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Community Development Resource Kit

SECTION A: Community Development Practice

SECTION B1: Setting Up A Community Group - Introduction

SECTION B2: Setting Up A Community Group - Legal Structures

SECTION B3: Setting Up a Community Group - Incorporated Societies

SECTION B4: Setting Up a Community Group - Charitable Trusts

SECTION C: Planning and Managing

SECTION D1: Employment Matters - Agreements

SECTION D3: Employment Matters - Support

SECTION D2: Employment Matters - Recruitment

SECTION E: Running Meetings

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SECTION D1: Employment Matters - Agreements


Important Note: The following information is in the process of being updated and should not be relied upon. Please refer instead to information on the Employment Relations Service website at: http://www.ers.govt.nz/relationships/

Agreements, Introduction and Procedures

This section covers how to prepare for employing paid staff, and for the employment of voluntary workers, recruiting, selecting and supporting paid staff and volunteers, and the principles of Equal Employment Opportunities (EEO). It refers to some legislation which constitutes employment law in New Zealand: the Employment Relations Act 2000; the Equal Pay Act 1972; the Minimum Wage Act 1983; the Holidays Act 1981; the Parental Leave and Employment Protection Act 1987; the Wages Protection Act 1983 and the Accident Rehabilitation and Compensation Insurance Act 1992.

Clear communication, unambiguous guidelines, codes of conduct, training, supervision and “no surprises” performance agreements and appraisals are essential requirements of a happy worker.

The section offers general information on employment matters. It will not answer every question and should not be used as a substitute for legislation or legal advice. The Department of Internal Affairs takes no responsibility for the results of any action taken on the basis of information contained in this publication, nor for any errors or omissions. Internal Affairs staff using this information in their work should make it clear to the groups they work with that employment law is constantly changing, and the information provided here may be out of date.

It is essential for voluntary groups to check employment matters with legal practitioners, their local community law centre, or people experienced in the employment field, such as the NZ Employers Federation, the Employment Relations Service of the Department of Labour, the CTU or the relevant union, as the case may be.

The Employment Relations Service of the Department of Labour has a website which provides detailed information at
www.ers.dol.govt.nz and can also be contacted on 0800 800 863 for the Employment Relations Infoline.

  • Return to Employment Agreements Index

    The Employment Relations Act 2000
    The Employment Relations Act 2000, which replaces the Employment Contracts Act 1991, came into force in October 2000.

    The central principle of the Act is - good faith.

    At the most basic level, good faith means employers are not allowed to mislead or deceive their employees or unions, and employees in return must not mislead or deceive employers. Employers also have to respect the authority of their employees’ union and cannot discriminate for or against anyone based on their union membership.

    A Code of Good Faith has been developed by the New Zealand Employers’ Federation, the State Services Commission, the New Zealand Council of Trade Unions and the Government, to provide guidance on the concept of “good faith” in collective bargaining. The code is available on the Internet at
    www.ers.dol.govt.nz.

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    Who Does the Act Cover?

    The Act applies to every employee and employer. A community organisation with any paid staff must conform to the Employment Relations Act.

    All employers and employees have employment agreements, even if there is nothing in writing, though the Employment Relations Act now requires that agreements must be in written form.

    An employer may be an individual, a Company, a Partnership, a Trust or an Incorporated Society. An employee is any person employed by an employer to do any work for hire or reward. The reward can include wages, salary, commission or piece rates.

    For there to be an agreement, a position must be offered for hire or reward, and the offer must be accepted. The terms of the agreement should be negotiated before the offer is made.

    Volunteers and independent contractors are not “employees” as meant by the Employment Relations Act.

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    Employment Agreements

    Individual agreement:


    This is the most common form of agreement within voluntary agencies.

    An individual agreement covers only one employee and her or his employer. If an employee is not covered by a collective agreement he or she has an individual employment agreement. It must be in writing.

    If an employer and an employee have an existing individual employment contract which was made under the Employment Contracts Act 1991, then that individual contract becomes an agreement under the Employment Relations Act 2000. If it has an expiry date then it will expire on that date.

    Individual Agreements Checklist

    The employer must make a written offer and give the employee the opportunity to get advice about it. The employee may seek to negotiate changes.

    When agreement is reached the employer must provide a written individual employment agreement that contains as a minimum:

    • the employer's name and the employee’s name
    • a description of the work the employee is to do
    • an indication of where the employee will work and arrangements relating to working hours
    • wage rates or salary
    • a plain-language explanation of the services available to help sort out any employment relationship problems including a reference to the 90 period within which a personal grievance must be raised.
    Other information may be included (see below).

  • Return to Employment Agreements Index

    Collective Agreement:

    A collective agreement is a written employment agreement that covers two or more employees who are union members. Only registered unions and employers can bargain for a collective agreement and a member of the union which negotiated it will be covered by the conditions set out in the collective agreement with their employer if their work is covered by the agreement. An individual covered by the collective may also negotiate extra conditions with their employer but cannot receive less than what is in the collective agreement.

    A collective agreement must contain:

    • A coverage clause
    • A clause dealing with the rights and obligations of the employees and the employer if the work is to be contracted out
    • A plain language explanation of the services available for the resolution of employment relationship problems
    • A clause providing how the agreement can be varied
    • The expiry date or trigger event

    When an employee is not a union member and there is a collective agreement covering their work, for the first 30 days they have an individual employment agreement consisting of the conditions in the collective agreement. Extra conditions may also be negotiated if wished.

    When offering the job, the employer must:

    Inform the employee:

    • that there is a collective agreement covering their work
    • of their right to join the union and how to contact the union
    • that, if they join the union, the collective agreement will bind them
    • that if they do not join the union, their terms and conditions are those in the collective agreement for the first 30 days along with any agreed additional or better terms

    Give the employee a copy of the collective agreement.

    If the employee agrees, promptly inform the union that the employee has commenced work. If the employee joins a union that signed the collective agreement, their conditions must be those in the collective agreement, plus any extra conditions agreed with the employer.

    If the employee does not join such a union, after 30 days they can agree with their employer to vary those conditions if wished.

    If your organisation is involved in bargaining for a collective agreement you will need to check the Employment Relations Act to ensure that you follow the correct procedures and include the required conditions.

    Collective contracts that were negotiated under the Employment Contracts Act 1991 continued under the Employment Relations Act 2000 until their expiry date or 31 July 2003, whichever was earlier. The only exception to this was where union members, by majority vote, decided that they wanted the collective contract to expire earlier.

    When a collective agreement expires or is no longer in force, each existing employee automatically goes onto an individual employment agreement based on the expired collective agreement.

    When a collective contract applies to 20 people or more, a copy must be lodged with the Chief Executive of the Department of Labour, PO Box 3705, Wellington.

  • Return to Employment Agreements Index

    Fixed-term employees

    Employment may be offered for a fixed term rather than as a permanent employee. The job may be for a set period (e.g. for six months) or until something happens (e.g. when the project ends) or until work is completed (e.g. until the fruit is picked).

    Fixed term have the same rights as other employees, except that the job will finish at the end of the fixed term. Note that an employer can only offer fixed-term employment where there are genuine reasons for doing so (such as seasonal work, project work, temping work, or replacing a permanent employee on leave), and the employer advises the employee of those reasons and how or when employment will end prior to employment.

  • Return to Employment Agreements Index

    Alteration of Agreements

    Once in place the employment agreement can only be altered if both parties agree to the proposed alterations, i.e. one party cannot change the contract by themself.

    Other Information

    The following should be considered for inclusion in an employment contract:

    Introductory Statements

    Application of the contract to new workers.
    Definitions, e.g. various classes of work.
    Availability of the contract – accessibility to a written contract or copies for every worker.
    Employment policies – equal opportunities, bicultural policies, smokefree policies etc.

    General Conditions

    Nature of employment. What the position is, and at what location. The appropriate job description for the position can be attached to the employment contract as a schedule.

    Times of work

    • The number of hours worked each day or week.
    • Start and finish times.
    • Days of the week to be worked.
    • When any meal or rest breaks should be, and how long they should be.
    • How any shift work is to be arranged.
    • How overtime or extra work is to be dealt with.

    Remuneration

    How much the employee will be paid for the job, when they will be paid, what the pay period is, how paid, eg cash, direct credit.
    Other payments.

  • Return to Employment Agreements Index

    Employees and employers often agree to additional payments for:
    • Gaining specific qualifications or skills
    • Performance or production bonuses
    • Overtime
    • Working on weekends or statutory holidays
    • Working night shifts
    • Special requirements of the job
    • Contributions to superannuation schemes
    • Provision of or help with childcare
    • Membership fees of professional organisations

    Note: All employees aged 16 years or more must be paid the statutory minimum wage. Information on current minimum rates is available on the Employee Relations Infoline 0800 800 863 or website
    www.ers.dol.govt.nz

    The statutory minimum wage does not apply to the following groups:
    • People with under rate permits.
    • People undergoing significant amounts of training recognised under the Industry Training Act. (Check with the Employment Relations Service of the Department of Labour, Freephone 0800 800 863 for more information.)

    The Equal Pay Act 1972 and the Human Rights Act 1993 also apply. The employer cannot differentiate in pay rates between workers if the only difference is gender.

  • Return to Employment Agreements Index

    Pay Reviews

    Employers and employee may want pay to be reviewed on a regular basis. They may decide to negotiate about:-

    • How often a pay review will take place.
    • What criteria will be used.

    Annual Leave - what paid leave goes with the job

    Note: The Holidays Act 1981 provides that there must be three weeks annual leave for a full-time position, pro rata for part time positions.

    Public Holidays – entitlement to statutory and public holidays


    The 11 public holidays in the Act apply, unless the employer and the employee agree to substitute other days:

    Christmas Day
    Boxing Day
    New Year’s Day
    January 2
    Waitangi Day
    Good Friday
    Easter Monday
    Anzac Day
    Queen’s Birthday
    Labour Day
    The anniversary day of the province where the employee is employed.

    If an employee works on a public holiday (except Anzac Day and Waitangi Day, when special rules apply), they are entitled to another day off in lieu, as well as to whatever pay has been agreed for working on a public holiday.

    Special Leave (including sick leave, domestic leave and bereavement leave)
    Employees are entitled under the Holidays Act 1981 to five days special leave after being in the job for six months. Most employers allow more than the five days per year.

    The bereavement leave clauses of some employment agreements grant leave specifically to attend tangihanga.

    If workers are required to provide the employer with a medical certificate, this should also be noted in the agreement. Most employers require a medical certificate only after three days continuous illness.

    Unused special leave cannot be carried over.

  • Return to Employment Agreements Index

    Parental Leave

    If the employee or their partner is pregnant, or they are adopting a child under 15 years of age, they are generally entitled, on application, to have their job kept for them for up to 52 weeks while they take unpaid leave. This applies if, at the expected date of delivery, they have been working for the same employer for one year, for at least 10 hours in each week (Parental Leave and Employment Protection Act 1987).

    Employees must apply for parental leave three months in advance. A certificate from a doctor is required.

    Government funded parental leave became available from 1 July 2001 under the Parental Leave and Employment Protection Act. Paid parental leave is a government-funded entitlement paid to working mothers for up to 12 weeks while they take parental leave from work to care for a new baby. The entitlement may be transferable to the partner of the mother if the partner also qualifies for parental leave.

    The criteria for eligibility, the application process and answers to commonly asked questions are outlined on the Department of Labour website
    www.ers.dol.govt.nz/parentalleave/. Information can also be obtained by ringing the Department of Labour on 0800 800 863.

  • Return to Employment Agreements Index

    Retirement and redundancy

    The employee may be made redundant if their position is no longer required by the employer. The employee must be given a reasonable period of notice. It is important that the employment agreement should state whether or not the worker will receive redundancy compensation.

    Note: There is no right to redundancy compensation unless it has been agreed by the employees and/or their union. This can be done before or after the redundancy is planned.

    Training

    Other assistance that is given to the employee to enable them to undergo training.

    Grievances and Disputes

    All employment agreements must include an employment relationship problem resolution procedure.

    Special Requirements

    • Confidentiality and privacy matters
    • Who is responsible for media statements
    • Screening.
  • Return to Employment Agreements Index

    Other Information that would be useful to include


    Variation of duties: a variation to an agreement must always be agreed to by both employer and employee. Short term variations in employment agreements may be needed when, for example, events arise that are different from those planned for, or an employee needs extra training or supervision to get "up to speed" in a job

    Abandonment of job: if the employee is absent for a prolonged period without the employer's consent or without notifying the employer, the employee will be considered to have terminated their employment without notice

    Travelling

    Matters which may require disciplinary measures and the procedures to be followed

    Health and safety: the Health and Safety in Employment Act 1992 clearly specifies the requirements for managing health and safety in the workplace. It puts the main responsibility on the employer, who has a duty to provide a safe and healthy work environment by identifying and eliminating or isolating hazards in the workplace. Employees are responsible for their own health and safety while at work, and for making sure that their actions do not harm anyone else

    Smoking code

    Welfare provisions

    Union membership and union rights.

    Closure

    A statement specifying that this agreement supersedes other agreements; and

    Signatures of both parties to the agreement: the last thing in the employment agreement is the signature of the parties to the agreement, and the date/s it was signed.

  • Return to Employment Agreements Index


    Unfair Treatment, Natural Justice, Observing the Principles

    An employer (and anyone else who is responsible for making decisions) - has a duty to be fair, to act in good faith and to hear both sides, especially in situations where an allegation is made against someone, or a dispute arises.

    The principles of natural justice

        "seek to facilitate decisions which are informed and accurate and instil a sense of fairness"
    - John v Rees [1969] 2 All E.R. 274 at 309 per Meggary J.

    The minimum requirements of natural justice which must be met are set out in NZ Food Processing Union v Unilever [1990] 1 NZILR. They are:
    • notice to the employee of the specific allegation of misconduct, which the employee must answer and the likely consequences if the allegation is established
    • an opportunity (which must be more than a mere token) for the employee to attempt to refute the allegation or to explain or extenuate their conduct
    • consideration of the employee's explanation, free of pre-determination and uninfluenced by irrelevant considerations.
  • Return to Employment Agreements Index

    Personal Grievances

    The Employment Relations Act gives all employees the right to pursue a personal grievance if they have any of the following complaints:

    • Unjustifiable dismissal
    • Unjustifiable action that disadvantages the employee
    • Discrimination
    • Sexual harassment
    • Racial harassment
    • Duress over membership of a union or other employee organisation
  • Return to Employment Agreements Index

    Discrimination

    An employee will have a personal grievance based on discrimination if an employer or an employer’s representative discriminates because of the employee’s:

    • Colour
    • Race
    • Ethnic or national origins
    • Sex (including pregnancy or childbirth status)
    • Marital or family status
    • Age
    • Disability
    • Religious or ethical belief
    • Political opinion
    • Employment status
    • Sexual orientation
    • Involvement in union activities, which includes claiming or helping others to claim a benefit under an employment agreement, or taking or intending to take employment relations education leave.

    Apart from the last one, these grounds are the same as those in the Human Rights Act. In some circumstances, different treatment of employees on these grounds is acceptable. These circumstances are set out in the Human Rights Act. If in doubt, you should contact the Employment Relations Infoline or the Human Rights Commission (see Section L for contact details).

    Discrimination for the above reasons can involve:
    Refusal or failure to offer an employee the same:
    • Terms of employment
    • Conditions of work
    • Fringe benefits
    • Opportunities for training, promotion or transfer
        as other employees with the same or similar qualifications, experience or skills working in the same or similar circumstances.
    • Dismissal or detriment by the employer or employer’s representative in circumstances in which other employees doing the same kind of work are not, or would not be, treated in such a way.
    • Retirement or being made to retire or resign by the employer.


    Harassment


    Sexual Harassment by a Person in Authority

    An employee may have a grievance of sexual harassment against his or her employer if his or her employer or supervisor, or a person with authority in the workplace:

    • directly or indirectly asks the employee for sex or some form of sexual activity, either promising preferential treatment in the job or threatening worse treatment or dismissal, or
    • directly or indirectly subjects the employee to unwelcome or offensive behaviour through words, visual material or physical behaviour of a sexual nature, and this behaviour is of such a nature, or is repeated so often, that it has a negative effect on the employee’s employment, job performance or job satisfaction.

    A personal grievance can be taken even if the promises or threats were suggested rather than stated openly. Similarly, the employee does not have to say that certain behaviour is unwelcome or offensive when it happens in order to be able to pursue a grievance.

    Racial Harassment by a Person in Authority

    An employee may have a grievance of racial harassment against his or her employer if the employer or supervisor or a person with authority in the workplace:

    • directly or indirectly shows hostility, ridicule or contempt based on the employee’s race, colour or ethnic or national origins through language, visual material or physical behaviour that the employee finds hurtful or offensive, or
    • this behaviour is of such a nature, or is repeated so often, that it has a negative effect on the employee’s employment, job performance or job satisfaction.
    The employee does not have to say that the behaviour is hurtful or offensive when it happens in order to be able to pursue a grievance.

    Sexual or Racial Harassment by Co-Workers or Customers

    An employee who is sexually or racially harassed in any of the above ways by any co-worker, or by a customer or client, may complain in writing to the employer.

    The employer must then look into the facts. If reasonably satisfied that the complaint is genuine, the employer must take whatever steps he or she can to stop the harassment happening again. This may, for example, involve restricting the access of the customer or client to certain parts of the workplace.

    If the harassment happens again after the employee complains and the employer still has not taken all practicable steps to prevent the harassment, the employee will have a grievance against the employer.

  • Return to Employment Agreements Index

    Procedures for Resolving Personal Grievances

    In the first instance the Act promotes self-help, where the employee and employer resolve the problem without seeking mediation assistance or having to go to the Employment Relations Authority.

    The following steps are a guide to the initial problem-solving process:

    1. Be clear about the facts
    It is important that whoever is taking the grievance is well informed. Make sure that what you think has happened or is happening is not just based on assumptions you have made or a misunderstanding.

    2. Talk to each other
    Employers and employees should try to resolve the problem by discussing it with each other. Both parties are responsible for this. Union members can ask their union, and employers can ask their employers’ association, to approach the other party for them.

    If an employee believes they have a personal grievance, they must raise it with their employer within 90 days of the action complained of, or the date they became aware of it, whichever is the later.

    3. Clarify whether you do have a problem, and if so, what your problem is
    Don’t delay this step. Discuss your problem with family or friends or advisers to clarify what the problem actually is.

        You will need to find out what the law is and what your employment agreement says. You can:
    • search the Employment Relations Infoline website (www.ers.dol.govt.nz) for basic information on employment rights, entitlements and your obligations, and information on employment agreements and employment law.
    • call the Employment Relations Infoline (phone 0800 800 863).
    • get pamphlets and fact sheets from Employment Relations Services officers.
    • talk to your union, your employers’ association, a lawyer, a community law office or an industrial relations consultant. The Citizens Advice Bureau may be able to direct you to an appropriate person in your area. Any of them will be able to tell you what your rights and obligations are, and help you consider your options.

    4. Next steps?
    If the problem is not resolved by discussion, either party may:
    • Contact the Employment Relations Infoline, which can make sure you have good information, and may provide mediation services. The Employment Relations Service has a range of services that may help, including information, mediation, or advice on what services are available and how to assess them.
    • Take the problem to the Employment Relations Authority for a decision. The Authority will consider whether there is still a chance to resolve the problem by mediation. If so, they may direct the parties to discuss other ways to resolve the problem.
    If you are not satisfied with a determination of the Authority, go to the Employment Court for a judicial hearing. The Court may also direct the parties to get further mediation assistance if it thinks that may be useful.

    Note:
    An employee who has been dismissed can only challenge this by taking a personal grievance. An employee can not pursue a claim for wrongful dismissal under common law, as they could under the Employment Contracts Act. In some cases employees may be entitled to make a complaint under the Human Rights Act 1993. They need to decide whether to do this or to use their personal grievance procedures, because they cannot do both at the same time.

  • Return to Employment Agreements Index

    Dismissal

    Important Note: The following information is in the process of being updated and should not be relied upon. Please refer instead to information on the Employment Relations Service website at: http://www.ers.govt.nz/relationships/ending.html#dismissal

    The employment agreement should outline the procedures for discipline and dismissal. There must be a good reason for the dismissal and the dismissal must be carried out fairly and in accordance with procedures. If an employee breaks the law (e.g. theft) the matter should be reported to the Police. This may seem harsh, but unless it can be established that a crime has been committed it is difficult to implement appropriate disciplinary procedures. Normally in these circumstances, the employee would be suspended from duty while an investigation takes place.

    Grounds for dismissal

    • Consistently poor performance as monitored through normal performance feedback
    • Theft from the organisation or from a co-worker or client
    • Walking off the job
    • Bringing alcohol or drugs into the work place without the employer's consent
    • Negligent behaviour which endangers the safety of a co-worker or client
    • Assault
    • Falsification of company records, including timesheets.

    Warnings

    Unless the matter is so serious that the employer has no option but to suspend the worker immediately, the employer needs to go through a process of at least three warnings, which give the employee an opportunity to improve their performance or behaviour.

    All warnings should have four elements:
    1. The employee should be told by the person issuing the warning exactly what she or he has done wrong
    2. The employee should be told how to do the job correctly (training should be given if the employee does not understand or cannot do the job correctly);
    3. The employee should understand that her or his job is in jeopardy if she or he continues to act in the manner that brought about the warning; and
    4. The employee MUST be given the right to speak in her or his own defence.

    The first warning is usually spoken. A reliable witness should be present.

    The second warning should be in writing and MUST contain the first three of the four elements above. Remember, the employee has the right to reply. When this warning is handed to the employee, it is wise to have the union delegate or at least one other witness present.

    Copies of the second warning should be sent to the worker's union and placed on file.

    A final warning is also written but includes the information that it is the FINAL WARNING and that if the employee fails to work correctly, then she or he will be dismissed.

    All warnings should be recorded in the employment agreement negotiated when the person was employed.
    The following checklist is from the Training Division of the Wellington Regional Employer's Association.

  • Return to Employment Agreements Index

    Dismissal: Checklist
    1. Was the worker aware of the rule for which he/she was dismissed for breaking?
    a) Is it stated in clear, simple language?
    b) What steps were taken to make the worker aware of it?
    c) How long has the rule been in effect?

    2. Is the rule reasonable?
    a) Is it acceptable as normal social and industrial practice?
    b) Can it be applied consistently to all workers?
    c) Is it justified for safety or economic reasons?

    3. Has the rule been enforced consistently?
    a) Is there evidence that the worker has been singled out?
    b) Did the worker break the rule before without being punished?
    c) Have other workers broken the rule without being punished?

    4. Was the worker warned?
    a) What corrective action was taken before the worker was dismissed?
    b) Is there any evidence of a formal warning?
    c) Was this warning challenged?
    d) Has the company consistently dismissed workers after a final warning?

    5. Was the company's decision based on facts?
    a) What is the worker's past record?
    b) Is dismissal warranted in light of this record?
    c) What has been the company's past practice when this rule has been broken?
    d) What actual damage did the company suffer?
    e) What damage could the company suffer if the rule continued to be broken?
    f) Does the company have facts and figures to support its case?

    6. Does the employment agreement cover the situation?
    a) Is it a term of the employment agreement?
    b) Is it a commitment made by a representative of the company?

  • Return to Employment Agreements Index


    Sample Dismissal Letter

    Dear Bill Maymorn

    As discussed, this is to inform you that your employment with us is terminated from the date of this letter.
    Please return your key and any equipment belonging to the Ka Hao Youth Trust.

    Yours sincerely

    Heather Makara


    Remember: A dismissal letter is only appropriate after one oral and two written warnings.

  • Return to Employment Agreements Index

    Constructive Dismissal

    Constructive dismissal is when the actions of the employer compel the employee to resign. If an employee believes that s/he has been made to resign by the employer, the employee can take a personal grievance to the Employment Relations Authority.

    The Employment Relations Authority

    The Employment Relations Authority is an investigative body that operates in an informal way. It looks into the facts and makes a decision based on the merits of the case, not on legal technicalities.

  • Return to Employment Agreements Index

    Processes Available to help sort out problems
    The Authority can use a variety of ways to sort through the issues, such as:
    • calling for evidence from the parties or anyone else
    • holding investigation meetings
    • interviewing the parties or anyone else.

    The Authority must consider whether mediation will still be helpful in resolving the problem. At any stage in the proceedings it can direct the parties to try mediation, whether or not they have done so already.

    Employers and employees can choose to be represented in the Employment Relations Authority.

    The Employment Court

    The Employment Court is a specialist court which hears appeals from the Employment Tribunal. It hears and decides on applications for injunctions to stop unlawful strikes or lockouts. It also deals with breaches of the parts of the Employment Relations Act relating to strikes and lockouts and the right to join or not join an employees' organisation.

  • Return to Employment Agreements Index

    Where to get assistance

    The easiest way to obtain further information on the Employment Relations Act and the Employment Relations Service is to view the website at www.ers.dol.govt.nz.

    When you need additional information on bargaining or about an issue that has arisen in your workplace, the Employment Relation Service can be contacted on 0800 800 863 or info@ers.dol.govt.nz.

    They can help you decide which of their services – the mediators, the Authority or the Inspectorate – is most appropriate to address your issue.

    There are also many resources in the community to help you including:

    • the Employers and Manufacturers Association www.ema.co.nz
    • the NZ Federation of Voluntary Welfare Organisations
    • Community education and training courses, e.g. night classes at colleges, technical institutes or universities
    • the NZ Employers Federation or individual regional Employers’ Associations
    • the offices of the NZ Council of Trade Unions (which will supply details of the most appropriate employee organisation)
    • the Regional Chambers of Commerce
    • the Labour Department’s Industrial Relations Service
    • the Human Rights Commission (Box 6751, Wellesley Street, Auckland; Box 5045, Lambton Quay, Wellington or Box 1578, Christchurch)
    • the Inland Revenue Department
    • Independent consultants in human resources management and/or industrial relations.
    • legal firms specialising in industrial relations legislation
    • other voluntary agencies in your area.
  • Return to Employment Agreements Index

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    Last updated: 14/10/2005