by Nick Wailes & Russell D. Lansbury

I. The types of flexibility introduced

V. Outcomes of collective bargaining on flexibility

The effects of Australian industrial relations reform during the 1990s have resulted in a diverse range of outcomes. The changes are sometimes discussed in terms of two broad models of "old" and "new" industrial relations (see Lansbury, 1990; Rimmer, 1995). While details and emphases vary, a number of commentators suggest that Australia (like other comparable economies) is moving from adversarial relations between management and employees to collaboration; from reliance on external third parties to regulate industrial relations to a more decentralized, less regulated and enterprise-based focus; from work organizations based on compliance to new approaches which focus on commitment; and from a low trust to a high trust environment. Some writers simply suggest that change is taking place, while others adopt a proselytising tone, arguing that unless management and unions adopt the new flexible approach, enterprises will be wiped out by increasingly fierce international competition and unions will become irrelevant. Recent Australian research which has focussed on a number of key industries, and firms within those industries, indicates that the division between "old" and "new" is too simplistic (Kitay and Lansbury, 1997). Rather, it is argued, elements of both can often be found within one industry and even the same enterprise. Nevertheless, a wide range of approaches are being tried and implemented.