm Australian Bureau of Statistics (ABS) data indicate that women are earning on average just 84% of what men earn for full-time work. Pay equity is about achieving equal remuneration outcomes in your workplace. It is about eliminating sex discrimination from the wage-setting system by ensuring that employers use gender-neutral and gender-inclusive criteria to determine the value of job components such as skill, responsibility, qualifications and working conditions. EOWA's Pay Equity Tool is an analysis tool designed to assist you identify pay inequities within your organisation. Back to top Check the latest news and reported cases in your State www.hreoc.gov.au http://www.austlii.edu.au/au/cases/cth/HREOCA/1999/10.html Elliot v Nanda [1999] HREOCA 10 (12 April 1999) a case of sexual harassment found to be substantiated by Human Rights and Equal Opportunity Commission. The complainant found it difficult to complain due to substantial power imbalance and age disparity between the parties. www.adcq.qld.gov.au; http://www.adcq.qld.gov.au/tribunal/Decisions/HoppervVirginBlue.rtf A case brought by eight women against Virgin Airlines alleging age discrimination in recruitment found to be substantiated by Queensland Anti-Discrimination Tribunal. www.eoc.sa.gov.au www.vic.eoc.gov.au http://www.austlii.edu.au//cgi-bin/disp.pl/au/cases/vic/VCAT/2005/914.htmlquery="anti%20dis crimination%20list" Styles v Murray Meats (Anti-Discrimination (2005) VCAT 914 (12 May 2005) a case of sexual harassment found to be substantiated by the Victorian Civil and Administrative Tribunal. The complainant’s early complaints to management were ignored. www.lawlink.nsw.gov.au/adb http://www.lawlink.nsw.gov.au/adtjudgments/2005nswadt.nsf/731b718ec02a5793 ca25684e00413824/57b1f7e9276b9079ca 2570b900778f91'OpenDocument Jordan v North Coast Area Health Service (No 2) [2005] NSWADT 258 a case of sex discrimination (pregnancy) found to be substantiated www.dpa.ac.tgov.au/ag/Report/hro/hr1.htm www.nt.gov.au/adc/ www.equalopportunity.wa.gov.au Check the latest information and speeches available on the Australian Human Rights Commission website http://www.hreoc.gov.au/sex_discrimination/sexual_harassment.html This website has a number of excellent resources available for download. These include: 1. “Sexual Harassment in the Workplace” A Code of Practice for Employers; and 2. Bad Business, Review of sexual harassment in employment complaints 2002. 3. The site also offers a report into a national survey on sexual harassment in Australia which shows that 41 per cent of Australian women aged between 18 and 64 years have experienced sexual harassment. Two-thirds of this sexual harassment occurs in the workplace. http://www.hreoc.gov.au/info_for_employers/index.html This website offers “Information for Employers”. As well as offering simple steps to follow to in putting effective anti-discrimination and anti-harassment strategies in place there are links to summaries of each of the state and federal anti-discrimination laws as well as fact sheets on age, sex, race, disability discrimination and workplace bullying and harassment. Confronting Discrimination Confronting Discrimination in Your Workplace Hemphill, H. & Haines, R. (1998). HR Focus, Vol.75 No. 7, pp. 5-6. This interesting paper recognises the high stake business issues of avoiding and managing offences of discrimination and harassment. It offers a simple three step approach for taking on the challenge to confront discrimination in the workplace while acknowledging the complex effort required to for its implementation. It offers reasons why diversity training may not provide the solution. Reporting Sexual Harassment: Claims and remedies McDonald, Paula, Backstrom, Sandra, Dear, Kerriann (2008). Asia Pacific Journal of Human Resources, Vol. 46, No. 2, pp. 172-195. The article reveals the findings from a two-stage study which explored 632 cases of sexual harassment reported to a community advocacy organisation in Queensland, Australia. The study suggests that the sexual harassment complaints encountered long delays and received small settlements incommensurate with harm. This exposes the need to search for other solutions to the problem of sexual harassment. Discrimination Cases Sex Discrimination Cases: Big Dollars Demand Senior Involvement Jackson, R. (1998). Australian CPA, Vol. 68 No. 9, pp. 51-53. Australian cases and court decisions are used to illustrate the obligation on employers to ensure employees can express workplace complaints without fear of repercussion. Helps to identify steps to prevent allegations of discrimination and harassment arising and if they do, how to deal with them in-house. Courts Continue to Emphasize Importance of Policy Development and Training Jenero, K.A. & Galligano M.L. (2003). Employee Relations Law Journal, Vol .28 No. 4, pp. 113-124. This paper recognises court required factors for demonstrating effectiveness in anti-discrimination policies including: 1. the existence of a policy with formal and informal complaint procedures; 2. a training program available to all employees and mandatory for supervisors; 3. an effective system of monitoring the trustworthiness of the policy and the complaint procedures; 4. unequivocal commitment from the highest levels that harassment will not be tolerated; 5. demonstration of employers’ policy commitment through the consistent practice of enforcement. See V and YZ NSWADT 121 and 22 1.9.00. The NSW Admin Decision Tribunal ordered a motel managers husband to pay two former employees more than $33,500 and write letters of apology because he had sexually harassed them. There was a detailed EO policy in place within the organisation but it was kept in the safe and there was no system at the motel to enable the staff to know who the owners where or how to contact them with a complaint. Pregnancy Discrimination Expecting the worst: circumstances surrounding pregnancy discrimination at work and progress to formal redress McDonald, Paula, Dear, Kerriann & Backstrom, Sandra (2008). Industrial Relations Journal, Vol. 39, No. 3, pp. 229-247. This study explores 318 cases of alleged workplace pregnancy discrimination reported to a community advocacy organisation in Australia, including reported derogatory comments about physical appearance, changed working conditions, denial of access to opportunities and less favourable work performance appraisal. Back to top Pregnancy And Productivity – It’s A Right Not A Privilege To Work While Pregnant The Pregnancy Guidelines were developed from HREOC’s Report of the National Inquiry into Pregnancy and Work. The primary aim of the Guidelines is to help workplace participants to understand and fulfil their obligations under the federal Sex Discrimination Act 1984. The Guidelines cover issues of pregnancy discrimination through all aspects of the employment relationship, including recruitment, employment and dismissal. From this website you can download the original report, a fact sheet, a media release and the guidelines. http://www.hreoc.gov.au/sex_discrimination/pregnancy/guidelines.html Paid Maternity Leave HREOC’s proposal for paid maternity leave is available from this website. The paper, speeches and other releases provide a wealth of information on paid maternity leave for those organisations considering the value and the issues in the debate for introducing paid maternity leave at an institutional level. http://www.hreoc.gov.au/sex_discrimination/pml2/index.html Policies and Practices Policies and Practices to Encourage Women Returners: A Case Study Davey, C.L. & Davidson M.J. (1994). Women in Management Review, Vol. 9 No. 7, pp. 4-14. This paper describes the results of a very practical research study that interviewed 16 women in depth as well as analysed completed questionnaires by a further 160 women who had taken maternity leave from one institution over an 8 year period. It is not an Australian study but results offer an insight into who returns to work, what provisions and opportunities encourage women to return and the benefits to the organization in providing these provisions. Breastfeeding-Friendly Workplace Accreditation Information Booklet The primary aim of the Australian Breastfeeding Association is to support and encourage women who choose to breastfeed. In response to the increasing number of women returning to work shortly after the birth of their baby, the Association has developed Breastfeeding-Friendly Workplace Accreditation to assist employers, unions and governments to provide facilities and formulate policies to support breastfeeding women in the workplace. http://www.breastfeeding.asn.au/bfinfo/mfwp.html You can download a pdf version of the accreditation information booklet, the accreditation application form and a list of accredited Breastfeeding-Friendly Workplaces. Pregnancy Discrimination Expecting the worst: circumstances surrounding pregnancy discrimination at work and progress to formal redress McDonald, Paula, Dear, Kerriann & Backstrom, Sandra (2008). Industrial Relations Journal, Vol. 39, No. 3, pp. 229-247. This study explores 318 cases of alleged workplace pregnancy discrimination reported to a community advocacy organisation in Australia, including reported derogatory comments about physical appearance, changed working conditions, denial of access to opportunities and less favourable work performance appraisal. Back to top Recruitment and Selection Ageism the new sexism. The Adelaide Advertiser, 13.05.2005. Duff, A. (2006). Surviving the age of discrimination. Director, Vol. 59 No. 6, p. 54. Prost, A. (2006). Recruitment of people with a disability. Canadian HR Reporter, Vol. 19 No. 1, pp. 11-12. Thew, P. Eastman, K. & Bourke J., (2005). Age Discrimination: Mitigating Risk in the Work Place. CCH: Australia. Tipper J. (2004). Increasing diversity through recruitment Practices: How to increase diversity through your recruitment practices. Industrial and Commercial Training, Vol 36 No.4, pp. 158-161. Promotion, Transfer and Termination Conger, S. (2002). Fostering a career development culture: reflections on the roles of managers, employees and supervisors. Career Development Journal, Vol. 7 No. 6, pp. 371-375. Kottke, J.L. & Agars, M.D. (2005). Understanding the processes that facilitate and hinder efforts to advance women in organizations. Career Development International, Vol. 10 No. 3, pp. 190-202. Mayerhofer, H., Hartmann, L.C. & Herbert, A. (2004). Career management Issues for flexpatriate International Staff. Thunderbird International Business Review, Vol. 46 No. , pp. 647-666. Ruderman, M.N. & Ohlott P.J. (1995). Promotion decisions as a diversity practice. Journal of Management Development, Vol. 14 No. 2, pp. 6-23. Training and Development Bagshaw, M. (2004). Is diversity divisive' A positive training approach. Industrial and Commercial Training, Vol. 36 No. 4, pp. 153-157. Bendick, M., Egan, M. & Lofhjelm, S. (2001). Workforce diversity training: From anti-discrimination compliance to organizational development. HR: Human Resource Planning, Vol. 24 No. 2, pp. 10-25. Boyle, M. (2005). Most mentoring program stink: But yours doesn’t have to. Training Vol. 42 No. 8, pp. 8-15. Lewis, A. & Fagenson, E. (1995). Strategies for developing women managers: How well do the fulfil their objectives' Journal of Management Development. Vol 14 No. 2, pp. 39-53. Long, S. (2002). Mentoring: A personal reflection. New Library World. Vol. 103 No. 1174, pp. 94-97. Maurer, T. & Rafuse, N. (2001). Learning, not litigating: Managing employee development and avoiding claims of age discrimination. Academy of Management Executive, Vol. 15 No. 4, pp. 110-121. McGregor, L. (2000). Mentoring an Australian experience. Career Development International. Vol. 5 No. 4/5, pp. 244-249. Newton, B. (2006). Training an age-diverse workforce. Industrial and Commercial Training, Vol. 38 No. 2, pp. 93-97. Taylor, W. (2005). A mentoring hand. The Age, My Career Section, p. 11, 26/11/2005. Work Organisation and Conditions of Service Allen, R., Dawson, G., Wheatley, K. & White, C. (2004). Diversity practices: learning responses for modern organizations. Development and Learning in Organizations, Vol. 18 No. 6, pp. 13-15. Carlson, L. (2005). Flexibility proves profitable for large firms. Employee Benefit News, September, pp. 73-74. Creagh, M. & Brewster, C. (1998). Identifying good practice in flexible working. Employee Relations, Vol. 20 No. 5, pp. 490-503. Deadrick, D., McAfee, B. & Champagne, P. (1996). Preventing workplace harassment: An organisational change. Perspective. Journal of Organizational Change Management, Vol. 9 No. 2, pp. 66-75. Francis, V. & Lingard, H. (2002). The case for family-friendly work practices in the Australian construction industry. Australian Journal of Construction Economics and Building, Vol. 2 No. 2, pp. 28-36. Gray, M. & Stanton, D. (2002). Work and family Life: Our workplaces, families and futures. Family Matters, No. 61 Autumn, pp. 4-11. Gray, M. & Tudball, J. (2002). Access to family-friendly work practices: Differences within and between Australian workplaces. Family Matters, No. 61 Autumn, pp. 30-35. McMaster, F. (2005). How flexible is your workplace' Workplace flexibility – IBM style. Local Government Manager, Vol. 39 No. 3, pp. 12-13. Sheridan, A. & Conway, L. (2000). Workplace flexibility: Reconciling the needs of employers and employees. Women in Management Review, Vol. 16 No. 1, pp. 5-11. Arrangements for Dealing with Sex-based Harassment Hemphill, H. & Haines, R. (1998). Confronting discrimination in your workplace. HR Focus, Vol.75 No. 7, pp. 5-6. Jackson, R. (1998). Sex discrimination cases: Big dollars demand senior involvement. Australian CPA, Vol. 68 No. 9, pp. 51-53. Jenero, K.A. & Galligano M.L. (2003). Courts continue to emphasize importance of policy development and training. Employee Relations Law Journal, Vol .28 No. 4, pp. 113-124. Pregnancy and Breastfeeding Davey, C.L. & Davidson M.J. (1994). Policies and practices to encourage women returners: A Case Study. Women in Management Review, Vol. 9 No. 7, pp. 4-14. Back to top