BUS532: Human Resource Management - JB Hi-Fi Training Report

This report details a training program designed for JB Hi-Fi staff, focusing on customer satisfaction and its impact on revenue. The training includes ice-breaking sessions, detailed instruction, and role-playing to enhance employee skills in technical knowledge, customer retention, and employee engagement. The report also addresses health and safety concerns within NZ Bus and Auckland Transport, outlining internal and external factors, and proposing human resource plans to improve driver safety and address past incidents. It covers press conference scenarios and emphasizes the importance of providing support to drivers and implementing strict safety policies. The report concludes with a comprehensive reference list supporting the analysis.

Part 1: Scenario
Description of the
organization
JB Hi-Fi was established in 1974 by John Barbuto in the
suburb of Kaley east which is situated in Melbourne. At
present JB Hi-Fi is holding the 7th position as a retailer of
consumer electronics and home appliance (Vella,Johnson &
Hides,2013).
Target audience Sales staff in JB Hi-Fi in Auckland CBD Branch
Main objective The main objective of the training will be to help the staffs
of the company to provide a detailed information on
customer satisfaction and help the employees understand
how it will help in the revenue of the company.
Planning for the delivery A training of 4 days will be conducted for the targeted
audiences.
First day will be used for ice breaking session and briefing
which will be including “Find 10 things in common” in
which in each team employees from different groups in the
workplace will be participating. This will be helping in
creating a healthy environment in the workplace. This will in
turn help in facilitating the different workplace place cultures
to be merged for following the vision and purpose of the
training.
Second day will be used for the instruction of the training
Then the next 6 days will be a detailed description of the

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main purpose of the training.
The last two days will be an implementation of the training.
Content for delivery The training will be conducted in such a way that the
employees will be easily accustomed to it. For making the
training successful a list of the following things will be
followed properly:
 Various needs of the different customers will be
looked upon properly
 Customer satisfaction will kept in mind making it the
highest priority.
 Seminars will be conducted in regular occasions
among the employees.
Enhanced skills After the training will be conducted the employees will know
about:
i. Customer satisfaction
ii. Customer retention
iii. Employee engagement
Technical knowledge When an employee will be rated in the app by the customers,
steps will be taken to ensure that each and every employee
get to know their performance on the job and what else the
company expects from the employee.
Activity Role playing will be inducted in the training where out of
two employees one will be a customer and other will be the

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employee.
Expected outcome The expected outcome of the training will the performance
enhancement of the employee.
Feedback
Part 2: press conference
Internal factors for health and safety of NZ Bus transport
The equipment which are being used at present will be improved and more new safety
protocols will be applied by the company. Different issues which will be brought upon the notice
of the transport company will be dealt with utmost supervision.
External factors for health and safety of NZ Bus transport
The insurance company associated with the NZ Bus transport will be making sure of not
repeating any more mishaps among the driver. Proper steps will be taken by the insurance
company regarding the different steps needed to be followed by the bus transport system for
minimizing these incidents.
Human resource plan to be implemented
For avoiding such future misconducts on the drivers certain plans will be implemented by
the NZ bus transport in the future:

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 Health and safety training will be conducted for the drivers so that they can implement
them when the time will come and during emergency situations.
 Coordination with the facility department will be brought upon which will help the
transportation services to take care of their drivers. The transportation services are deeply
interested in updating the safety protocols.
Internal factors for health and safety of Auckland Bus transport
The panic buttons and the safety protocols are not enough for avoiding these conducts
with the bus drivers so more protocols will be added soon to provide safety to the drivers.
External factors for health and safety of Auckland Bus transport
The bus transport will be referring a health and safety consultancy for taking care of its
bus drivers. More security will be strengthened in the bus depots.
Human resource plan to be implemented
For avoiding such future misconducts on the drivers certain plans will be implemented in
the future:
 Establishing an open communication with the bus employees regarding the issues that
have faced in the past and procedures will be taken to avoid it.
 A strict safety policy will be implemented for the drivers so that they feel safe at their
jobs. Unsafe environments will be stated by the transport services for the drivers so that
they can be more alert. More safety staffs will be implemented on the bud depots where
most of the incidents has occurred in the past years (Boyle,2015).
Providing appropriate closure to the driver
Both NZ Bus and Auckland transport deeply condemns the incident which has occurred
with the driver. Initiatives will be taken for providing every support to the bus driver and ensure

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that she will be out of the trauma. The men who are accused of this incident will be caught and
will be punished for their act.
Reference List
Boyle, T. (2015). Health and safety: risk management. Routledge.
https://doi.org/10.4324/9781315656243.
Cheng, S. Y. (2014). The mediating role of organizational justice on the relationship between
administrative performance appraisal practices and organizational commitment. The
International Journal of Human Resource Management, 25(8), 1131-1148
https://doi.org/10.1080/09585192.2013.816864.
Dormann, C. F., Elith, J., Bacher, S., Buchmann, C., Carl, G., Carré, G., ... & Münkemüller, T.
(2013). Collinearity: a review of methods to deal with it and a simulation study
evaluating their performance. Ecography, 36(1), 27-46 https://doi.org/10.1111/j.1600-
0587.2012.07348.x.
Harrington, J. R., & Lee, J. H. (2015). What drives perceived fairness of performance appraisal?
Exploring the effects of psychological contract fulfillment on employees’ perceived
fairness of performance appraisal in US federal agencies. Public Personnel Management,
44(2), 214-238 https://doi.org/10.1177/0091026014564071.
Hodge, G. (2018). Privatization: An international review of performance. Routledge.
https://doi.org/10.4324/9780429498022.

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Kampkötter, P. (2017). Performance appraisals and job satisfaction. The International Journal of
Human Resource Management, 28(5), 750-774
https://doi.org/10.1080/09585192.2015.1109538.
Kim, T., & Holzer, M. (2016). Public employees and performance appraisal: A study of
antecedents to employees’ perception of the process. Review of Public Personnel
Administration, 36(1), 31-56 https://doi.org/10.1177/0734371X14549673.
Pickering, K. L., Efendy, M. A., & Le, T. M. (2016). A review of recent developments in natural
fibre composites and their mechanical performance. Composites Part A: Applied Science
and Manufacturing, 83, 98-112 https://doi.org/10.1016/j.compositesa.2015.08.038.
Vella, K., Johnson, D., & Hides, L. (2013, October). Positively playful: when videogames lead to
player wellbeing. In Proceedings of the First International Conference on Gameful
Design, Research, and Applications (pp. 99-102). ACM. doi>10.1145/2583008.2583024.
Zhang, S., Boukamp, F., & Teizer, J. (2015). Ontology-based semantic modeling of construction
safety knowledge: Towards automated safety planning for job hazard analysis (JHA).
Automation in Construction, 52, 29-41. https://doi.org/10.1016/j.autcon.2015.02.005.