This Study has been prepared on the industrial relations legislations and regulations. In this report, various parts and sub parts have been taken into consideration to demonstrate the knowledge of several laws such as Fair work Act 2009, Work place health and safety act 2011, sex discriminations act 1984 and other applicable acts.
Industrial relation regulations
Bounce Fitness is an international organization which has been planning to enhance the business functioning of organizations. There are various pieces of legislation such as Fair work Act 2009, Work place health and safety act 2011, sex discriminations act 1984 and other applicable acts which should be taken into consideration by Bounce fitness in grievances and dispute policies. For instance, as per the industrial regulations each and every small business organization should maintain grievances portal for resolving its stakeholder’s grievances. In addition to this, all the employees working in the organizations would be given equal rights and opportunity as per the sex discrimination act 1984. No employees will be asked to work beyond the working hours.
Roles and responsibility of key Entities.
There are following key entities which will influence the business functioning of Bounce fitness.
Trade union- It is the union who will help employees and navigate them to work as per working conditions. Ideally, this trade union is formed with a view to assist employee resolve their grievances and communicate their message with board of directors.
Courts tribunals- These are the juridical bodies which could be used by stakeholders to file case with directors, managers and organizations in case of disputes with them.
Employer bodies- These are the manager and board of directors who give instructions and directions to employees to work. They need to take care of employees functioning and their responsibilities in determined approach.
Sources of expert advice available to staff in HR Department of Bounce Fitness
HR department of Bounce Fitness could use advice of those persons who are operating business on big level. There are other sources such as HR newsletter, documents and use of enterprises resources planning in its hiring system. Bounce fitness could also hire experienced employees to perform set objectives and goals in determined approach.
Working process and bargaining processes for Bounce Fitness
The value chain activities of Bounce Fitness is accompanied by systematic process system such as 24 employees indulged in training of clients and 3 employees will be indulged in managing the operational and business activities of Bounce Fitness.
Strategic plan and operation plan to maintain long term employee relation.
It is evaluated that Employees are the key pillars of the Bounce Fitness who are indulged in providing training to clients. Strategic plan of Bounce fitness will be to issues of employee’s stock options shares to employees for their development. These issues of ESOS share will align the interest of employees with the development of organizations. In addition to this, operational plan of bounce fitness will be flexible. For instance, Bounce fitness will engage 5 trainers in one batch will reduce the complexity of training program and will increase the productivity of business (Ruck, 2015).
Existing employee relation performance
The workforce objective of Bounce Fitness is to increase the overall productivity of organization. Bounce fitness has been offering incentive mechanism method with a view to align the interest of employees with the development of organizations. The existing employee relation performance has been increasing the number of clients throughout the time. However, in order to accelerate the overall income earning of company, it would have to offer other incentive plans to employees. Therefore, it could be inferred that existing employee’s relation is effective and employee’s interest has been aligned with the development of organizations.
Cost benefits, Risk analysis and current legislative requirement
It is evaluated that if Bounce fitness is going to implement new project plan then benefits occurring from the project plan should be more than its associated cost. However, risk indulged in the business process of Bounce fitness could be mitigated by hedging associated risk with other factors. There are several laws and regulations which are applicable on Bounce fitness process system such as Fair work Act 2009, Work place health and safety act 2011, sex discriminations act 1984 and other applicable acts.
Develop industrial relation policies and plan
Bounce Fitness will hold stakeholder meeting on each and every month with a view to communicate with its stakeholders. However, grievances portal will also play important roles in identifying stakeholder’s problems. Collective relation will also be established for the employees so that they could communicate with management department in easy and determined approach.
knowledge and information need to have by the management department to establish effective employee relation
Each and every management department of employees will need to understand all the emotional factors of employees before making changes in its existing process. They should be well versed in estimating future outcomes and evaluating all the internal and external factors of fitness industry while making changes in its existing employee relation strategies.
Precision group comply with applicable legislation?
Precision group has developed employee relation policies and personal development policies as per the applicable industrial rules and regulations. Therefore, it could be inferred that it has been complying with all the applicable legislation.
Development of individual staff members?
As per the employee relation Policies Company has to develop grievance portal in the business functioning for its employees. However, Human resources management department will be indulged in handling all the problems and issues of employees. There will be no need to develop individual staff members.
Improvement to plan
Bounce fitness could tailored its existing plan by adopting international industrial policies and plans such as using cloud system data base for its employees to communicate, use of grievances portal and distribution of works to each and every employees based on their caliber.
Develop an implementation plan and contingency plan for the employee relation policies and strategies
Bounce fitness will conduct training seminars and events for its employees in order to boost employee relation with other. In addition to this Bounce fitness would also implement enterprises resources planning for its employees. In case of emergency, Bounce fitness could call extra ordinary general meeting with its employees so that their problems could be mitigated (Dundon, et al. 2014).
Training and development program for employees and arrangement for the same.
Employees would be given special induction program training in which they will be imparted various tricks and technique for maintain fitness. Training will be imparted to them by the international yoga teacher so they could learn new program and technique for the betterment of client’s satisfactions.
Negotiate with stakeholders
Top management department will have to send notice to each and every stakeholder by mail or publishing information in two newspapers one in English language and one is in vernacular language. This will help organization to understand the possible conflict and mitigating possible problems which will be faced by stakeholder with newly introduced changed in value chain activities. Moreover, Bounce fitness could also ask for suggestion from the stakeholders on its online website portal from its stakeholders.
Procedure for addressing grievances and conflict are properly document
Bounce Fitness needs to establish proper HR policies in which a grievances portal will be established for identifying the possible grievance and conflicts of its stakeholders. After that, HR department by discussion with management department will encounter all these problems in systematic and determined approach (Marchington and Suter, 2013).
Communication of key issues
All the grievances and problems of stakeholders will be firstly communicated to HR department then this department will implement mining process to identify the genuine problems. These problems will further communicate to the management department for identifying the possible solutions. After that in consultation with Top management, HR department will communicate possible solutions to stakeholders in systematic manner.
Review of established policies and plan
The main focus will be made on the policies and plan whether implemented employee relation policies and plans are encountering all the grievances and issues of employees in determined approach. If it fail to perform these activities then HR department will make changes in its existing employee relation policies.
Strategies and procedure for eliminating grievances
Managers in conflict management will establish grievances portal for its employees. After that employees could put their query and grievances in that portal. Managers in conflict management with the collaboration of HR team member will overcome these grievances and problems by conducting the stakeholders meeting.
Develop short refresher program on conflict management?
Managers in conflict management in Bounce fitness could use enterprises resources planning in order to provide conflict management training. In this process, online training will be uploaded on a particular website which will be used by stakeholder to avoid possible problems and conflicts in determined approach.
Sources of conflict as per the legal requirement
Tom had conflict with the management on the issue of wrongly appointment. He alleged that he should be appointed on particular post on the basis of his experience and intents. However, Company appointed another person from outside which had resulted to possible conflict between Tom and company (Shields, et al. 2015).
Information to clarify issues
Tom had good experienced of working such as he had worked as boil maker for 2 years and was also an active member of trade union. However, the requirement for particular post on which other person was appointed did not match with the Tom’s intents and his quality. Therefore, appointment of other person is valid (Kearney and Mareschal, 2014).
Expert advice
In order to avoid the possible conflict with the Tom, company could conduct test in which both persons will be asked to perform the task given. If that other person is more qualified than Tom then he will surely win this test and will get the job. This will also help company to justify Tom why he was not appointed. (Fossum, 2014).
Negotiate strategy
Tom should be called in front to front meeting with the top management directors. In this meeting, he will offer to express his view points. After, hearing his words, management department could put their ideas and facts on the basis of which he was appointed. In addition to this, other jobs on which he have applied no one has appointed due to the cost cutting strategy of company (Bach and Kessler2011).
Advocate organizations position
Organization is in dominating position as it could appoint any person on particular designation as its wants (Wright, 2015).
Outcome with relevant jurisdiction
Tom could be called for putting his viewpoints with the management department. In the end, ultimate answer would be given by Top management with the hiring process.
Plan to implement agreement
Firstly notice will be issued in newspaper after that board meeting will be conducted to appoint particular person. Afterward, regulatory filling and applicable rules will be complied to appoint that person (Brewster, et al. 2017).
Remedial action
The remedial action would be taken such as putting penalties on individuals, conducting training and passing notices to each and every person in organizations so that they could be aware of the importance of applicable agreements and rules (Miles. and Mangold, 2014).
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7.1 |
Yes, possible grievances were related with the appointment (Kaufman, 2014). |
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7.2 |
No, because Tom is also right at his place. He has right to ask why he was not appointed when he is eligible for the same. |
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7.3 |
Yes, There are several strategies given which could be used by company and tom to avoid possible conflict |
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7.4 |
No, All the possible outcomes given and facts identified were easy to grab. These all issues were common to identify in employee relation management (Humayun et al. 2014). |
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7.5 |
Yes negotiation strategy has been used to encounter possible conflicts between Tom and company. |
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7.6 |
Yes, Acceptable outcome is that Tom should understand that it is merely depends upon the company who should be appointed and who should not. |
Industrial policies and plan
Company will conduct meeting on each and every month with a view to communicate with all the stakeholders. This process will help to encounter all the possible grievances in easy and determined approach.
Implementation of Industrial policies and plan
Four persons will be indulged in conducting meeting and supervisor all the activities. All the stakeholders will raise their problems before 7 days by filling official ballot so that managers could manage their issues in meeting and could give them possible solution (Scott and Davis, 2015).
Negotiation to resolve conflict
Negotiation will start with HR team. After that possible conflict statement of stakeholders will be further forwarded to top management. In the end, Top management with the collaboration with HR department will provide the best possible solution to mitigate conflicts within its employees (LeRoy, 2014).
Conclusion
It is observed that if organizations want to sustain their business on long term then they need to comply with all the rules and regulation in determined approach. Now in the end, it would be inferred that in order to manage conflict and problems, organization has to implement proper industrial employee relation program.
References
Bach, S. and Kessler, I., 2011. The Modernisation of the Public Services and Employee Relations: Targeted Change. Palgrave Macmillan.
Brewster, C., Hegewisch, A., Mayne, L. and Tregaskis, O., 2017. Employee communication and participation. Policy and Practice in European Human Resource Management: The Price Waterhouse Cranfield Survey, p.154.
Dundon, T., Dobbins, T., Cullinane, N., Hickland, E. and Donaghey, J., 2014. Employer occupation of regulatory space of the Employee Information and Consultation (I&C) Directive in liberal market economies. Work, employment and society, 28(1), pp.21-39.
Fossum, J.A., 2014. Labor relations. Mcgraw Hill Higher Educat.
Humayun, F., Zaheer, A., Basit, A. and Akber, S., 2014. Job Satisfaction of Employees in Banking Sector. European Journal of Business and Management, 6(17), pp.178-185.
Kaufman, B.E., 2014. History of the British industrial relations field reconsidered: getting from the Webbs to the new employment relations paradigm. British Journal of Industrial Relations, 52(1), pp.1-31.
Kearney, R.C. and Mareschal, P.M., 2014. Labor relations in the public sector. crc Press.
LeRoy, M.H., 2014. 13 What Do NLRB Cases Reveal about Non-Union Employee Representation Groups?. Voice and Involvement at Work: Experience with Non-Union Representation, 33, p.366.
Marchington, M. and Suter, J., 2013. Where Informality Really Matters: Patterns of Employee Involvement and Participation (EIP) in a Non?Union Firm. Industrial Relations: A Journal of Economy and Society, 52(s1), pp.284-313.
Miles, S.J. and Mangold, W.G., 2014. Employee voice: Untapped resource or social media time bomb?. Business Horizons, 57(3), pp.401-411.
Ruck, M.K. ed., 2015. Exploring internal communication: towards informed employee voice. Gower Publishing, Ltd..
Scott, W.R. and Davis, G.F., 2015. Organizations and organizing: Rational, natural and open systems perspectives. Routledge.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns, R., O’Leary, P., Robinson, J. and Plimmer, G., 2015. Managing Employee Performance & Reward: Concepts, Practices, Strategies. Cambridge University Press.
Wright, H., 2015. Employee wellbeing is about the proof. Occupational Health & Wellbeing, 67(12), p.14.
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