JB HI-FI Limited

Running Head: JB HI-FI 0 JB HI-FI 1 Management Introduction 2 Performance related initiative taken by JB Hi-Fi 2 Culture initiative was taken by JB HI-FI 3 Employee engagement initiatives taken by JB HI FI 4 Conclusion 5 References 6 Introduction JB HI-FI Limited is the biggest Australian entertainment retailer. JB HI-FI sales the consumer electronic services and products including audio equipment, televisions, computers, telecommunication products, small appliances, digital content, as well as musical instruments. JB

Running Head: JB HI-FI 0
Management

JB HI-FI 1
Table of Contents
Introduction...........................................................................................................................................2
Performance related initiative taken by JB Hi-Fi....................................................................................2
Culture initiative was taken by JB HI-FI..................................................................................................3
Employee engagement initiatives taken by JB HI FI...............................................................................4
Conclusion.............................................................................................................................................5
References.............................................................................................................................................6

JB HI-FI 2
Introduction
JB HI-FI Limited is the biggest Australian entertainment retailer. It is famous for its biggest
brand with the huge range of products. It is more engaged on the retailing of home products.
It serves in two segments named New Zealand and Australia. JB HI-FI sales the consumer
electronic services and products including audio equipment, televisions, computers,
telecommunication products, small appliances, digital content, as well as musical
instruments. It has also the several initiatives in order to bring out the best for employees. The
strategies of JB HI-FI are working out in effective manner. From the employee review also, it
is found that most of the employees feel proud to be the part of JB HI-FI. In this way, B Hi-Fi
Solutions provides telecommunication, electronic, and audiovisual products and related
professional services to the government, corporate, and wholesale markets, such as the
hospitality and education sectors.
Performance related initiative taken by JB Hi-Fi
Many organisations see performance management as a conventional assessment administered
by human resources. Though, JB Hi-Fi is endlessly undertaking various experiments in
relation with the staff performance practices that can be efficiently implemented at a broad
scale. The company also considers in creating uniform and receptive goal management
framework in scope with continuous feedback evaluation.
It has taken several initiatives in order to improve the performance of employees. due to this,
it has also received the praise from the “Fair Work Ombudsman” for its efforts made in order
to improve the practices at workplace. It has also implemented the partnership benefits for
each of its employee that tends to reduce the risk related to future workplace breaches. It has
also appointed the employee liaison officer. The officer will raise the issues of workers
directly to the head office. Due to such initiatives, it assists in improving the performance at
organisation. JB HI-FI also provides the effective review of the processes and systems by
giving emphasis on the procedures and policies for the part-time workers (Mann and Harter,
2016).

JB HI-FI 3
In addition to this, it has also improved its safety standards by ensuring the strong safety
culture. It helped in several ways to improve the way of working. For measuring the
performance of employees, the output can be measured with the set targets. This will help in
knowing the deviations as well as success that employee has achieved. Besides this, it can
also get the reviews of the employees regarding the safety measures taken by the company. It
will help the company in knowing whether employees are getting benefit due to these
initiatives or not. According to this, it can also bring several changes.
It has also come up with the cloud based software of talent management tends to provide the
high value of recruitment capabilities. This initiative helps in improving the experience of
candidate. It has also developed the safety strategies so that employees also get motivated. It
believes that when employees are given the safe working environment, they will more try to
improve their performance. The safe way to working has also improved the commitment of
its employees toward the organisation. It also tends to improve the performance of employees
by ensuring the strong commitment of employees in the safety measures. Training proves to
be the main indicator of JB HI-FI employee’s performance. It is committed to providing the
excellent customer service to the employees. It believes that when employees are positive in
the organisation, they tend to perform well in the organisation.
Culture initiative was taken by JB HI-FI
In order to improve the culture of Workplace, Jb Hi-Fi Limited has started the employee
giving programs that tend to highlight the advantages to the staff, community as well as
business. Due to its participative culture, around 91 per cent of the employees feels proud to
be part of this organisation. It also proved to be the best program for it. Using such program,
it allows the executives, and staffs to donate the amount at the registered charity according to
them. it became the measure of strength in the culture of JB HI-FI. It believes that besides the
strength of its culture, it has high participation. It has high network of stores throughout New
Zealand and Australia. it also has several programs such as corporate communication, loyalty
scheme and education. It helps the organisation in providing the great culture to work.
Culture has proved to be main reason for the success of JB HI-FI (Huffer, 2017).
JB HI FI also regularly giving emphasis on the enhancement of the safety culture as well as
performance (Albrecht, Bakker, Gruman, Macey and Saks, 2015). In order to improve the culture,

JB HI-FI 4
it also develops the safety improvement strategy that includes the training for the store
manager, area as well as the development of packs related to injury management. The culture
of safety helps it in upgrading the equipment in order to eliminate the hazards as well as risks.
It has also stated in a report that JB HI FI is committed with the safety of its members by
providing the excellent customer service. It has also launched the helping hands workplace
related program where employees feel proud to be the part of this organisation. This also
helps in reflecting the culture of the company as well as its values (Selwyn, Nemorin, Bulfin
and Johnson, 2017).
It feels that employees are the essential part of its company culture. Due to this, the
workplace giving program provides them the return of investment. It has also set the goals in
the year 2012. It has started the flexible and part time jobs in order to increase the
engagement of women in its organisation (Kumar and Pansari, 2016). Due to this, it follows the
flexible culture at the workplace. It also helps in motivating the employees to work in a better
way. It also embraces the diversity in its organisation by providing the supportive
organisation culture. In this way, it has created the positive culture where employees ideas are
welcomed to higher extent. The core values of the organisation are also attached with its
culture.
Employee engagement initiatives taken by JB HI FI
In association with engagement linked initiatives, JB HI FI is committed to reaching high
engagement with centring on coaching, expansion and response. It helps the company to
develop good relations with the employees and gives flexibility to become a more dynamic
and well-organized with an emphasis on networking fairly with their beings and continuing to
back important growth initiatives for their leaders and teams. It is as essential as, with more
involved individuals, they will assess who and how to contribute to complete business
purpose and objectives.
In its engagement services, it has won the award in the year 2011 for its employee’s
engagement services. This ward has given the excellence in each of its engagement services
at each of the level (Mone and London, 2018). This ward states that it has effectively
communicated the staff in the organisation at every location as well as level. Several
engagement strategies adopted by the organisation includes diversity of employee that leads

JB HI-FI 5
to the increment in the participation level of employee. It has also started the video
conferencing in its organisation. This provides the sense of engagement to its team members
across the nation. Due to this, it can be said that the changes in technology help in improving
the engagement of the employees. JB HI-FI is also enjoying the advantages of giving on the
staff recruitment as well as training. It is because corporate charity programs help it in
providing the retention and employee engagement (Wallace, Hunt and Richards, 2019).
Several programmes started by the JB HI-FI will help in achieving success. It is true that if
employees feel engage at the workplace, they are likely to perform with more efforts.
Because of this, it helps the organisation in achieving growth. It believes that employees are
given the chance to participate in the decision making of the organisation; they try to give
their best to the organisation (Noe, Hollenbeck, Gerhart and Wright, 2017). Similarly, JB HI-FI
also follows the same. It also ensures the group participation of employees so that they feel
engaged in the organisation. It is true that the group activities play an essential in the
organisation in order to feel engaged with the employees of the organisation. Using these
type of things, employees also share their valuable ideas and opinions that sometimes prove
to be beneficial for the organisation (Saks, 2011). At last, it will help the company to attain
competitive edge in the industry.
Conclusion
In the limelight of above discussion, it can be concluded that JB HI-FI is growing well in the
entertainment industry. Team members who are working at the JB HI-FI also feel proud to be
the part of this organisation. It has also taken the performance related initiative in its
organisation. These programmes motivate as well as boost the morale of employees. As a
result of this, performance is also achieved in a positive manner. It has made the participative
working environment by including several safety measures. It believes that safety should be
the most essential aspect of any organisation. In recent time too, employees require the
motivation in a great way. This also helps people to work harder for the organisation in order
to get higher productivity. It has also started several programs so that organisational culture
can be improved to several aspects. In recent time, employees require such culture that tends
to motivate the employees.

JB HI-FI 6
References
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An
integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1),
pp.7-35.
Huffer, I., 2017. Social inclusivity, cultural diversity and online film consumption. Cultural
Trends, 26(2), pp.138-154.
Kumar, V. and Pansari, A., 2016. Competitive advantage through engagement. Journal of
Marketing Research, 53(4), pp.497-514.
Mann, A. and Harter, J., 2016. The worldwide employee engagement crisis. Gallup Business
Journal, 7.
Mone, E.M. and London, M., 2018. Employee engagement through effective performance
management: A practical guide for managers. United Kingdom: Routledge.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Saks, A.M., 2011. Workplace spirituality and employee engagement. Journal of
management, spirituality & religion, 8(4), pp.317-340.
Schaufeli, W. and Salanova, M., 2017. Work engagement. Managing social and ethical
issues in organizations, 135, p.177.
Selwyn, N., Nemorin, S., Bulfin, S. and Johnson, N.F., 2017. Left to their own devices: the
everyday realities of one-to-one classrooms. Oxford Review of Education, 43(3), pp.289-310.
Wallace, J., Hunt, J. and Richards, C., 2019. The relationship between organisational culture,
organisational climate and managerial values. International Journal of Public Sector
Management, 12(7), pp.548-564.