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In this study, we argue that effective workplace education and training is critical to support workers with intellectual disability (WWID) at work. Moreover, we contend that it is workplace learning that prepares WWID for future career development and opportunities to enrol in and gain vocational education and training (VET) qualifications. However, management often fails to meet the needs of these workers. Our qualitative study is set in two Australian organisations where we carried out semi-structured interviews with 10 management staff and 20 WWID to examine workplace education and training for WWID. We adopted the DOTS model (decision learning; opportunity awareness; transition learning; self awareness), as the framework to unpack workplace interventions designed for WWID. The research found that opportunities to participate in workplace interventions are driven by management and WWID can be productive and successful staff members. WWID can reach levels of confidence where they seek work opportunities for development and VET qualifications. We challenge organisations to be innovative and creative, through the work-life journey of WWID, and encourage them to reach their full potential. Through effective workplace interventions more organisations can contribute to bridging the gap that often marginalises WWID.

Background: Employment rates for Australians with an intellectual disability remain low. Effective evidence-based strategies are required to guide future interventions, to enable people with intellectual disability achieve better employment outcomes. Methods: A literature search of peer-reviewed articles published between 2001 and 2015 was conducted using four electronic databases. Articles were reviewed and sorted according to employment setting and type of support provided. Results: Twenty-two studies were identified. Four studies of open employment examined workplace level strategies and 17 investigated individual level strategies. A single study of supported employment examined individual level change. Results suggested potential strategies that can be utilised to support people with intellectual disability obtain and maintain employment. Conclusions: Existing evidence regarding open employment for people with intellectual disabilities could be enhanced through the conduct of rigorous outcomes-focused studies that attend to specific strategies at both individual and organisation levels.

Contemporary research has focused on antecedents, incidences, and consequences of workplace violence in the healthcare sector. However, little is known about the role of HRM in supporting healthcare workers to cope with negative emotions arising from workplace violence. Grounded in the conservation of resources theory, this study examines the moderating effects of wellbeing HRM practices (WBHRM) on the relationship between workplace violence and job stress. We also examine the mediation effects of job stress on the relationship between workplace violence and quality of care. Data were gathered from 254 and 225 (Study 1) aged care workers (nurses and personal care assistants) in Australia and 136 healthcare workers (doctors and nurses) in China (Study 2) across multiple waves. We use a new measure of WBHRM in this paper to test our hypotheses. Results show that the presence of WBHRM practices moderated the relationship between workplace violence and job stress. We also found that job stress mediates the relationship between workplace violence and quality of care. The findings contribute to the HRM literature by providing an innovative WBHRM approach to support health care workers to cope with job stress after they experience workplace violence. [ABSTRACT FROM AUTHOR]

Despite the growing interest in the phenomenon of extreme work amongst academics, policy makers and the media, the area is characterized by different constructs, terminology, and disparate research findings on both contexts and outcomes. The aim of this positional paper, as part of a double Special Issue on extreme work and ‘working extremely’, is to provide a timely review of the field and bring some coherence to it through providing a classification of extreme work and its associated outcomes. Specifically, we use the outputs of a systematic review to capture and map the complexity of this area of research, illustrate the different contexts that influence and shape its emergence, and highlight different employee outcomes. Our typology serves as a heuristic device to categorize the 12 papers that make up this Special Issue, map potential future research questions and avenues, and identify human resource management (HRM) practice implications at multiple levels. [ABSTRACT FROM AUTHOR]

Sister city relationships (SCRs) are a platform through which local governments (LGs) engage internationally. Increasingly, there is an expectation that such international engagement delivers economic opportunities and returns. Many LGs are therefore pursuing local economic development (LED) through their SCRs. Drawing on a national survey of Australian LGs (stage 1) and interviews with key council staff and stakeholders in five LG areas maintaining Australia–China SCRs (stage 2), this paper contributes to growing literature on LED by examining how LGs have developed their own capacities and supported local small‐ and medium‐sized enterprises (SMEs) to engage internationally. Our findings reveal insights into how Australian LGs have achieved international engagement through two strategies that leverage their SCRs, namely building government's capabilities and developing SMEs' capabilities. This paper contributes new insights into the evolving role of LGs in LED, including both current experimentation, challenges, and future opportunities. Points for practitioners: A growing number of Australian local governments pursue LED through their Chinese sister city relationships.Supporting the internationalisation of SMEs is an emerging component of local government pursuit of LED.International engagement of local governments has necessitated enhanced capacities in human, external, and financial resources.Findings highlight the unique and often overlooked role of local‐to‐local diplomatic and economic relations. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to examine the HRD practices of multinational enterprises (MNEs) operating in Australia to understand the value that MNEs place on investment in their human capital, particularly managerial talent. Design/methodology/approach: Drawing on a representative sample of 211 MNEs operating in Australia, this paper investigates the extent (using frequencies) and determinants (using logistic regression analysis) of training and development expenditure, management development strategies, talent management and succession planning policies. Findings: The findings suggest that less than 20 per cent of MNEs operating in Australia are investing over 4 per cent of their annual pay bill on training and development. Furthermore, almost a quarter of firms invest less than 1 per cent in training and development. However, most MNEs invest in their managers and those with high potential through the use of management development programmes, talent management strategies and succession planning. Interestingly, in comparison to US MNEs, Australian MNEs were less likely to use management development or talent management programmes for senior management or high performing staff. Research limitations/implications: The current study is cross-sectional and represents a snapshot of MNEs' HRD practices at one point in time. The study measured the perceptions of the most senior HR manager and did not include the views of other organisational participants. The authors suggest the need for future research studies that incorporate longitudinal research designs and the views of different organisational actors. Practical implications: HR managers or HRD specialists need to develop a strong understanding of the Australian institutional context, as well as demonstrate the importance/business case for an integrative approach to HRD. Originality/value: This paper fulfils an identified need to study the HRD practices of MNEs operating in Australia, particularly focusing on the value that MNEs place on their human capital.