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Rio Tinto Mining Company
Transcript of Rio Tinto Mining Company
Generation Change at workplace
Rio Tinto profile
Generation change at workplace
Concept of bullying & harassment
Types of Bullying
Results of bullying at workplace
Examples of bullying related to Rio Tinto
Legal obligations and acts in Aus
How Rio Tinto implement the acts
HRM policies, procedure, practices
Rio Tinto---Young workers
Comparison with other Mining company
Rio Tinto believes that a “skilled and diverse workforce” (Rio Tinto, 2014, para. 1). is essential to the company’s business performance
It is emphasized by Rio Tinto that people are the most important assets in the company
The HRM policies and practices of Rio Tinto include a commitment to diversity in the workplace, encouraging everyone to participate and making them feel welcome
Core value of Rio Tinto are accountability, teamwork, integrity and respect, Rio Tinto (2014)
In 2009 Rio Tinto released a Code of Conduct which addresses the policies and procedures in regards to managing their workforce
Rio Tinto HRM Policies, Procedure and Practices
Rio Tinto views it as important to “respect the rights and dignity of employees throughout our own operations” (Rio Tinto, 2009, p. 7). The Codes of Conduct stresses that bullying and harassment in the workplace is unacceptable
“Sexual or workplace harassment is not tolerated at Rio Tinto. Sexual harassment may include unwanted sexual advances, sexual jokes, subtle or overt pressure for sexual favours, sexual innuendoes, and offensive propositions. Workplace harassment includes threats, intimidation, bullying, and subjecting individuals to ridicule or exclusion” (Rio Tinto, 2009, p. 7).
Rio Tinto Approach to Bullying and Harassment
All organizations must carefully consider the recruitment and retainment of young workers because they “represent the workforce of the future” (Barling & Loughlin, 2001, p. 1)
Rio Tinto believes that it is important for them to develop young workers as they are future management and technical leaders
At Rio Tinto there are numerous opportunities on offer to young workers
An example of this is Rio Tinto’s graduate and internship program.
Rio Tinto Approach to Young Workers
The career disciples that Rio Tinto offer to graduates and interns include engineering, science and business
Opportunities exist for young workers and students exist in Africa, Asia, Australia, Canada, Europe and the US
According to Rio Tinto’s website they offer young workers support and mentoring, knowledge and practical skills, diversity, challenging and exciting work, and the ability to advance their careers
Rio Tinto Approach to Young Workers
There are many competitors that Rio Tinto has in the mining industry
As these organizations are quite large it is imperative that they have sound HRM policies and procedures in place to manage their large number of employees
For instance, BHP Billiton believes that their workforce should embrace “openness, trust and diversity, values relationships that mutually beneficial” (BHP Billiton, 2014, para. 1). BHP Billiton does not stand for bullying and harassment either
Newcrest Mining states that it is important to have HRM practices in places as it can lead to greater performances, innovation, collaboration, and organisational culture, Newcrest Mininh, 2014
Oz Minerals values young workers the way Rio Tinto does because they have vacation and graduate programs in place to prepare the future leaders of their company, Oz Minerals, 2014
Hence it is clear that all organizations to today see the importance of HRM procedures as it can lead to improved productivity and performances
Approaches by Other Mining Companies to Young Workers
Examples of bullying in mining industry (Downes & Smith, 2011)
Occurs across gender, age and ethnicity
Direct, or subtle and disguised
Inevitable in current work environment as everyone competes vigorously for individual purpose
Effects of workplace bullying as result of job stress
Effects characterised into two forms – health and other effects
Observers are also bullied (Vartia, 2001)
According to Vartia (2001), research shows evidence on effects of workplace bullying for observers
Observers of bullying at workplace also scored high in anxiety, stress, and emotional strains
Workplace bullying (cont’d)
e.g. physical, psychological, and behavioural strains in consequence of job stress (Hauge, Skogstad & Einarsen, 2010), psychosomatic disorder, etc.
e.g. reduced profitability and increased turnover rate (Jex & Beehr, 1991), penalties, reputation, etc.
Effects of workplace bullying
Legal obligations and acts
Every employes has a right to work in an environment free from workplace violence and bullying
Employer’s must take reasonable action to prevent violence and bullying and whenever they become aware of such behaviour they should put a stop to it
It ensure that employees are safe in the working environment
It involves the rules and regulations to be followed in the mine such as the use of protective clothing
Everyone has the right to safety in the mine despite age
Mining safety and inspection Act 1994
Is essential when bullying occurs in a workplace through discrimination, sexual/racial harassment
This acts protects young workers especially young women who face sexual harassment within the workplace
Equal opportunity Act 2010
Protects workers from being unfairly dismissed/forced to resign as a result of workplace bullying
It protects everyone including young workers who are forced to dismiss after reporting workplace bullying
Industrial relation Act 1996
This act is used by workers to claim compensation if injured in the mine or as a result of workplace bullying
For example if a young worker gets injured as a result of physical bullying he/she can claim compensation from the company
Worker’s compensation and injury management Act 1981
Have a supportive working environment
Representatives that handles the situation through :
Listening to the complaint from the victim
Investigating the issue to avoid being biased
Resolve the issues by using the legal acts
Making sure everyone is aware of the legal acts and that bullying is prohibited
How Rio Tinto implement these acts ?
leading mining company
Australia & North America based
spread over 40 countries
across 6 continents
established in 1873
more than 140 history
safety and health
human rights policy
up-skilling people approach
19% staff age between 20-29
50% employees age from 30 to 49
Resources: Rio Tinto. Retrieved from http://www.riotinto.com/aboutus/about-rio-tinto-5004.aspx
Rio Tinto Coal Australia. Retrieved from http://www.riotinto.com/aboutus/corporate-publications-10273.aspx
Resource: CA Mining recruiting blog. Retrieved from http://www.mining-recruitment-jobs.com/mining/blog/mineral-resources-development-cycle/
Work Attitude of different Generations
How to work with other to achieve organisation's goal?
(Drake International, 2006, as cited in Michael et al., 2011).
“Workplace bullying is repeated unreasonable behaviour directed towards a worker or group of employees that creates a risk to health and safety” (WorkSafe Victoria, 2009, p.4).
“unwanted behaviour that offends humiliates or intimidates a person and targets them or basis of characteristics such as gender, race or ethnicity” (Power, 2013).
Five risk factors:
negative leadership styles
lack of appropriate work systems
poor work relationships
Young/ New/ Indigenous/ Female workers
Similarity between Bullying and Harassment
---the victim's inability to defend the situation due to the unequal status or power relationship (Einarsen, 2000).
According to Department of Mines and Petroleum of Western Australia (2013) workplace bullying is when a worker is:
Barling, J. & Loughlin, C. (2001), Young workers’ work values, attitudes, and behaviours, Journal of Occupational and Organizational Psychology, 74, 543-558.
BHP Billiton. (2014). Global workforce, unique opportunities. Retrieved from http://www.bhpbilliton.com/home/people/Pages/default.aspx
Djurkovic, N., McCormack, D., & Casimir, G. (2006), Neuroticism and the psychosomatic model of workplace bullying, Journal of Managerial Psychology, 21(1), 73-88. doi: 10.1108/02683940610643224
Downes, H., & Smith, P. (2011) Embracing the age - Supporting People and Technology: Bullying and Harassment in the mining industry: understanding the best, and how to tame it, Townsville Entertainment and Convention Centre Hall, QLD: Free Hills
Einarsen, S. (2000), Harassment and bullying at work: A review of the Scandinavian approach. Aggression and Violent Behavior, 5(4), 379-401
Einarsen, S., Hoel, H., Zapf, D., & Cooper, C.L. (2003) The concept of bullying at work: the European tradition. In S. Einarsen, H. Hoel, D. Zapf & C.l. Cooper (Eds.), Bullying and Emotional Abuse in the Workplace. International Perspectives in Research and Practice, London: Taylor & Francis
Freeman, I., & Hasnaoui, A. (2011), The Meaning of Corporate Social Responsibility: The Vision of Four Nations, Journal of Business Ethics, 100(3), 419-443. doi: 10.1007/s10551-010-0688-6
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Jex, S.M., & Beehr, T. A. (1991), Emerging theoretical and methodological issues in the study of work-related stress, Research in Personnel and Human Resources Management, 9, 311-365.
Jóhannsdóttir, H. L., & Ólafsson, R. F. (2004), Coping with bullying in the workplace: the effect of gender, age and type of bullying, British Journal of Guidance & Counselling, 32(3), 319-333. doi: 10.1080/03069880410001723549
Koene, B. Paauwe, J., & Sonnenberg, M. (2011), Balancing HRM: the psychological contract of employees, Personnel Review, 40, 665-683
Laurence, D. (2005), Safety rules and regulations on mine sites – The problem and a solution, Journal of Safety Research, 36(1), 39-50. doi: http://dx.doi.org/10.1016/j.jsr.2004.11.004
Mandalios. (2013). The Mineral Resources Development Clycle. Retrieved from http://www.mining-recruitment-jobs.com/mining/blog/mineral-resources-development-cycle/
Michael C.G. Davidson, Ruth McPhail, Shane Barry, (2011), Hospitality HRM: past, present and the future, International Journal of Contemporary Hospitality Management, 23(4), 498 – 516.
Newcrest Mining Limited. (2013). Our Values. Retrieved from http://www.newcrest.com.au/careers/work-with-newcrest/careers-our-values/#.U1zDu1WSy8A
Ortega, A., Christensen, K.B., Hogh, A., Rugulies, R., & Borg, V. (2011), One-year prospective study on the effect of workplace bullying on long-term sickness absence, Journal of Nursing Management, 19, 752-759.
Oz Minerals. (2013). Oz Minerals Code of Conduct. Melbourne, Australian: Author
Power, C. (2013). What is the difference between workplace bullying and harassment. Retrieved from http://www.employmentlawhandbook.com.au/what-is-the-difference-between-workplace-bullying-and-harassment/
Rio Tinto. (2009). The way we work: Our Global Business Conduct. London, United Kingdom: Author
Rio Tinto. (2014). Graduates & students. Retrieved from http://www.riotinto.com/careers/graduates-and-students-4542.aspx
Rio Tinto. (2014). Our People. Retrieved from http://www.riotinto.com/ourcommitment/our-people-4798.aspx
Rio Tinto. (2014). About Rio Tinto. Retrieved from http://www.riotinto.com/aboutus/about-rio-tinto-5004.aspx
Rio Tinto Coal Australia. (2012). Sustainable development report 2012. Retrieved from http://www.riotinto.com/aboutus/corporate-publications-10273.aspx
Vartia, M. (2010), Consequences of workplace bullying with respect to the well-being of its targets and the observers of bullying, Scandinavian Journal of Work, Environment and Health, 27(1), 63-69.
Vega, G., & Comer, D. (2005), Sticks and Stones may Break Your Bones, but Words can Break Your Spirit: Bullying in the Workplace, Journal of Business Ethics, 58(1-3), 101-109. doi: 10.1007/s10551-005-1422-7
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WorkSafe Victoria. (2009). Preventing and responding to bullying at work. Retrieved from
(WorkSafe Victoria, 2009, p.4).
I think the strengths of our group was that everyone was willing to pull their weight and divide the work up equally. There was no real weaknesses, sometimes it did prove difficult to choose meeting times as we all have busy schedules. I would not do anything differently if I worked with this team again as I believe we worked efficiently and effectively. The experience I have gained is valuable because it has taught me how work teams function in the workplace.
Our group had devoted their time in research and putting together ideas resulted from group meetings. We had cooperated very well, our only limitation remaining on settling appropriate times for group meetings. Each of us had accomplished what was required to complete the task assigned individually. Everyone was willing to put their time during such busy times. I feel that without our team members, I would not have been able to accomplish the same quality and amount of work for this assignment. Through this group assignment, I have learned what it truly meant as teamwork, and its value.
Working as a group has really helped me to have time management and to not procrastinate as I know every meeting I should have new research done. We worked pretty well as a group helping each other and giving each other ideas, learnt how to cooperate within the group and generate ideas that benefits everyone. Didn’t face any problems with my group, really appreciate having my group and working with them.
Through the group meetings we have been held, our group first design the general structure of the research paper during the brainstorming session. Then each individual has highly freedom to choose their interest research area, which enables us to contribute to maximum efforts. With combining all the work together and present a clear essay, we are quite happy the teamwork we done so far. Our group has good communication section via internet that keeps us processing the essay in an effective way. From my experiences, this teamwork is the most valuable one and the group members are the most diverse that I have ever worked with. I think University life is part of the reflection of real working life, we all need to go through the process of learning, cooperating, inspiring, and growing.
Group member: Alysa, Roy, Kuda, James