There two employees needed two types of legislations which is related to training. The first is the Personal Protective Equipment ( PPE) which means to protect themselves and keep themselves safe when they are doing the job. There is distinct type of law which is Work health and safety training supplied to the organization. This enables in providing work health and safety training so that the workplace is kept safe. Again, if anything is changed in the organization then it is obvious that the training must be provided to the employee. This is much important for the employees to continue work in the organization. The employees are needed to provide protection against handling hazardous chemicals and dangerous goods. It would also give the provision for not work against excessive pressures and stress (Drucker 2013). In this context, it can be said that many people are much are unnecessarily utilized by the manager of the organization and in return, they are not given proper remuneration of it. Therefore, to safeguard and protect against this type of exploitation, these laws are necessary in the workplace.
Work health and safety organization is related to performance management. The reason behind this is Performance Management is the coordination of both employees and managers to work together in the office. It is also about reviewing and supervising employee’s aim of doing the work and its contribution in the organization (Rees and French 2016). The managers have to look after that employees so that they do not have to face any harmful chemicals, or any threatening from other persons. Hence, there will be a cordial relation between the employees and the employers (Glaser et al. 2016). Another crucial factor is health and safety of the employees. Primarily it is the most important thing. This is significant not only for the wellbeing of the employees of the organization, but it is also really fruitful for the organization or the company. This is because if the health of the employees will not be up to the mark then , the employees will also not able to work with full potential in the company or the organization.
Modern Award is one of the important and expected award for the Australian employees. The law of Fair Work 2009 has regulated Australian Workplaces. The modern awards came into existence under the Commonwealth Workplace relations system (Bush and Middlewood 2013). The main attribute of this modern award is that it helps the employees to eradicate the hesitation and determine about new minimum wages. It has come into existence on January 2010. Modern award provide claims to play, hours of work, allowances, penalty rates and over scheduling in work. Modern awards are production related, and it is both applicable to employers and employees who comes under this category of award. Mangers or high income employees may not be included in this scheme, even if they are part of the industry.
In sports or in bounce fitness the performance measurement is mainly related to the time for each training conducted by the trainer. Objective performance measures are not dependent on the trainer’s observation. Here the word measurement is done by utilizing of some things (Bogetoft 2013). There are various types of measurement things which is inclusive of a stop-watch, measuring tape or record of goals. The objectivity of the performance measure is enhanced by the through such as time, checklists, or established criteria. On the other hand subjective performance measures rely on persons who may be observer or trainer. The trainer judges accurately with the help of watch or other type of measurement but sometimes the performance measure is regulated by opinions, feelings, and general impressions. Sports such as dance, gymnastics and bounce fitness are more subjective than objective in their measures (Shields et al. 2015).
In this case it can be concluded that bounce fitness training and its trainer and the whole process of training is much connected with the trainer.
Unlawful or Unfair dismissal is when an employee is dismissed from the job without any reason or he or she is sacked due to unjustified cause. If any employee is dismissed without no reason then employees have to apply to the Fair Work Commission within 21 days of the dismissal. There are other criterions for it, example- the employees have to work at least for six months, and then only they can apply for unfair dismissal (Austin 2013). Employees who work for small business are not able to be employed for at least 12 months before they can apply to it. Fair Work Regulations 2009 Act enables the employees to be under a modern award. The employee is also part of an applicable enterprise agreement. This law has strengthened the employment engagement policy of the company, because it has enabled in further strengthening of the position of the employees in the office.
It can be said that an organization does not benefit without employee’s contribution. Staff development is about conducting programmes that provides training and other amenities needed to employees, or assist employees plan their own occupational development. Training is such a scheme that enables the employees to learn about professional specific knowledge or skills to better performance in their current roles. Development is not only about providing skills but it also focuses on employee growth and future performance but not only on employees’ current job. Companies or organizations that support staff development always have employees with better potential and proficiency. There are various attributes of Staff development it comprises of in-house training, or policies and plan .Another most important thing needed for motivation from the leaders is the most effective thing (Aithal.and Kumar 2016). The staffs of the company should also be in knowledge of the option for their progress in the organization. They must have a connection between the professional development and the rewards given for the performance. There must be genuine approved methods of teaching and learning in staff developments works.
References
Aithal, P.S. and Kumar, P.M., 2016. Comparative Analysis of Theory X, Theory Y, Theory Z, and Theory A for Managing People and Performance.
Austin, R.D., 2013. Measuring and managing performance in organizations. Addison-Wesley.
Bogetoft, P., 2013. Performance benchmarking: Measuring and managing performance. Springer Science & Business Media.
Bush, T. and Middlewood, D., 2013. Leading and managing people in education. Sage.
Drucker, P., 2013. People and performance. Routledge.
Glaser, L., Stam, W. and Takeuchi, R., 2016. Managing the risks of proactivity: A multilevel study of initiative and performance in the middle management context. Academy of Management Journal, 59(4), pp.1339-1360.
Rees, G. and French, R. eds., 2016. Leading, managing and developing people. Kogan Page Publishers.
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.
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