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Effective communication in an organization is always crucial. Regardless of the operational scale of the organization, it has been noted that an organization can succeed as well as surmount all forms of internal misinterpretations and external operations with attainable communication strategies (Colbert, Yee and George 2016). The report will evaluate strategies and ideas that JKL industries will apply to gain effectiveness and improve its organizational growth.
Communication Strategies for effective communication among employees
JKL industries through its organizational assessment have distinguished severe lack of communication among its employees and an organizational climate of conflict and disagreements which have been regarded as risks to the business goal and objectives. JKL must develop an inclusive communication strategy in which all members are invited to serve crucial role in decision making procedures taken by the company. JKL must ensure to form effective channels in order to transmit necessary information by interpersonal conversations, interaction through emails for make employees understand about their roles and responsibilities. Further to this, regardless of roles and responsibilities of employees, JKL must enable its employee to possess distinct knowledge and understanding of JKL’s policies and objectives. In addition to this, employees must be well-versed about the vital roles and functionalities which the organization deals with.
Consultation processes must be executed with employees through the use of pre-work meetings and evaluation (Goetsch and Davis 2014). JKL must implement the process of Information & Consultation of Employees (ICE) Act 2004 which is applicable to organizations with over 50 employee base (Butler et al. 2018). This consultation process will require JKL to inform and provide consultation feedbacks to its employees in specific circumstances. Colbert, Yee and George (2016) state that through well-structured consultation process employees must be provided opportunities to express their opinions and grievances about issues related to health and safety concerns and remuneration structures.
Various responsibilities of each employee of JKL industries must be taken into consideration during consultation process. JKL must determine which worker is required to perform roles and supervision in terms of the roles and job assigned to them.
Feedback to employees on outcomes of consultation process
Marginson (2015) is of the perspective that both positive and negative feedback tend to influence employees’ experience level. Organizations must understand that employees tend to take feedback outcomes into serious consideration. Thus JKL must take time in order to prepare for a well-structured feedback and consultation procedure. Accurate facts, data, case studies and statistics are to be used in order to substantiate company’s references to specifically work exceptionally on a constructive side or focus on issues which need utmost attention (Butler et al. 2018).
Avoidance of gender biasness- As JKL primarily operates its business by selling forklifts and small trucks, constitutes a major section of male employees in comparison to female staffs. Typically managers show greater level of inclination in critiquing female employees and consider male employees as primary factor of the teams’ successful outcomes rather than considering individual efforts (Colbert, Yee and George 2016). Similarly JKL must avoid any acts of gender disparities or biasness while receiving feedback from employees.
Communication Strategies for effective communication among employees
Activity 2
Purpose of workplace diversity policy- JKL industries promote equity and diversity policy in order to support its desire and fundamental purpose of providing unbiased and inclusive environment for its employee base (Dugguh and Dennis 2014). The fundamental purpose of this policy is to efficiently offer significant diversity and equality to all employees irrespective of its demographic attributes, ethnic origin, marital status as well as social class. The company further through its policy expresses its opposition all forms of unlawful, unauthorized and unjust discrimination.
Promote Diversity policies- Galinsky et al. (2015) state that organizations must recurrently seek for feedback and opinions from their labour force and further develop a enthusiastic and devoted employee base with team members from every unit for candidate staffing and training.
Create Mentorship Programs- Bjursell and Sädbom (2017) reveal that though promoting diverse workforce is vital, organizations must also emphasize on specific mentorship programs. Employees with immense potential must be offered advisers to improve their skill level and capacity. However JKL can also seek other strategies if sponsored mentorship programs are not viable or adequate for the company. JKL at this juncture, must acknowledge less-structured specialized development avenues such as long-term education, external employee resource groups that is committed to young professionals along with women’s leadership and other ethnically relevant factors.
Policy- JKL Industries Code of Ethics and Code of Conduct- Codes and regulations entailing principles, standards and conduct which are expected and must be adhered at JKL. This policy forms part of the company’s contract of employment with its workforce and apply to its wide ranging employee base. Furthermore, visiting employees and acting in a voluntary potential while engaging with JKL are further been expected to perform in manner which are consistent with the policies and codes.
Workforce Diversity Strategy- JKL is committed in efficiently developing strategies and approaches which will not only increase the opportunities for all employees to give proactive involvement to its business strategies but further improve the level of service delivery to an increasingly diverse staff populace.
Indigenous Employment and Career Strategy- The JKL industry fundamentally purposes to enhance Indigenous employment within the organization and also improve avenues for Indigenous communities to effectively offer all aspects of professional life thus contributing directly to the aspiration and desire of excellence at the organization.
Health, safety and rehabilitation policy- The fundamental purpose of this policy is to indicate JKL’s strong commitment in reducing as well as managing health and safety risks and further delivering workers’ remuneration, compensation and rehabilitation along with first-aid training. The health and safety policy has been established in order to apply to its employees, stakeholders and officers of the company (Abbas et al. 2014). As per the legislative demands and requirements of this policy, workforce of JKL industries must be efficiently consulted on health, safety issues which are vital to JKL employee base.
Workplace harassment and bullying policy- The primary aim of this policy is to highlight JKL’s commitment and objective to eradicate all types of harassment and unjustified attitudes at the workplace. The company further claims that the right to conduct their roles within justifiable and supportive and high performance work environment. JKL decisively states its strong opposition towards workplace harassment and bullying.
Development of Consultation Processes
2B)One of the important ways of forming trust and loyalty with employees is to evaluate and critically analyse employee handbook and policies. JKL must recurrently analyse their organizational policies and handbook in order to identify areas where it lacks or requires improvement.
JKL must also establish trust and commitment in its cultural policies by applying role model appropriate leadership techniques. Marginson (2015) must consider that sincere leaders and supervisors must be intently focused on the employees who report the authority.
Activity 3
Networking is related to distinguishing and taking benefits of constructive relationships and enables organizations to be aware of potential and prospective needs or issues to address them. JKL must use proper networking systems to achieve effective outcomes and further establish creditability with relevant service associates. Organization must provide vital information to its employees related to their business operations and further work in collaboration to accomplish clients’ demands and needs (Men 2014).
JKL furthermore, through effectual networking must seek strategies in order to successfully invest its idle resources and target new networks and associations to identify other businesses which reflect similar business strategies and aims. Organizations must further seek avenues in order to work on project teams which will expose JKL industries to identify key contributors in other units.
Ongoing planning to ensure effective workplace relationships
Establish distinct goals- JKL must set distinct and measurable goals for individual staff members in order to develop their awareness of the organization’s business practices and clarify roles and responsibilities of each employee. In regards to develop effective workplace relationships, JKL must provide comprehensive job descriptions and offer inductions and training with feedback from mentors.
Show appreciation- JKL must further efficiently recognize and appreciate exceptional efforts given by its employees and further address issues which have the propensity to create hindrances to its growth.
Activity 4
Some of the major difficulties that has been faced by the employees of JKL industry is communicational issues resulting in conflict and issues, lack of awareness of the organizational goals, ethics and values and inconsistent applications by managers of grievance procedure posing risk t employee relation. When it comes to communication, the first issue identified includes lack of bondage between the employees. Not only that there also prevails lack of respect between the employees for each others cultural background. As a result of these issues employees are not attached with each other. This is why, even trivial misunderstanding between the employees results in conflict within the team which imposes adverse effect on the revenue of the company (McPhail et al. 2015). Along with that lack of empowerment of the employees makes them feel that their effort is unrecognized and thus reduced the job satisfaction of the employees. In order to deal with this, issue, the management should take the following steps. Firstly, periodic meeting should be conducted in order to understand the key communicational issues within the team. Secondly, each and every employee will be educated about the importance of cultural diversity in the workplace so that they can develop respect towards their coworkers. Thirdly, strict policies will be developed in order to prevent discriminatory act within the organization. Lastly, employees will be encouraged to communicate unofficially with each other through ice breaking sessions so that a bondage and respect about each other can be developed which eventually will enhance their job satisfaction. Finally, employees will be able to include in all the crucial decision making sessions in order to make them feel empowered.
Feedback to employees on outcomes of consultation process
Task 2
Question 1:
Explain how systems, policies and procedures can support the development of effective work relationships focusing on
- Interpersonal style
- Communications
- Consultations
- Cultural and social sensitivity
- Networking and conflict resolution
The term interpersonal communication style is defined as the manner in which an individual communicate. It involves the way an employee interact with his team mates as well as with his superior that in turn create expectations for future behavior on behalf of both the participants. Lack of effective interpersonal communication style can impose negative impact on the relationship between the employees and conflict may develop due to this. Such organizational conflict posses the potential to reduce the overall revenue of the company (Conway et al. 2016). Considering the fact that there exist several issues associated with interpersonal communication style of thee employees working at JKL industry, the management should develop and introduce effective policies and procedures on interpersonal style of the employees to eradicate organizational conflict resulting due to the mentioned factor that is organizational style. The purpose of the interpersonal communication policy of the JKL industry is to provide guidance to the employees of the organizations about how they should communicate with their team mates as well as superiors in order to maintain a work friendly environment. Along with that the policy will also helps the leaders to develop effective interpersonal style that will help them to manage their subordinate or followers so that the productivity and eventually the revenue of the organization can be increased.
When it comes to enhancing the relationship between the employees through effective communication, the JKL company posses several policies and procedure s. Effective communication posses the potential to enhance the bondage between the employees and thus facilitate employee attrition. The JKL company already posses a general communication policy or the employees. The purpose of the policy is to provide guidance to the employees of JKL with respect to both official use of communication media for business, including their use by the JKL communication team and unofficial as well as personal use of media, particularly social media. The policy and procedures are highly beneficial for the company as well as the employees since it prevent s the staff to conduct unethical acts like disclosing confidential information of the organization to a social media friend. Not only that the communication policy o the JKL industry also encourages the employees to demonstrate respect to the audience while communicating with them be it their team mates, consumers, supervisors or any other employees. However, the company needs to include certain policies in order to encourage team members to communicate with themselves and develop bondage between them. Employees should be encouraged to communicate both officially as well as not only that, the company unofficially with their team mates so that they can understand the culture and thoughts of each other. Another discrepancy in the policy of the company includes lack of detailed information about informal communication. It should be stated to the employees no vulgar words or unofficial discussion for a prolonged period of time during the office hours will be entertained by the company. Not only that, the employees must also develop internal communication systems like intranet in order to facilitate both official as well as unofficial communication between the employers and the employees. Developing intranet will not only facilitate the employees to communicate crucial official information with all the employees at one go but will also help the employees to directly communicate with their supervisors for any kind of official issue or grievances.
Activity 2
When it comes to consultation within the workplace, the JKL Company should develop policies and procedure that will facilitate effective communication within the employees of the workplace. The workers of the organizations need to develop effective policies and procedures that will include effective consultation with the employees while taking crucial decision about the organization (Davis, Frolova and Callahan 2016). Effective consultation with the staff during the decision making process not only makes them feel being empowered but also enhances the responsibility and commitment the same towards he organization.
Policy plays a major role to ensure effective relationship when it comes to cultural and social responsibility. Policy that states that all the employees should be treated equality and any discrimination on the basis of culture will be highly penalized, will prevent discrimination between the employees. In order to enhance social sensibility, the management needs to educate the employees about the importance of social responsibilities and how it can enhance the goodwill of the consumers along with the reputation of the company.
Question 2
Outline legislation relevant to managing effective workplace relationships
The three chief legislations that are relevant to the workplace relationship of the JKL company are as follows:
- The privacy Act 1998: The privacy act 1998 is referred to an Australian law that deal ith privacy. Section 14 of the mentioned act stipulates a number of privacy rights known as the information Privacy principles. The principles govern when and how personal information can be collected by these government agencies (Shields et al. 2015).
- The Antidiscrimination Legislation: The anti discrimination law states that it is unlawfully to discriminate on the basis of a number of protected attributes including age, disability, race, sex, intersex status, gender identity and sexual orientation in certain areas of public life, including education and employment.
- The equal employment opportunity Legislation: According to the mentioned legislation, all the employers in Australia should not discriminate the candidate on the basis of number of protected attributes including age, disability, race, sex, intersex status, gender identity and sexual orientation and provide equal opportunity to all the candidates to prove their eligibility based on their skills.
References
Abbas, M., Raja, U., Darr, W. and Bouckenooghe, D., 2014. Combined effects of perceived politics and psychological capital on job satisfaction, turnover intentions, and performance. Journal of Management, 40(7), pp.1813-1830.
Bjursell, C. and Sädbom, R.F., 2017. Mentorship programs for workplace inclusion and learning. Adult Education for Inclusion and Diversity, p.28.
Butler, P., Lavelle, J., Gunnigle, P. and O’Sullivan, M., 2018. Skating on thin ICE? A critical evaluation of a decade of research on the British Information and Consultation Regulations (2004). Economic and Industrial Democracy, 39(1), pp.173-190.
Colbert, A., Yee, N. and George, G., 2016. The digital workforce and the workplace of the future.
Conway, E., Fu, N., Monks, K., Alfes, K. and Bailey, C., 2016. Demands or resources? The relationship between HR practices, employee engagement, and emotional exhaustion within a hybrid model of employment relations. Human Resource Management, 55(5), pp.901-917.
Davis, P.J., Frolova, Y. and Callahan, W., 2016. Workplace diversity management in Australia: what do managers think and what are organisations doing?. Equality, Diversity and Inclusion: An International Journal, 35(2), pp.81-98.
Dugguh, S.I. and Dennis, A., 2014. Job satisfaction theories: Traceability to employee performance in organizations. IOSR journal of business and management, 16(5), pp.11-18.
Galinsky, A.D., Todd, A.R., Homan, A.C., Phillips, K.W., Apfelbaum, E.P., Sasaki, S.J., Richeson, J.A., Olayon, J.B. and Maddux, W.W., 2015. Maximizing the gains and minimizing the pains of diversity: A policy perspective. Perspectives on Psychological Science, 10(6), pp.742-748.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Marginson, P., 2015. The changing nature of collective employment relations. Employee Relations, 37(6), pp.645-657.
McPhail, R., Patiar, A., Herington, C., Creed, P. and Davidson, M., 2015. Development and initial validation of a hospitality employees’ job satisfaction index: Evidence from Australia. International Journal of Contemporary Hospitality Management, 27(8), pp.1814-1838.
Men, L.R., 2014. Strategic internal communication: Transformational leadership, communication channels, and employee satisfaction. Management Communication Quarterly, 28(2), pp.264-284.
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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