Encouraged by a series of tribunal decisions in an economic climate demand
ing greater productivity, enterprise bargaining in Australia has gained
momentum since the mid-1980s. Bargaining is now permitted at the decen
tralized level of organizations which has assisted in workplace reform and
flexibility. This study explores its impact on the practice of managing human
resources and industrial relations. The experiences of employers and key prac
titioners engaged in enterprise bargaining processes are reported, focusing on
the quality of management and changes in management performance stem
ming from entetprise bargaining.
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