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Employment Relations A Case Study Report

Introduction

The objective of this report is to discover the place of work best practices and what are the necessary actions that can be taken ahead by the managers and administration department of the company. These influential practices include behaviour and ethics. For making the company, more beneficial and profitable, it is indispensable to give priority to ethics, performance, teamwork, motivation and behaviour(Millward, Bryson & Forth, 2000). The success of the company is ensured if it is managed with these influential best practices of work.

Some questions arise when the discussion of the case study transforms to the arguments. One first is how to understand the prevailing and unexpected future risk elements needed for the organisational changes if the management's move parallels with employees. Second one what can be the new innovative best practices to nurture the organisation in the right direction. The last third question is what can be the dress code of the employees for making positive changes in the workplace.

 

Detailed examination of New Workplace Practices

Workplace behaviour and ethics are prime considerations and have been recognised as two prime characteristics for making the company more profitable and successful. The companies who give importance to the ethical issues and behavioural issues, the employees work as one team and enhance motivation, performance and success factor(Kalleberg, 2000). The useful workplace practices use to keep promoting the company’s fair trade using ethical standards.

The Board of Directors and the CEO of Bounce Fitness approves the procedures which resultin a team of few people within Bounce fitness taking care of implementing the plans and approaches. The formed team monitors and inspects the complete process of implementation and research regarding the built plans and approaches. Additionally, they also need to confirm that all the Bounce Fitness’ procedures and policies must conform at the time of executing those approaches. The unique set of monitoring and reviewing approaches will be used. All the accomplishments must be kept in the approved planned objectives and highly reliable with the organisational mission, values and vision. There is a big need for implementing customised changes so that objectives of the can be focussed as necessary corrective measures.

In the given case study, it has been observed that the manager of the company treats employees like his children and always respond politely if the employees commit any error. In the beginning, it appeared that company would not be able to survive for a long since employees and clients were limited. By implementing the right set of practices at the right time, thecompany turned in the right direction and finally goals were achieved(Kalleberg, 2000). Risk factors were covered using influential practices so that proper management control over the employees can be done. Employees realised that they are at a safe place where growth is sure and work environment is very supportive. All the employee's concerns were address as prime attention so that they can cope with the frequently changing marketing conditions and can work consistently(Jacoby, 2007).

Analysis of the risks of sustainability

Changes made in the organisation makes no sense if the workers do not find comfortable work environment along with the support of other employees of the organisation. It is found that the company is lacking needful representatives who can take the initiative to bring positive change. The manager was highly supportive, and he implemented needful changes without bothering the cost associated with the same(Jacoby, 2007).

In this diagram, the ratio is definedby therole of other activities, human rights, work culture,etc.

Risks move in parallel when new practices and strategies are introduced. Risks should notbe ignored since the beginning(Adkins, 1995). Because these can be critical in nature at the later stage and it will consume high cost to fix the risks later on. It is also not sure that risks will be eliminated completely. Removal of risks is a positive sign for the overall betterment of the work culture and sustainability can be maintained(Bewley, 2013).

The management of any organisation is accountable for the running operations, for managing risk factors and for overall business improvements. The case study explains that if the management fails in doing their jobs in right manner, the overall organisational goals cannot be obtained at all(Wilkinson, A, 1999). Management should be very responsible, knowing the needs o0f the organisation and serve the resources to the employees accordingly. Proper resource allocation is must so that employees and clients can take full advantages of it(Adkins, 1995).

When there is no proper management in the company, some of the employees try their level best to spoil the goodwill of the organisation since they are not satisfied with the services and allocated resources,etc. Consequently, it can be observed that some bad managers along with bad employees(Burton& Baron, 1996). Hence, leadership skills fail at this stage, and work practices will be hampered. The company becomes a negative impression when management does not take the needful actions even when they know it is necessary to cope up with the changed marketing situations and to decrease the risk factors. Improvements will not be sustained and company may subject to a faulty platform(Beaumont, 1995).

Changes are needed for the overall betterment and management needs to be proactive to take the necessary corrective measures to anticipate loss and risks(Bewley, 2013). Hence, motivation and workplace practices are needed so as thecompany can maintain the decorum along with disciple. The case study signifies that if the company lacks in taking the necessary actions on time, employees fail to manage operational structure(Wilkinson, 1999).

Comparison between thedress code, and the public sector teams to engage in workplace

In the privately owned organisations, for proper action planning, the company must have an ultimate management to know why there is a need for changes. The company possess proper action plans and expert team of employees(Burton & Baron, 1996). The management must be ready to implement the needful changes so that overall development of the company should be possible(Ackers, 2002). Customised changes on the changed marketing conditions are relevant

It has been seen in the privately owned organisations that the proper control is always in the hands of the management. Company follow the work ethics and abide by the set standards of the company. Additionally, the employees are expected can play a role in running the business operations working independently(Wilthagen, 1994). Only leaders and management has the power to take the decisions and to work as per the patterns. These private firms are autocratic in nature and somehow dependent on the managerial decisions.

Since fitness memberships are becoming avery common element in the working Australia’s lives and being the part of the benefits package for employees, the companies have been actively participating in the corporate membership. It has been introducedto two aspects(Van Wanrooy, et al., 2013). One aspect is compensating employees’ flexible approach. The other one is that it has a positive impact on the bottom line of the organisation. Studies state that the contention is a fit employee is always happy, more productive and healthier too. There is no other reason about the same(Van Wanrooy,Bewley, et al., 2013).

 

Conclusion

It is very significant for one and all organisations to give importance to behaviour and ethics along with performance, teamwork and motivation. The members of the management Bounce Fitness are highly cooperative, and they possess anadequate set of capabilities to understand the cause of the problems rather than blaming the work culture or the employees. The role ofManagement is very crucial, and they cannot ignore the changes as it is mandatory to run the organisation in right directionto implement the needful changes. Their timely initiatives transformed the company a successful organisation in the Australia.

To manage the conflicts within the organisation, managers offered adequate support to the team. Bounce Fitness ensures that all the employees will be treated equally without any biasing. They are in the habit of creating aworkforce where the complete staff teams are well supported and motivated to work perfectly. Irrespective of their race, age, religion or sex, Bounce Fitness ensures that the organisation will distinguish all the staff members.


 

References

Millward, N., Bryson, A., & Forth, J. A. (2000). All change at work?: British employment relations 1980-1998, portrayed by the workplace industrial relations survey series. Taylor & Francis US.

 

Kalleberg, A. L. (2000). Nonstandard employment relations: Part-time, temporary and contract work. Annual review of sociology, 26(1), 341-365.

 

Adkins, L. (1995). Gendered Work. Sexuality, Family and the Labour Market. Open University Press, 1900 Frost Road, Suite 101, Bristol, PA 19007 (hardcover: ISBN-0-335-19297-1; paperback: ISBN-0-335-19296-3).

 

Wilkinson, A. (1999). Employment relations in SMEs. Employee relations, 21(3), 206-217.

 

Kersley, B., Alpin, C., Forth, J., Bryson, A., Bewley, H., Dix, G., & Oxenbridge, S. (2013). Inside the workplace: findings from the 2004 Workplace Employment Relations Survey. Routledge.

 

Jacoby, S. M. (2007). The embedded corporation: Corporate governance and employment relations in Japan and the United States.

 

Hannan, M. T., Burton, M. D., & Baron, J. N. (1996). Inertia and change in the early years: Employment relations in young, high technology firms. Industrial and Corporate Change, 5(2), 503-536.

 

Guest, D., & Conway, N. (1999). Peering into the black hole: the downside of the new employment relations in the UK. British Journal of Industrial Relations, 37(3), 367-389.

 

Bamber, G. J., Lansbury, R. D., & Wailes, N. (Eds.). (2004). International and comparative employment relations. Sage.

 

Van Wanrooy, B., Bewley, H., Bryson, A., Forth, J., Freeth, S., Stokes, L., & Wood, S. (2013). The 2011 workplace employment relations study: first findings.

 

Nel, P. S. (2002). South African employment relations: theory and practice. Van Schaik Publishers.

 

Rogowski, R., & Wilthagen, T. (1994). Reflexive labour law: studies in industrial relations and employment regulation. Kluwer Law and Taxation Pub.

 

Ackers, P. (2002). Reframing employment relations: The case for neo?pluralism. Industrial Relations Journal, 33(1), 2-19.

 

Beaumont, P. B. (1995). The future of employment relations. Sage Publications Ltd.