mind the gap 07
australia employee
november 2009
mind the gap 07
australia employee
november 2009
Australia
employee perspective
employer
Tia Di Biase and Philip Taylor
introduction
This report covers eight dimensions
of quality employment in Australia
from the employee perspective.
The data was collected using the
Australian Bureau of Statistics,
Household, Income and Labour
Dynamics in Australia survey
and the Australian Government
websites.
Organizations that want to remain employers-of-choice must periodically assess
how shifts in the business environment might affect the effectiveness of their talent
management strategies, policies and programs. Globalization and changes in the
age composition of the workforce - two important 21st century trends that have affect
today’s businesses - make it important for mangers to consider:
ππ How does age affect employees’ preferences for an idealized job and their
assessments of their employment experiences?
ππ Do employees’ perceptions of their employment experiences vary from
country to country?
What does “mind the gap” mean?
Train stations across England play
recorded messages to remind passengers
that they should “Mind the Gap.” These
words of caution urge train travelers to
pay attention to the space between the
door of the train car and the platform in
the station for safe commutes and travels.
agework@bc.edu
For this series of our research
publications, we have adopted the phase,
“Mind the Gap.” The Mind the Gap series
aim to remind employers to pay attention
to any gaps that might exist between
employees’ priorities and need and
employers’ allocation of workplace-based
resources. Our Mind the Gap papers also
aim to help our readers to such gaps in
quality of employment in other country
contexts.
1
Table of Contents
Quality of Employment: Dimensions of a “Good Job” and a “Good Place to Work” 3
Quality of Employment in Australia
Indicators of Fair, Attractive, and Competitive Compensation & Benefits 4
Indicators of Opportunities for Development, Learning & Advancement 6
Indicators of Wellness, Health & Safety Protections 7
Indicators of Opportunities for Meaningful Work 8
Indicators of Provisions for Employment Security & Predictabilities
9
Indicators of Workplace Flexibility
10
Indicators of Culture of Respect, Inclusion & Equity 15
Indicators of Promotion of Constructive Relationships at the Workplace 15
Summary and Conclusion: Minding The Gap
17
The Sloan Center on Aging & Work in
Boston, in collaboration with the Middlesex
University Business School in London,
created the Mind the Gap series to provide
employers with basic employment-related
information country-by-country. There are
two types of papers in the Mind the Gap
series.
Employee Series: This series examines
the perspectives that adults of different
ages have about employment and the
assessments that they make about their
employment experiences. These papers
focus on one central question: Does
age affect employees’ preferences for an
idealized job and their assessments of their
employment experiences?
Employer Series: This series examines
the prevalence of human resource policies
and programs at workplaces in a selected
country. Because most talent-management
strategies and programs are age-neutral, we
compare the availability of selected human
resource policies in practices in the targeted
country with the availability of similar policies
and practices in a small number of countries
with approximate economic circumstances.
These papers focus on one core question:
How does the availability of human resource
policies and programs in the targeted country
compare with other countries?
Although papers in both series focus on
a single country, when the information
contained in two or more papers are
considered in tandem, it is possible to
consider whether employees’ perceptions
of their employment experiences vary from
country to country.
2
http://www.bc.edu/agingandwork
mind the gap 07
australia employee
november 2009
Opportunities
for Development,
Learning &
Advancement
Fair, Attractive
and Competitive
Compensation &
Benefits
Promotion of
Constructive
Relationships at
the Workplace
Quality of Employment: Dimensions of a “Good Job” and a “Good Place to Work”
Most people would agree that “good jobs” are a “good thing.” High quality jobs offer
benefits to employees and to the organizations where they work.
Wellness,
Health &
Safety
Protections
Opportunities for
Meaningful Work
Quality of
Employment
Provisions for
Employment Security
& Predictabilities
Workplace
Flexibility
Culture of
Respect,
Inclusion
& Equity
ππ Benefits for Employees: The quality of employment affects the health and
well-being of employees. Research confirms that poor quality job (such
as jobs requiring extreme work hours, jobs that are very demanding –
particularly those where employees do not have access to the resources
they need to meet those demands) are associated with negative outcomes,
including high stress levels and physiological reactions such cardio-vascular
problems.1
ππ Benefits for Employers: Employers often connect the quality of employment
they offer to employees to their employer-of-choice strategies. There is some
evidence that the adoption of policies and practices that promote the quality
of employment available to employees is related to positive outcomes
for organizations, such as customer satisfaction and organizational
performance.2 Employer-of-choice strategies can result in enhanced
employee engagement which, in turn, can be linked to organizational
outcomes, including financial measures. For example, higher employee
engagement can reduce costs such as those associated with unwanted
turnover. One study found that 59% of highly engaged employees report
that they intend to stay with their employers in comparison to the 24% of
disengaged employees who “intend to stay.”3 A number of studies have
linked employee job satisfaction with positive performance indicators.
Fortune reports positive relationships between being recognized as a “great
place to work” and stock indices.4, 5
In this paper, we focus on eight important dimensions of the quality of employment:
••
Fair, Attractive, and Competitive Compensation & Benefits
••
Opportunities for Development, Learning & Advancement
••
Wellness, Health & Safety Protections
••
Opportunities for Meaningful Work
••
Provisions for Employment Security & Predictabilities
••
Workplace Flexibility
••
Culture of Respect, Inclusion & Equity
••
Promotion of Constructive Relationships at the Workplace
The following sections of this paper use the quality of employment framework as a
structure to discuss the perspectives of employees about their employment situations.
agework@bc.edu
3
quality employment in australia:
I. Indicators of Fair, Attractive, and Competitive Compensation & Benefits
ΩΩ Compensation and benefits are distributed in a fair and equitable manner,
meeting most of employees’ basic economic needs.
••
In the Australian Public Service employee survey, 50% of respondents (n = 9078,
response rate = 65%) attribute ‘salary’ as one of the five most important contributors
to job satisfaction. Among these respondents, 60% were satisfied or very satisfied
with their salary in 2008.6
••
In August 2008, the average weekly cash earnings for all Australian employees was
$957.90 AUD with higher earnings for those in the public sector ($1106.90 AUD)
than the private sector ($922.40 AUD).7
••
In 2008, the occupation level with the highest rate of employees entitled to paid
leave was managers (94.8%), with professionals following closely behind (90.9%).
Laborers were much less likely to receive paid leave entitlements, with just over half
reporting that this was available (56.3%).8
••
The industry most likely to support paid leave entitlements was financial and
insurance services (94.8%), followed by electricity, gas and water services (93.8%).
Accommodation and food services were the least likely to support paid leave
entitlements (34.8%).8
••
Full-time workers (70.7%) were considerably more likely to receive paid leave
entitlements than part-time workers (29.3%).8
••
Highly skilled occupations show the greatest prevalence of paid maternity leave,
with managers and administrators most likely to be able to access it (69%) and
elementary clerical, sales, and service workers (including laborers and related
workers) having far less access (20%).8
••
According to the Household, Income and Labour Dynamics in Australia (HILDA)
Survey results in 2005, females had the choice to take up to 52 weeks of unpaid
maternity leave while males were only entitled to one week within a week of their
child’s birth. According to Australian standards, males could be granted the same
52 weeks of unpaid entitlements if they were the primary care giver. However, this
differs with each employer.9
••
From 1982 until 2005, there was a clear upward trend of around 20% for men and
women to exercise formal parental leave. However, many women are not entitled to
paid maternity leave which has resulted in women returning to work earlier due to
loss of income.9
••
In Australia, as elsewhere, there is a now a public policy focus on decreasing welfare
dependency. In this regard, data show that 58.4% of retirement age households,
38.7% of lone mother households, and 6% of couple households are reliant on
government income.9
4
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Opportunities
for Development,
Learning &
Advancement
Fair, Attractive
and Competitive
Compensation &
Benefits
Promotion of
Constructive
Relationships at
the Workplace
Wellness,
Health &
Safety
Protections
Opportunities for
Meaningful Work
Quality of
Employment
Provisions for
Employment Security
& Predictabilities
Workplace
Flexibility
Culture of
Respect,
Inclusion
& Equity
mind the gap 07
australia employee
november 2009
Figure 1: Employment Benefits – by Gender
80%
79.5
71.2
75.5
73.2
65.7
70%
Overall, three quarters (75.5%)
of employees were entitled to
paid holiday leave in 2008 while
just over two-thirds (69%) were
entitled to paid long service leave.
In 2008, 44% of all employees
were entitled to paid maternity/
paternity leave, with this somewhat
more likely to be available to
women. 45.0% of females were
entitled to paid maternity leave in.
Men
69.6
Women
Total
60%
47.4
50%
40.9
44.0
40%
30%
20%
10%
0%
Paid Holiday
Leave
Paid Long
Service Leave
Paid Maternity/
Paternity Leave
Source: Australian Bureau of Statistics. (2009).8
agework@bc.edu
5
II. Indicators of Opportunities for Development, Learning & Advancement
ΩΩ Opportunities for the development of expanded skills and responsibilities
are available.
••
In the Australian Public Service employee survey of 2008, 31% of respondents
(n = 9,078, response rate = 65%) believed that ‘opportunities to develop my skills’
was one of the five most important contributors to job satisfaction. Among these
respondents, 61% were satisfied or very satisfied with the opportunities to develop
their skills.6
••
According to the Australian Bureau of Statistics, 55% of full-time employees and 41%
of part-time employees had completed at least one work-related course in 2005.10
••
When including those who are ‘marginally attached to the labour force,’ 48% of
employees aged 15 to 69 completed at least one work-related course in 2005. This
number has risen substantially, up from 30% in 1993.10
••
The median increase in annual earnings for full-time working men who participated
in skills related job training in 2003 to 2004 was 13.6% as opposed to 12.0% for
those who did not participate in such training. In contrast, skills related training did
not seem to affect women’s annual income.10
Opportunities
for Development,
Learning &
Advancement
Fair, Attractive
and Competitive
Compensation &
Benefits
Promotion of
Constructive
Relationships at
the Workplace
Wellness,
Health &
Safety
Protections
Opportunities for
Meaningful Work
Quality of
Employment
Provisions for
Employment Security
& Predictabilities
Workplace
Flexibility
Culture of
Respect,
Inclusion
& Equity
Figure 2: Aims of Job Training – by Gender (% of total workforce who undertook training)
80%
73.2
75.7
Men
Women
70%
60.5
60%
55.9
52.0
54.5
50%
40%
31.6
30%
28.2
24.7
23.5
20%
10%
0%
6.3
7.0
0.6 0.8
Getting Started
in Job
Improving Skills
in Current Job
Maintaining
or Meeting
Professionalor
Occupational
Standards
Skills for a
Possible
Future Job or
Promotion
General Skills
Health
and Safety
Other Aims
Source: Heady, B., Warren, D. (2008).9
6
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Among the respondents of the
HILDA survey, three quarters
(73.2%) of respondents considered
‘improving skills in current job’
as the main reason for engaging
in training. This was followed by
those who deemed ‘maintaining
or meeting professional standards’
(58.2%) and ‘general skills’ (53.2%)
to be the main reasons.
III. Indicators of Wellness, Health & Safety Protections
mind the gap 07
australia employee
november 2009
Opportunities
for Development,
Learning &
Advancement
Fair, Attractive
and Competitive
Compensation &
Benefits
Promotion of
Constructive
Relationships at
the Workplace
ΩΩ Well-being is promoted through workplace policies, and social protections are
offered in case of illness.
Wellness,
Health &
Safety
Protections
••
In the Australian Public Service employee survey, almost three quarters (71%) of
respondents (n = 9,078, response rate = 65%) in 2008 were satisfied or very satisfied
with their work-life balance.6
••
75.6% of employees were entitled to paid sick leave (males = 79.4%, females =
71.6%) in 2008.8
••
80% of mature age workers had a chronic health condition as opposed to 90% of
the non-working mature age population.11
••
According to older workers aged 45 to 74 years, 40% claimed that retirement was
greatly influenced by personal health or physical abilities. However, financial security
was somewhat more influential in the retirement decision (42%).11
••
19% of the older population who wanted to be in the labor force but were not
reported ‘own long term ill health or disability’ as the primary reason for not actively
seeking work.11
Opportunities for
Meaningful Work
Quality of
Employment
Provisions for
Employment Security
& Predictabilities
Workplace
Flexibility
Culture of
Respect,
Inclusion
& Equity
Figure 3: Proportion of Employees with NHPA Conditions – by Industry
Men
Tradespersons and related workers
(aged 45 to 74 years) have the
highest rate of National Health
Priority Area (NHPA) conditions
(83.6%). NHPA conditions include
arthritis or osteoporosis, asthma,
cancer, cardiovascular disease,
diabetes, injury, mental health and
obesity.
Women
All Persons
100%
83.4
80.3
85.4
82.5
81.6
80%
74.8
83.7 83.1 83.6
86.5
77.8
76.4
80.2
77.2 78.1 77.6
70.7
67.6
60%
40%
20%
0%
Managers and
Administrators
Professionals
Associate
Professionals
Tradespersons and
Related Workers
Intermediate
Clerical, Sales, and
Service Workers
Laborers and
Related Workers
Source: Australian Bureau of Statistics. (2008).11
agework@bc.edu
7
IV. Indicators of Opportunities for Meaningful Work
ΩΩ Opportunities for meaningful and fulfilling work are available.
••
In the Australian Public Service employee survey, 28% of respondents (n = 9,078,
response rate = 65%) attributed the ‘chance to make a useful contribution to
society’ as one of the most important contributors to job satisfaction. Among these
respondents, more than three quarters (79%) were satisfied or very satisfied with the
‘chance to make a useful contribution to society’ in 2008.6
Opportunities
for Development,
Learning &
Advancement
Fair, Attractive
and Competitive
Compensation &
Benefits
Promotion of
Constructive
Relationships at
the Workplace
Figure 4: Level of Satisfaction - by Category
60%
40%
26
22
20%
13
12
10%
9
7
3
2
0%
Chance to Make a Useful
Contribution to Society
Seeing Tangible Results
from My Work
Source: Australian Public Survey Commission, (2008).6
8
Quality of
Employment
Provisions for
Employment Security
& Predictabilities
Workplace
Flexibility
Culture of
Respect,
Inclusion
& Equity
Satisfied
Neither Satisfied
Nor Dissatisfied
Dissatisfied
Very Dissatisfied
50%
30%
Opportunities for
Meaningful Work
Very Satisfied
54
53
Wellness,
Health &
Safety
Protections
http://www.bc.edu/agingandwork
76% of employees who responded
to the Australian Public Service
survey claimed that they were
satisfied or very satisfied with
seeing tangible results from their
work.
V. Indicators of Provisions for Employment Security & Predictabilities
mind the gap 07
australia employee
november 2009
Opportunities
for Development,
Learning &
Advancement
Fair, Attractive
and Competitive
Compensation &
Benefits
Promotion of
Constructive
Relationships at
the Workplace
ΩΩ Terms of employment are communicated clearly, with an emphasis on smooth
transitions through jobs and careers.
Wellness,
Health &
Safety
Protections
••
In the Australian Public Service employee survey, two fifths of respondents (41%)
(n = 9,078, response rate = 65%) classified ‘job security’ as an important factor in
attracting them to a job.6
••
Even though perceived job security had increased in 2005, casualization of the work
force appears to be a contributor to the existing job insecurity. Casual workers have
increased from 13% of the workforce in 1990 to 25% in 2004 for males and from
28% to 31% among females. This is usually due to employees sacrificing leave
entitlements and permanence for higher pay.12
Opportunities for
Meaningful Work
Quality of
Employment
Provisions for
Employment Security
& Predictabilities
Workplace
Flexibility
Culture of
Respect,
Inclusion
& Equity
Figure 5: Self Assessed Chance of Losing Job in the Next Twelve Months – by Age
30%
15-24
25-34
35-44
45-54
55-64
65+
Total
26.6
As shown in Figure 5, self-reported
job security increased over the
period from 2001 to 2005.
25%
21.8
20%
17.8
15.5 15.3
15%
16.2
14.2
13.3 13.0 13.0
13.3
12.8
12.8
12.5
11.2
9.1
8.0
8.9 8.5
8.9
9.6
9.5
10.0
8.8
7.4
5.2
5%
0%
10.5
10.2
10%
Women
Men
2001
Women
Men
2005
Source: Australian Public Survey Commission, (2008).6
agework@bc.edu
9
VI. Indicators of Workplace Flexibility
ΩΩ Options, choice, and control over work conditions and hours are available.
••
In the Australian Public Service employee survey, approximately half (52%) of
respondents (n = 9,078, response rate = 65%) viewed ‘flexible work arrangements’
as one of the five most important contributors in job satisfaction. Among
these respondents, 86% were satisfied or very satisfied with their flexible work
arrangements.6
Opportunities
for Development,
Learning &
Advancement
Fair, Attractive
and Competitive
Compensation &
Benefits
Promotion of
Constructive
Relationships at
the Workplace
••
According to the longitudinal HILDA survey, 43% of women working full-time who
preferred fewer hours of work in 2001, still preferred fewer work hours in 2005. For
men, 42% who were working full-time and preferred their current hours in 2001 still
preferred their current hours in 2005.9
••
In 2007, casual employees were less likely to have flexible work arrangements. 30%
of casual employees had the opportunity to work more hours in order to enable
them to take time off, compared with 52 % of employees with leave entitlements.
Furthermore, those with leave entitlements were more likely to have the ability to
choose when they preferred to take holidays (89%) as opposed to 77% of casual
employees.13
••
However, casual employees (40%) and those with leave entitlements (43%) were
almost equally likely to be able to choose their start and finish times. Among such
employees, 65% claimed that they were able to choose their start and finish times on
a day-to-day basis, somewhat less than those with paid leave entitlements (74%). By
contrast, 54% of part-time employees were able to choose days of work as opposed
to 25% of full-time employees.13
••
In 2007, those most likely to ‘have a say in start and finish times’ (68%) and ‘some
say in days worked’ (66.7%) were working in ‘professional, scientific, and technical
services.’ Employees within the ‘financial and insurance service’ industry without
paid leave entitlements are given greater flexibility when choosing their holiday times
(88.9%) when compared with other employees without paid leave entitlements.13
••
For those with leave entitlements, employees in ‘electricity, gas, water and waste
services’ were the most likely to ‘have some say in start and finish times’ (59.9%)
and ‘work extra hours to take time off’ (65.8%). Similarly to those without leave
entitlements, employees with leave entitlements who were most likely to be able to
choose when to take holiday leave were those working in ‘financial and insurance
services’ (98.1%).13
10
http://www.bc.edu/agingandwork
Wellness,
Health &
Safety
Protections
Opportunities for
Meaningful Work
Quality of
Employment
Provisions for
Employment Security
& Predictabilities
Workplace
Flexibility
Culture of
Respect,
Inclusion
& Equity
mind the gap 07
australia employee
november 2009
Figure 6a-d shows the working
arrangements for employees
without paid leave entitlements.
The categories refer to what
employees have some say in.
Figure 6a: Working Arrangements for Those Without Paid Leave Entitlements
Start and Finish Times
Clerical and
Administrative Workers
58.3
Community and
Personal Service Workers
37.1
18.9
Laborers
Machinery Operators
and Drivers
19.4
45.3
Managers
48.3
Professionals
42.0
Sales Workers
Technicians and
Trades Workers
0%
34.1
10%
20%
30%
40%
50%
60%
Source: Australian Bureau of Statistics, (2009).13
Figure 6b: Working Arrangements for Those Without Paid Leave Entitlements
Holiday Leave
Clerical and
Administrative Workers
83.2
Community and
Personal Service Workers
77.3
71.7
Laborers
Machinery Operators
and Drivers
72.6
78.2
Managers
71.6
Professionals
82.8
Sales Workers
Technicians and
Trades Workers
0%
75.1
20%
40%
60%
80%
100%
Source: Australian Bureau of Statistics, (2009).13
agework@bc.edu
11
Figure 6c: Working Arrangements for Those Without Paid Leave Entitlements
Work Extra Hours to Take Time Off
Clerical and
Administrative Workers
44.2
Community and
Personal Service Workers
24.6
22.8
Laborers
Machinery Operators
and Drivers
29.6
42.0
Managers
34.4
Professionals
26.8
Sales Workers
Technicians and
Trades Workers
35.1
0%
10%
20%
30%
40%
50%
Source: Australian Bureau of Statistics, (2009).13
Figure 6d: Working Arrangements for Those Without Paid Leave Entitlements
Days Off
Clerical and
Administrative Workers
59.3
Community and
Personal Service Workers
57.7
40.8
Laborers
Machinery Operators
and Drivers
32.2
48.4
Managers
59.6
Professionals
64.1
Sales Workers
Technicians and
Trades Workers
0%
38.5
10%
20%
30%
40%
50%
60%
70%
Source: Australian Bureau of Statistics, (2009).13
12
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80%
mind the gap 07
australia employee
november 2009
Figure 7a-d shows the working
arrangements for employees
without paid leave entitlements.
The categories refer to what
employees have some say in.
Figure 7a: Working Arrangements for Employees with Paid Leave Entitlements
Start and Finish Hours
Clerical and
Administrative Workers
49.6
Community and
Personal Service Workers
29.2
18.9
Laborers
Machinery Operators
and Drivers
19.4
69.6
Managers
50.5
Professionals
42.0
Sales Workers
Technicians and
Trades Workers
0%
33.0
10%
20%
30%
40%
50%
60%
70%
80%
Source: Australian Bureau of Statistics, (2009).13
Figure 7b: Working Arrangements for Employees with Paid Leave Entitlements
Holiday Leave
Clerical and
Administrative Workers
94.4
Community and
Personal Service Workers
83.1
90.4
Laborers
Machinery Operators
and Drivers
90.6
93.5
Managers
79.1
Professionals
95.1
Sales Workers
Technicians and
Trades Workers
0%
91.8
20%
40%
60%
80%
100%
Source: Australian Bureau of Statistics, (2009).13
agework@bc.edu
13
Figure 7c: Working Arrangements for Employees with Paid Leave Entitlements
Work Extra Hours to Take Time Off
Clerical and
Administrative Workers
64.8
Community and
Personal Service Workers
37.6
39.8
Laborers
Machinery Operators
and Drivers
42.5
58.2
Managers
47.8
Professionals
50.6
Sales Workers
Technicians and
Trades Workers
0%
55.4
10%
20%
30%
40%
50%
60%
70%
80%
Source: Australian Bureau of Statistics, (2009).13
Figure 7c: Working Arrangements for Employees with Paid Leave Entitlements
Work Extra Hours to Take Time Off
Clerical and
Administrative Workers
27.2
Community and
Personal Service Workers
36.5
15.6
Laborers
Machinery Operators
and Drivers
14.5
35.9
Managers
33.1
Professionals
35.2
Sales Workers
Technicians and
Trades Workers
0%
21.9
5%
10%
15%
20%
25%
30%
35%
Source: Australian Bureau of Statistics, (2009).13
14
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40%
VII. Indicators of Culture of Respect, Inclusion & Equity
mind the gap 07
australia employee
november 2009
Opportunities
for Development,
Learning &
Advancement
Fair, Attractive
and Competitive
Compensation &
Benefits
Promotion of
Constructive
Relationships at
the Workplace
ΩΩ Diversity, inclusion, and employee personal growth are valued.
Wellness,
Health &
Safety
Protections
••
In 2007, 14% of the indigenous population in Australia was unemployed. The
highest unemployment rate that was recorded for the indigenous population was in
regional areas (17%). This was significantly more than the unemployment rate of
4.3% for the general population at that time.14
••
In Australia, there are notable discrepancies between income and gender. In May
2008, female earnings, on average, only amounted to 65.3% of those of men. A
contributing factor to this difference is that more women (45.5%) work part-time
than men (14.5%). When only including full-time workers, the ratio of women’s pay
against men’s rises to 80.5%.15
Opportunities for
Meaningful Work
Quality of
Employment
Provisions for
Employment Security
& Predictabilities
Workplace
Flexibility
Culture of
Respect,
Inclusion
& Equity
VIII. Indicators of Promotion of Constructive Relationships at the Workplace
ΩΩ Interactions with supervisors and coworkers are professional and respectful.
Opportunities
for Development,
Learning &
Advancement
Fair, Attractive
and Competitive
Compensation &
Benefits
Promotion of
Constructive
Relationships at
the Workplace
Wellness,
Health &
Safety
Protections
••
In the Australian Public Service employee survey, 53% of respondents (n = 9,078,
response rate = 65%) identified ‘good work relationships’ as one of the five most
important contributors to job satisfaction. Among these respondents, 87% were
satisfied or very satisfied with their work relationships (see Figure 8).6
••
In Australia, trade union membership has deceased dramatically since 1986, falling
from 46% to 19% by 2008.16
••
Older employees tend to have higher rates of trade union membership, while that
among employees aged between 15 to 24 declined from 36% in 1986 to 10% by
2007.16
Opportunities for
Meaningful Work
Quality of
Employment
Provisions for
Employment Security
& Predictabilities
Workplace
Flexibility
Culture of
Respect,
Inclusion
& Equity
agework@bc.edu
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Figure 8: Working Relationships - by Job Satisfaction
60%
Very Satisfied
52
Satisfied
Neither Satisfied
Nor Dissatisfied
Dissatisfied
Very Dissatisfied
50%
40%
39
37
35
30%
20%
10%
7
8
5
9
42% of these respondents believed
that a good manager is one of
the five most important factors
determining job satisfaction.
76% of these respondents were
satisfied or very satisfied with their
manager.
7
2
0%
Good Working Relationships
Good Manager
Source:: Australian Public Survey Commission, (2008).6
Figure 9: Unionization Rates - by Sector and Type of Employment
54.7
Public Sector
41.1
1997
23.3
Private Sector
2007
13.7
33.7
Full-time
20.7
21.3
Part-time
14.3
36.0
With Paid
Leave Entitlements
Without Paid
Leave Entitlements
0%
23.3
13.8
6.9
10%
20%
30%
40%
50%
60%
Source:Australian Bureau Statistics, (2008).16
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http://www.bc.edu/agingandwork
The public sector demonstrates
higher rates of unionization
(41.1%) as compared to the private
sector (13.7%). Unionization
rates are also higher for full-time
employees (20.7%) than for
part-time employees (14.3%). In
addition, there are more trade
union members who have paid
leave entitlements (23.3%) than
those who do not (6.9%).
mind the gap 07
australia employee
november 2009
summary and conclusion:
minding the gap
This paper identifies the most important elements of quality employment as perceived
by Australian employees. Of the eight dimensions considered, good work relationships
and flexible work arrangements are the most valued aspects influencing employee job
satisfaction. Workers from ‘lower level’ occupations are rather less likely to be able to
access quality work. There are also marked sectoral differences in terms of the provision of
aspects of quality work.
Indicators of opportunities for development, learning, and advancement showed the
number of employees who complete a work-related training course has increased since
1993. Nevertheless, there seems to be considerable scope for increasing participation in
vocational education and training.
Other positive findings were that employees tended to be satisfied with their work-life
balance and felt that having the chance to make a contribution to society was important.
Provisions for employment security and predictabilities indicated job security has steadily
increased from 2001. Notably, casualization of the Australian labor market has increased
markedly.
Although Australia is a multicultural country, the indigenous population is
underrepresented in the workforce. There is also a marked gender/pay gap in the
Australian labor market.
agework@bc.edu
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about the institute
Established in 2007 by the Sloan Center on Aging & Work, the Global Perspectives
Institute is an international collaboration of scholars and employers committed to the
expansion of the quality of employment available to the 21st-century multi-generational
workforce in countries around the world.
The Global Perspectives Institute focuses on innovative and promising practices that
might be adopted by employers and policy-makers.
The Institute’s research, publications, and international forums contribute to:
ΩΩ a deeper understanding of the employment experiences and career aspirations of employees of different ages who work in countries around the world;
ΩΩ informed decision making by employers who want to be employers of choice
in different countries; and
ΩΩ innovative thinking about private-public partnerships that promote sustainable, high quality employment.
In addition to the Mind the Gap series, the Global Perspectives Institute publishes
a Statistical Profile Series that highlights workforce demographic trends in different
countries and a Global Policy Series that focuses on selected workforce policy in certain
country contexts.
For more information on SCAW publications, please visit us online at:
www.bc.edu/agingandwork
The Sloan Center on Aging & Work at Boston College promotes quality of employment
as an imperative for the 21st-century multi-generational workforce. We integrate
evidence from research with insights from workplace experiences to inform innovative
organizational decision making. Collaborating with business leaders and scholars in a
multi-disciplinary dialogue, the Center develops the next generation of knowledge and
talent management.
The Sloan Center on Aging & Work is grateful for the continued support of the Alfred P.
Sloan Foundation.
Tia Di Biase is a psychology/politics student at Swinburne University of Technology, Melbourne, Australia.
Her current research interests include public policy, ageing and mental health.
Philip Taylor is Director of the Business, Work and Ageing Centre for Research at Swinburne University of
Technology in Melbourne. His research interests include individual orientations to work and retirement;
employer attitudes and practices towards older workers; international developments in public policies
aimed at combating age barriers in the labor market and at prolonging working life; and healthy ageing.
18
http://www.bc.edu/agingandwork
mind the gap 07
australia employee
november 2009
references
1 For example, see:
Barnett, R. C., & Gareis, K. C. (2002). Full-time and reduced-hours work schedules and marital quality: A study of
female physicians with young children. Work and Occupations, 29(3), 364-379.
Butler, A. B., Grzywacz, J. G., Bass, B. L., & Linney, K. D. (2005). Extending the demands-control model: A daily
diary study of job characteristics, work-family conflict and work-family facilitation. Journal of Occupational and
Organizational Psychology, 78(2), 155-169.
Karasek, R. A., Jr. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign.
Administrative Science Quarterly, 24(2), 285-308.
Kasl, S. V. (1996). The influence of the work environment on cardiovascular health: A historical, conceptual, and
methodological perspective. Journal of Occupational Health Psychology, 1(1), 42-42.
Johnson, J. V., & Hall, E. M. (1988). Job strain, work place social support, and cardiovascular disease: A crosssectional study of a random sample of the Swedish working population. American Journal of Public Health,
78(10), 1336-1342.
Lewis, S. Brookes, M., Mark, A. & Etherington, D. (2008). Work engagement, work-family enrichment and gender:
A positive approach to quality of working life. Working Paper. London: Middlesex University Business School.
Melchior, M., Niedhammer, I., Berkman, L. F., & Goldberg, M. (2003). Do psychosocial work factors and social
relations exert independent effects on sickness absence? A six year prospective study of the GAZEL cohort.
Journal of Epidemiology & Community Health, 57(4), 285-293. doi:10.1136/jech.57.4.285
Swanberg, J. E., & Simmon, L. A. (2008). Quality jobs in the new millennium: Incorporating flexible work options
as a strategy to assist working families. Social Service Review, 82(1), 119-147.
Wilson, M. G., Dejoy, D. M., Vandenberg, R. J., Richardson, H. A., & McGrath, A. L. (2004). Work characteristics
and employee health and well-being: Test of a model of healthy work organization. Journal of Occupational and
Organizational Psychology, 77(4), 565-588.
2 For example, see:
Allen, T. D., Eby, L. T., Poteet, M. L., Lentz, E., & Lima, L. (2004). Career benefits associated with mentoring for
protégés: A meta-analysis. Journal of Applied Psychology, 89(1), 127-136.
Barnett, R. C., & Hall, D. T. (2001). How to use reduced hours to win the war for talent. Organizational Dynamics,
29(3), 192.
Edmans, A. (2008). Does the stock market fully value intangibles? Employee satisfaction and equity prices.
Philadelphia, PA: University of Pennsylvania- The Wharton School. Retrieved from http://ssrn.com/
abstract=985735
3 Towers Perrin. (2005). Winning strategies for a global workforce: Attracting, retaining and engaging employees
for competitive advantage. Stamford, CT: Towers Perrin. Retrieved from http://www.towersperrin.com/tp/
getwebcachedoc?webc=HRS/USA/2006/200602/GWS.pdf
4 Great Places to Work Institute. What makes a great place to work: Financial results. Retrieved from http://www.
greatplacetowork.com/great/graphs.php
5 Unfortunately, most of the research linking employer-of-choice strategies with business outcomes tends to focus
on correlational relationships. Such studies do not definitively establish that being a “best place to work”
causes positive organizational performance; indeed, it also might be true that high profits and strong financial
growth cause higher employee engagement and foster perceptions that a particular workplace is an employer
of choice.
agework@bc.edu
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6 Australian Public Survey Commission. (2008). State of the service employee survey results: state of the service
series 2007-08. Commonwealth of Australia.
7 Australian Bureau of Statistics. (2009). Employee earnings and hours, Australia, 2008. Retrieved June 16, 2009,
from: http://www.abs.gov.au/AUSSTATS/abs@.nsf/DetailsPage/6306.0May%202006?OpenDocument.
8 Australian Bureau of Statistics. (2009). Forms of employment. Retrieved June 12, 2009, from: http://www.abs.
gov.au/ausstats/abs@.nsf/mf/6359.0
9 Heady, B., & Warren, D. (2008). Families, incomes, and jobs, volume 3: a statistical report on waves 1 to 5 of the
HILDA survey. Melbourne Institute of Applied Economic and Social Research, The University of Melbourne.
10 Australian Bureau of Statistics. (2006). Education and training experience, Australia, 2005. Retrieved June 12,
2009, from: http://www.abs.gov.au/AUSSTATS/abs@.nsf/mf/6278.0
11 Australian Bureau of Statistics. (2008). Health of mature age workers in Australia: a snapshot 2004-2005. Retrieved August 13, 2008, from: http://www.abs.gov.au/ausstats/abs@.nsf/mf/4837.0.55.001
12 Australian Bureau of Statistics. (2009). Measures of Australia’s progress, 2009. Retrieved March 13, 2009, from:
http://www.abs.gov.au/AUSSTATS/abs@.nsf/DetailsPage/1370.02006%20(Reissue)?OpenDocument
13 Australian Bureau of Statistics. (2009). Australian labour market statistics, Apr. 2009. Retrieved July 03, 2009,
from: http://www.abs.gov.au/AUSSTATS/abs@.nsf/mf/6105.0
14 Australian Bureau of Statistics. (2008). Labour force characteristics of aboriginal and torres strait islander Australians, estimates from the labour force survey, 2007. Retrieved from December 8, 2008, from: http://www.abs.
gov.au/AUSSTATS/abs@.nsf/dc057c1016e548b4ca256c470025ff88/e4e8e73b876357fdca256ad40082756b!Open
Document
15 Department of Families, Housing, Community Services and Indigenous Affairs. (2008). Inquiry into pay equity
and associated issues related to increasing female participation in the workforce. Retrieved August 7, 2009, from:
http://www.fahcsia.gov.au/sa/women/progserv/economic/Pages/payequity.aspx
16 Australian Bureau Statistics. (2008). Employee earnings, benefits and trade union membership, Australia, Aug.
2008. Retrieved July 3, 2008, from: http://www.abs.gov.au/AUSSTATS/abs@.nsf/ProductsbyReleaseDate/3AC
58BDF664E8ED5CA256FCB00735B35?OpenDocument
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http://www.bc.edu/agingandwork
mind the gap 07
australia employee
november 2009
Mind the Gap Series:
mtg01:
mtg01: mtg02: mtg02: mtg03: mtg03: mtg04: mtg05: mtg06: mtg07: mtg08: United States, Employee
United States, Employer
Japan, Employee
Japan, Employer
South Korea, Employee
South Korea, Employer
United Kingdom, Employer
China, Employee
Singapore, Employer
Australia, Employer
Denmark, Employee
For all of the Center’s publications, visit our website at www.bc.edu/agingandwork
agework@bc.edu
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