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Human Resource and Industrial Relations at Optiver


Assessment #2 – Case study (Graded)

This paper should base on Australian Industrial Relation and standing in master level, choice any one of the following option.
Referencing(Harvard author-date system, thoroughly and correctly used), minimum 18 different references included from the relevant literature; at least 12 of which must be from journal articles.
If you choice option 1, the organization must be in Australian company or industry.
If you choice option 2 or option 3, the organization can choice all companies or all industry, not necessary need Australian organization, it can be choice other country.
Option 1:
It has been said that ‘good HR results in good IR; bad HR results in bad IR. The disciplines of HR and IR are forever linked’. In other words, while the academic disciplines of Human Resource Management and Industrial Relations are specializations in their own right in reality they cannot be separated in the ‘real world’ of work.
Most, if not all, issues that could be said to fall under the umbrella of the study and professional practice of HR (including, but not necessarily limited to, recruitment and selection, performance management, compensation determination, occupational health and safety, training and development, dismissal, promotion, etc.) could, if performed poorly, have negative IR implications.
Using your own organization, or an organization of your choice, examine one or more practices that are undertaken that you would regard as being in the realm of HR and discuss how these, if done poorly, could lead to the emergence of IR issues.
Describe the HR practice/s as currently done, outlining your concerns, and make recommendations to your employer for improvement.
Option 2:
Explore the ‘downsizing’, ‘delayering’ and ‘casualization’ of the workforce in Australia generally and in your own organization or an organization of your choice over recent years. Examine the pros and cons of these processes.
Option 3:
Explain the term ‘enterprise bargaining’ and reflect on how it was done and the outcome of the process in your organization or an organization of your choice. Include in your examination an explanation of what is meant by levels of bargaining, bargaining agents, the scope of bargaining, the status of bargaining and the coverage of bargaining and, finally, discuss whether the move to enterprise bargaining has achieved the objectives of employers and employees more than the more centralised system of the past.

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Human Resource and Industrial Relations at Optiver


Human resource (HR) and Industrial relations (IR) have often been treated as separate disciplines but are in essence inseparable as far as the management of a company’s human resources is concerned. HR and IR are forever linked and there is no way of separating them in a real professional world. HR practices directly feed into IR outcomes and it can be inarguably expressed that good HR leads to good IR and poor HR leads to bad IR. This paper is a discussion on how HR is interlinked with IR and how failure to perform professional human resource practices could have negative IR implications. The discussion bases its focus on Optiver, an Australian algorithmic trading firm. In a bid to demonstrate the link between HR and IR, this paper will evaluate the HR practices at Optiver and how these could lead to the emergence of IR issues if done poorly.


About Optiver

Optiver is an algorithmic trading firm headquartered in Amsterdam and owned by a Dutchman named Rene van Zandwijk. The company began its operations in 1986 in Amsterdam and has with time accumulated a wealth of operating experience in financial markets. Through a deep understanding of factors that affect security and derivative prices, the company is able to use its innovative systems to swiftly respond to changes in the market. Optiver has grown to become one of the primary liquidity providers around the world. The company’s operations are mainly in Asia-Pacific, Europe, and the United States, where it has branches. Optiver employs around 600 workers from four different continents.

Optiver’s HR management practices are considered top-notch and the company has not only managed to attract top talent but also to maintain admirable working conditions for its employees. The BRW Magazine ranked the company number one in 2013 as the best to work in Australia in the BRW 50 Best to Work With list (Smith, 2013). Good policies that meet human resource management standards are attributed to this position. Optiver has great interest in the welfare of its employees and this is addressed through reasonable measures taken to keep employees satisfied.