It has been said that ‘good HR results in good IR; bad HR results in bad IR. The disciplines of HR and IR are forever linked'. In other words, while the academic disciplines of Human Resource Management and Industrial Relations are specializations in their own right in reality they cannot be separated in the 'real world' of work. Most, if not all, issues that could be said to fall under the umbrella of the study and professional practice of HR (including, but not necessarily limited to, recruitment and selection, performance management, compensation determination, occupational health and safety, training and development, dismissal, promotion, etc.) could, if performed poorly, have negative IR implications. Using your own organization, or an organization of your choice, examine one or more practices that are undertaken that you would regard as being in the realm of HR and discuss how these, if done poorly, could lead to the emergence of IR issues. Describe the HR practice/s as currently done, outlining your concerns, and make recommendations to your employer for improvement. Option 2: Explore the 'downsizing', 'delayering' and 'casualization' of the workforce in Australia generally and in your own organization or an organization of your choice over recent years. Examine the pros and cons of these processes. Option 3: Explain the term 'enterprise bargaining' and reflect on how it was done and the outcome of the process in your organization or an organization of your choice. Include in your examination an explanation of what is meant by levels of bargaining, bargaining agents, the scope of bargaining, the status of bargaining and the coverage of bargaining and, finally, discuss whether the move to enterprise bargaining has achieved the objectives of employers and employees more than the more centralised system of the past.