Micro-economic reform was a response to the declining economic
competitiveness of the Australian economy. A central pillar in this
was the deregulation of the labour market to develop more efficient
and effective work practices. The Williamstown Naval Dockyard was
the federal government's premier dockyard. It had gained a
reputation for inefficiency and industrial unrest. Variously
described as Australia's worst worksite, the dockyard had gained
the nickname of the 'Iron Lung'. The federal government used the
dockyard to demonstrate its willingness to employ its micro-
economic reform agenda. On January 1 1988, the dockyard was the
first public utility sold by an Australian federal government. This
book documents the reforms undertaken at the dockyard, in
particular the influence of new patterns of work and industrial
relations reforms on enhancing performance. The results of this
research indicate that an integrative approach across a broad range
of work patterns and practices combined with a high level of
management commitment and a new industrial relations agenda can
provide a significant contribution to organisational performance.
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