Bài giảng Managing Diversity - Chapter 15 Managing young workers

Chapter 15Managing young workersRobin Price, Janis Bailey and Damian OliverCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity15-*Who is the young worker?‘Youth’ are officially aged 15–24Majority in retail; hospitality; cultural and recreational servicesMajority in ‘secondary labour market’Very diverse‘Student workers’, e.g. high school and tertiary studentsFull-time workers in jobs ranging from services and blue collar (e.g. apprenticeships) to young graduatesCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity15-*The contextIncreased school retentionGrowth of service sectorGrowth of 24/7 tradingLabour market factors, e.g. relative shortage or abundance of adult labourIndustrial relations system:Few limits on casualisation in Australia‘Junior rates’ make young workers attractive on cost groundsCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity15-*Employment issuesPoor OHS and high injury ratesAbuse (customers); bullying (supervisors); initiation rites; sexual harassment (customers, co-workers and supervisors)Work–life balance issues (particularly work–study and work–leisure balance)Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity15-*Challenges for employersComplying with young-person specific legislation (usually for under-16s)Minimising OHS risks, bullying, harassment, etc.Providing appropriate induction and training (ongoing, appropriately sequenced)Ensuring effective supervision (especially training of frontline management)Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity15-*Oliver’s study:graduate professionalsUniversity students in paid work secure better post-uni jobs if they work while studying.Students had better outcomes if they undertook less than 10 hours of work per week, as opposed to 10–19 hours per week.Students valued flexibility, and comfortable about asserting study needs to employersEmployers can maximise the benefits of having a motivated workforce able to carry out complex tasksCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity15-*Price’s study: Students in supermarketsStores traded 83 hours per weekApproximately 50 per cent of staff are under 21 years of age.Junior wages (as low as 45 per cent of adult wage) coupled with tight wage budgets led to high usage of youth workers.Turnover high, which refreshed staffing base and kept wages lowStrategies to reduce cost of recruitmentMix of casual and permanent part-time workCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity15-*ConclusionNot all young workers the same – heterogeneitySocial expectations and legal requirements place higher ‘duty of care’ on employers of young peopleNeed to take into account generational differences in work goals and expectationsCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity15-*