Fair Work Commission

Introduction

Table 1.1: Employer component (questionnaire) completions

Overview of the AWRS sample

Key characteristics of AWRS enterprises

Table 2.1: Counts of AWRS participating enterprises per ANZSIC division and employment size

Table 2.2: Unweighted counts and weighted estimates of enterprises by ANZSIC division and employment size

Table 2.3: Full-time equivalent and number of employees by employment size, number of employees

Key employee characteristics

Table 2.4: Unweighted counts of employees per ANZSIC Division by employment size

Table 2.5: Various employment characteristics of employees by gender, per cent of employees

Enterprise operations & indicators of performance

Structure

Table 3.1: Ownership metrics by employment size, per cent of enterprises

Market conditions & performance of AWRS enterprises

Table 3.2: Nature of market by employment size, per cent of enterprises

Table 3.3: Competition measures by employment size, per cent of enterprises

Table 3.4: Demand conditions by employment size, per cent of enterprises

Financial performance indicators

Table 3.5: Profitability in the last financial year by employment size, per cent of enterprises

Table 3.6: Financial performance indicators for last financial year compared to previous financial year, per cent of enterprises

Table 3.7:  Enterprise intentions for next 12 months by employment size, per cent of enterprises

Measurements of labour costs & labour productivity

Table 3.8: Wages and salaries as a proportion of sales and services income, per cent of enterprises

Figure 3.1: Workforce productivity comparison to last financial year

Employment practices

Workforce profile

Figure 4.1: Proportion of workforce employed directly by the enterprise, by employment size, per cent of enterprises

Table 4.1: Proportion of workforce by employment status, by employment size, per cent of enterprises

Table 4.2: Proportion of employee workforce by hours worked, by employment size, per cent of enterprises

Industrial instrument coverage & reasons for use

Figure 4.2: Number of enterprise agreements in place, per cent of enterprises

Table 4.3: Reasons for having an enterprise agreement, per cent of enterprises with an enterprise agreement in place

Table 4.4: Reasons for not having an enterprise agreement, per cent of enterprises that do not have an enterprise agreement in place

Workforce management practices

Operating practices & organisation of work

Table 4.5: Operating practices by employment size, per cent of enterprises

Table 4.6: Shift allocation practices, per cent of enterprises that have shift arrangements

Structure & hierarchy across the workforce

Table 4.7: Method of expressing organisational structure and/or hierarchy across the non-managerial workforce by employment size, per cent of enterprises

Use of development & progression practices across the employee workforce

Figure 4.3: Use of development and progression practices to employees of the enterprise, per cent of enterprises

Employee engagement practices

Table 4.8 Methods of communication to and/or from workforce used by enterprises by employment size, per cent of enterprises

Flexible working arrangements

Figure 4.4: Availability of flexible work practices to employees of the enterprise, per cent of enterprises

Table 4.9: Requests for flexible working arrangements received by enterprises since 1 July 2012, per cent of enterprises

Table 4.10: Requests for flexible working arrangements made by employees since 1 July 2012, per cent of employee

Table 4.11: IFAs made since 1 July 2012 varying when an employee’s work is performed by single & multiple IFA, per cent of enterprises

Table 4.12: Incidence of establishing a flexible work arrangement via an informal request, by gender & ANZSCO, per cent of employees

Table 4.13: Why employers don’t use IFAs by employment size, per cent of employers who had not made an IFA since 1 July 2012

Wage-setting & outcomes

Incidence of different methods of setting pay

Table 5.1: Incidence of different pay-setting methods, per cent of enterprises that have at least one employee paid by the method of setting pay

Table 5.2: Main method of setting pay by employment size, per cent of enterprises

Table 5.3: IFAs made since 1 July 2012 to modify wages of employee by employment size, per cent of employers who made an IFA that varied wages

Table 5.4: Method of setting pay for employees based on employer reported data, per cent of employees

Table 5.5: Method of setting pay by gender and industry, per cent of employees

Incidence of National Minimum Wage use

Table 5.6: Incidence of National Minimum Wage use by enterprises (at least 1 employee that has pay set by National Minimum Wage) & employee workforce, by employment size, per cent of enterprises & per cent of employees

Incidence of junior rates use

Table 5.7: Enterprises with employees paid junior rates by key industries & employment size, per cent of enterprises

Use of performance-based payments

Table 5.8: Use of performance-based payments in the last financial year by employment size, per cent of enterprises that have used performance-based payments

Wage increases

Table 5.9: Methods used to determine wage increase by employment size & main method of setting pay, per cent of enterprises

Table 5.10: Proportion of employees who had sought a better wage/salary since commencing their current job & outcome by gender, per cent of employees

Table 5.11: Reason why employees have not sought a better wage/salary since commencing their current role

Wage-setting outcomes

Table 5.12: Average hourly ordinary time cash earnings (AHOTCE) for non-casual employees, by method of setting pay & ratio of female to male earnings

Table 5.13: Enterprise agreement pay setting structures compared to awards by industry, per cent of enterprises with an enterprise agreement in place

Employee experiences

Job satisfaction of employees

Table 6.1: Average overall job satisfaction of employees & satisfaction with aspects of current employment by employee gender & hours worked

Table 6.2: Average overall job satisfaction of employees by employment size

Key drivers of job satisfaction

Figure 6.1: Aspects considered the most important when determining overall job satisfaction by gender, per cent of employees

Table 6.3: Aspects considered the most important when determining employee overall job satisfaction by industry, per cent of employees

Career development & opportunities

Table 6.4: Employees that have accessed training opportunities by gender, hours worked, employment status & funding source for training undertaken, per cent of employees

Table 6.5: Perceived barriers preventing employees from achieving particular career goals, per cent of employees

Preferences for more hours

Table 6.6: Employee preference for more or less hours if given the opportunity, by employee classification & status, per cent of employees

Future intentions of employees in the next 12 months

Table 6.7: Employee intentions in the next 12 months by industry, per cent of employees