Assignment On Diversity Management Across The Operational Regions

Name
Student Id
Trainer’s name
Title of the Assessment
Assessment Due Date
Actual Submission Date

1
The principles of relevant industrial agreements relate with different aspects which are of major
value to the policies, philosophy and operational importance at Bounce fitness. Below mentioned
are a detailed overview of these principles.
 Diversity management across the operational regions at Bounce fitness for conclusion of
a better workspace all along the structural design.
 Examination of job patterns and high performance factor for the employees which can
lead to a better employee retention structure.
 Assessment of information driven human resource management system for each of the
related sections across the organization (Bounce.precisiongroup.com.au, 2019).
 Implementation of better leadership strategies across the higher management of the
company.
 Development of adequate strategies for better human resource management and increased
productivity for individual workforce.
2
The external and internal support services for employees at an organisation play important role in
idealizing the growth and increment in human resource management segments across the
organization. Development of opportunities and sense of responsibility are some of the major
factors which are boosted by the available set of external and internal services. Employees
operating in a more supportive format of organization are liable to deliver better results across
the timeline and thus these are considered as important fundamentals for human resource
management.
Internal Support services
 Efficient communication channels within the organization
 Availability of a supporting leadership across the organization
 Management of supportive corporate culture
External support services
 Inclusion of sufficient political and legislative provisions for operations
2

 Development across economic aspects related to growth, interests, wages and justified
working hours (Liao and Huang, 2016).
 Sociological factors such as career attitudes, health conscious and age distribution.
3
Performance measurement in an organisation act as a supportive framework for establishing a
better approach for continuous development of its inclined systems. The overall usability index
which is associated with the process of performance measurement is liable to improvise a system
at each consecutive segments. At Bounce fitness, the basic ideology incorporated for
performance management is based on objective review. The process of reviewing objectives help
in supporting the framework effectively and managing operations with minimum possible
defects. Client attendance is another important factor included for managing performances across
the operational framework. Timely client attendance is a major aspect which is highly required in
any service sector organisation like Bounce fitness. In addition to this, client satisfaction
measurement analysis is another important factor which is associated with the entire review
process. It justifies the operational framework which is incorporated all cross the system with an
objective to facilitate performance driven services by the organization. Client data acts as a
major source of service enhancement factor across the defined operations. Thus regulated
measures for reviewing data storage and retrieval are used, which provide a secure operational
design (Fwc.gov.au, 2019).
4
Legislative and regulatory provisions for each of the operational sections are crucial for
managing the organization effectively. These are the relevant guidelines set by the government
institutions in order to facilitate a better operability index for each of the inline operations
(Bagheri, 2016). Taxation policies, Environmental regulations, Trading restrictions and related
reforms, Employment laws and employee rights are some of the major areas which relate with
regulatory and legislative requirements across Bounce fitness
Following are some of the major industry specific regulations which justify the operational
framework at Bounce fitness:
 The national fitness industry code of practice
3

 Pre exercise screening system for adults
 Scopes of practice for the trainers
 Industry specific code of ethics
5
Staff development strategies at Bounce fitness are based on consistent review and
recommendations from the available staff members. The centre manager is liable to accept
changes in provisions as required but only after efficient consultation from the higher authorities
(Bouncefitnessisawesome.weebly.com, 2019). The preferences in terms of operation across this
organization are made from some important considerations. These considerations are discussed
in the below mentioned section.
 Roles and responsibilities across the organization
Distribution of responsibilities and roles across the organization improvises the overall
operability of the organization. It ensures the appointment of required workforce across the
available set of sections. Division of this efficient form of role distribution improves the overall
usability index which is required by the company (Hashemy et al. 2016).
 Wages and benefits
Wages and additional benefits act as a supportive factor for improvising the inclusion of staff
members. In majority of the cases, it acts as a motivation for the workforce and thus its regulated
distribution supports the organization in many positions. It helps in extracting the required form
of support which is highly desirable in any service based organization for improvised form of
staff development (Mazur, 2015).
 Improvised working hours
Excessively long and unconventional working hours act as a major source of disruption for each
of the defined possibilities across staff management at Bounce fitness. The company has
provisions put in to the place for managing and maintaining a feasible working timeline for each
of its staffs including fitness instructors, managers and executives. It helps the company to have
a positive working environment across its facility that act as a direct influencer for increased
productivity and performance (Chiu et al. 2015).
4

 Development of required skillset and knowledge base
The overall development of staff members at Bounce fitness is determined by availability of
industry specific skill sets and knowledge base. It helps the institution in guiding performance
across the defined possibilities. The organization conducts regular training in context of fitness
programs and activities which act as a boosting factor for the available skillsets across included
workforce (Harvey et al. 2017). A knowledgeable and skilled staffing is liable to produce more
satisfactory results for the organization as whole.
6
The unfair dismissal rules and due processes at Bounce fitness is completely operational under
the section 772(1) of the Fair Work Act 20009. The regulations put in to place are quite ideal for
managing and maintaining an effective measure which supports value based dismissal
regulations across the organizational processes. Some of the major aspects covered under this
rule are provided in the later sections.
 Availability of a valid reason for dismissal in concern with the conduction and capacity
of the individual being dismissed.
 Prior notification of these actions by the relevant staff
 Providing appropriate chances to respond and react to the available process.
 Including appropriate information about the dismissal to the impacted individual (Haider
et al. 2015).
 Informing employees with prior knowledge of issues and awareness related to the issue.
Breaching of contract, inefficiency in productivity levels and lack of professionalism while
conducting training sessions are some of the most common types of dismissal backgrounds
popular across different operations at Bounce fitness. However, not much incidences of unfair
dismissal can be depicted under this organizational structure.
7
The key result areas associated with Bounce fitness are generally based on customer service and
process management attributes. Following are the key result areas for Bounce fitness:
 Customer service
5

Customer service is an important area for the company as it is the sole factor which improves its
productivity and supports revenue management possibilities. The provisions and facilities
incorporated across the customer service aspects are monitored regularly and appropriate
strategies are involved when required. This is to ensure that the company is being operational
across the required framework and a supportive customer management process is in action.
 Employee management
Employee management initiates effective productivity and supportive feedback from the
employees which is crucial for development. The employee management attribute put in to place
are highly appreciated in terms of supporting the desired results in performance sector. It is also
important for the organization as a series of customers are available which require different form
of services and the company needs sufficient and supportive workforce to manage this
(Kaliannan et al. 2016).
 Development of a healthy workplace environment
Workplace environment adds up to the overall growth and development of the company. It
initiates a positive attitude across the operational design which is largely required in order to
justify the progress. Since, the workplace for this organization are its centres and are closely
related to the customers, there is a constant interaction of customers. This interaction is used to
idealize their interest in the company and its services. Providing them with a supportive
framework by positive workplace environment is an additional advantage (Mazur, 2015).
6

References:
Bagheri, J., 2016. Overlaps between human resources’ strategic planning and strategic
management tools in public organizations. Procedia-Social and Behavioral Sciences, 230,
pp.430-438.
Bounce.precisiongroup.com.au (2019), about, Accessed on: 04 October 2019, Accessed from
http://bounce.precisiongroup.com.au/account/
Bouncefitnessisawesome.weebly.com (2019), about, Accessed on: 04 October 2019, Accessed
from https://bouncefitnessisawesome.weebly.com/about.html
Chiu, W., Kwag, M.S. and Bae, J.S., 2015. Customers as partial employees: The influences of
satisfaction and commitment on customer citizenship behavior in fitness centers. Journal of
physical education and sport, 15(4), p.627.
Fwc.gov.au (2019), unlawful termination, Accessed on: 04 October 2019, Accessed from
https://www.fwc.gov.au/termination-employment/unlawful-termination
Haider, M., Rasli, A., Akhtar, C.S., Yusoff, R.B.M., Malik, O.M., Aamir, A., Arif, A., Naveed,
S. and Tariq, F., 2015. The impact of human resource practices on employee retention in the
telecom sector. International Journal of Economics and Financial Issues, 5(1S), pp.63-69.
Harvey, G., Rhodes, C., Vachhani, S.J. and Williams, K., 2017. Neo-villeiny and the service
sector: the case of hyper flexible and precarious work in fitness centres. Work, employment and
society, 31(1), pp.19-35.
Hashemy, S.H., Yousefi, M., Soodi, S. and Omidi, B., 2016. Explaining human resource
empowerment pattern and organizational excellence among employees of emergency of Guilan's
University hospitals. Procedia-Social and behavioral sciences, 230, pp.6-13.
Kaliannan, M., Abraham, M. and Ponnusamy, V., 2016. Effective talent management in
Malaysian SMES: A proposed framework. The Journal of Developing Areas, 50(5), pp.393-401.
Liao, K.H. and Huang, I.S., 2016. Impact of vision, strategy, and human resource on nonprofit
organization service performance. Procedia-Social and Behavioral Sciences, 224, pp.20-27.
7

Mazur, B., 2015. Sustainable human resource management. The attempt of holistic
approach. Ekonomia i Zarządzanie, 7(2).
8