People, Culture and Contemporary Leadership Report: Temple & Webster

This report provides an analysis of contemporary leadership within the context of Temple & Webster, an Australian home wares and furniture retailer. It explores various initiatives undertaken by the company to improve employee performance, foster a positive work culture, and enhance employee engagement. The report delves into performance-related initiatives like performance and talent management, culture-related initiatives such as employee perks and wellness programs, and engagement-related initiatives like empowering employees. The report also provides recommendations for organizational improvement, emphasizing the importance of adapting leadership styles, conducting employee feedback sessions, and implementing attractive HR strategies to maintain a positive work environment. The report concludes by highlighting the pivotal role of HR managers in coordinating employee morale and retaining potential employees through the implementation of various strategies.

People, culture and contemporary
leadership: 1

Table of Contents
INTRODUCTION...........................................................................................................................1
PERFORMANCE RELATED INITIATIVES................................................................................1
CULTURE RELATED INITIATIVES...........................................................................................2
ENGAGEMENT RELATED INITIATIVE....................................................................................3
RECOMMENDATION ..................................................................................................................4
CONCLUSION................................................................................................................................4
REFERENCES ...............................................................................................................................6

INTRODUCTION
Contemporary leadership is also known as a transformational leadership style in which a
person or an individual leverage and develop some effective and potential growth in between the
other teammates. Transformational leader also engage good culture and work with people in
collectively in order to accomplish the company aims and objectives. Present report based on
Temple & Webster which is the Australian Home wares and furniture retailer. It is the brand was
founded in 2011. It is the big firm which deals in the competitive market of Australia.
However, the study will be taking or presenting the initiatives through which success can
be measured by the leaders or employees within the organization. Such initiatives would be
performance related, culture based initiatives, one engagement related initiatives. Overall, this
report presenting the roles of HR and how their strategies will helpful to encourage the employee
morale and performance goals.
PERFORMANCE RELATED INITIATIVES
In order to engage employees towards the effective performance, it is very necessary for
the HR managers to take some efficient steps towards the employee development process.
Temple & Webster HR manager would be taking Performance & Talent Management initiative
to improvise the work experience or working performance of employees at workplace (Albrecht,
and et.al., 2015).
Ongoing development of employees is more helpful for the companies to adopt new
changes and make the business more profitable. Performance & Talent Management helps to
engage individuals with additional training process. Every year more than 200 management staff
dedicated talent management and succession planning sessions across the all over the business.
This is the best HR strategy that easily connected or developed the performance of employees in
a better manner (Schuller, Kash and Gamm, 2015). This learning session develop a goals and
objectives, planning for work, monitoring or continuous progress review, frequent
communication, etc. this overall steps will help Temple & Webster to measured employee
performance and development.
Activities includes in Talent & Performance Management Initiatives
Planning and goals settings: In this initial step, HR manager sets the individual own
goals and objectives for the session or individual set by their own as per their expectations.
These goals are set towards the accomplishments of company goals (Bolman and Deal, 2017).
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Those goals should be measurable, understandable, verifiable and achievable and as per the
standards.
Monitoring and Follow up session: In this further step, Temple & Webster HR manager
evaluate or measuring the individual performances, give feedbacks to employees and work
groups on their progress towards the set objectives and targets. Often measuring process is very
helpful for employee for continuous development process.
Developing and Enhancing Capacity: In meanwhile, company is also responsible to
give training and development session to employees in case they face trouble in some sort of
process. Performance management also provides the performance training and development
session to their employees for the betterment of goals. The benefit of this program is employees
or HR managers can easily measure the requirements of development needs.
Rating and Evaluating Performance: In this step, where HR manager supposed to work
into more appropriate manner (Brough, Chataway and Biggs, 2016). HR manager evaluate the
individual performance on the basis of performance plan. Based on the evaluation, assign a
summary or rating record.
Rewarding Performance: the last stage of performance management initiative is to have
a culture of rewarding people who done great job in throughout the process. This step is helpful
to motivate or encouraging people to perform their duty into more effective manner. It helps to
determine the new goals and development plans.
CULTURE RELATED INITIATIVES
Positive company culture is the key to success in within the organization which describes
the value and ethics of an individual. Proactive culture within organization has always leaded
productivity between employees and their goals. In order to create effective culture, HR manager
of Temple & Webster takes Culture initiative to invest in employee perks between company
environment. In today's modern environment big organizations create unique working culture at
the work place (Endrikat, 2016). This is the best way to engage or sustained the positive work
culture. Temple & Webster has to invest on the employees facilities to make them more
energetic and enthusiastic towards their work goals.
Incorporate employee benefits
Company happy Hour : Work culture should not be boring this makes employees
demotivated and ineffective towards the work. It makes work culture more degrading and lead to
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dissatisfaction among individuals. Temple & Webster needs to give some space and free hours
to employees as a happy hour. In which they do whatever they want to do. This motivates
employees to perform in more enthusiasm manner.
Wellness Program: While constantly working employees sometimes concern with their
health issues. For that, company also need to organize wellness program to make employees
more happy and satisfied to working with the organization. This process helps to maintained or
create the good working culture at Temple & Webster. Company can offer GYM membership to
incentives employees to prioritize their health if company does not want to open gym at office.
Free Snacks : Hungry employees are much more likely get fatigued or not interested to
perform the work (Evans and Sinclair, 2016). In order to maintained the positive work culture
environment within the company. Temple & Webster should need to open canteen or some
snacks facilities to their employees for their motivation level. This initiative program helps to
build the strong relationship between employees and company.
ENGAGEMENT RELATED INITIATIVE
Employees are the most necessary and productive source for the company. It is very
necessary to keep employees engaging and enthusiastic. In order to engage employees Temple &
Webster needs to adopt some initiative in order to build the employee morale towards the
company aims and objectives (Rosenbach, 2018). Temple & Webster HR manager takes
initiative towards Empower to Employees. This initiative creates responsibility and ownership
like having the decision power. In order to start this initiative company should need to
considered some following given points below:
Listen intently : Managers should always give respect towards the employee thoughts.
This process or activity helps to build the strong relationship between employer or employee
(Holton, Early, and Shaw, 2015). It builds the employee engagement in order to build the
company goals and objectives with full dedication.
Believe in the Employees : In order to get the employee interest it is very necessary for
Managers to listen or believes on the employee facts. The best managers get outstanding
performance from ordinary human beings. This activity will help company to get good response
from the employee sides in order to create new thought process and idea towards growing.
Forgive Mistakes: Mistakes always give some new learning, if the employees doesn't
make mistakes it means they are not reaching high limits or targets (Lovato and et.al., 2016).
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By the help of Employee Empower Temple & Webster get good results in employee
engagement and employees perform take initiatives and share new though and ideas for the
company further developments.
RECOMMENDATION
Organization should have to adopt different leading and qualitative style that analyse the
working in order to build up the new managing successful business. In order to rebuilt the
management and employee performance (Horak, Arya and Ismail, 2018). Company can also
conduct weekly or monthly sessions in order to listen the employee queries and solve with great
effective manner.
In order to engage improve organisation work culture HR manager can also adopt some
other strategies such as create employee culture and enthusiasm among employees, provide other
benefits to employees, organize motivation session, give employee more enthusiastic and
developing results in order to resist the name of the things more appropriate.
Besides, Temple & Webster can also take the step or take initiative towards the employee
engagement so that it helps to keep the employee behaviour positive and creative. The best
strategies for employee engagement (Lam and et.al., 2016). Company can also adopt some
initiative and give reward and appreciation to the employees in order to full fill the employee
personal and professional goals and objectives in order to build up the new learning and
managing effective working leadership style. Company should always understand the learning
styles and preferences of the employees to get the new business idea and growth for the
company.
In other words, Temple & Webster can acquire attractive HR strategies in order to
maintained the effective and positive environment within the company in order to build up the
new employee development (Linehan, 2017).
CONCLUSION
As per the above described report, it has been analysed that HR manager is the most
responsible person who coordinate or maintained the employee morale within the organization.
HR manager also accountable for taking new initiatives to retained potential employees within
the organization. Present study explained HR strategies that helps to maintained employee
performance, work culture, employee engagement within the organization. Study also explained
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some strategies such as Talent and Performance management program, Invest in employee perks
in order to gained the employee interest towards the company aims and objectives. This process
also helps to define the long lasting development goals and helps to describe the employee
development goals.
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REFERENCES
Books & Journals
Albrecht, S. L. and et.al., 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.
Bolman, L. G. and Deal, T. E., 2017. Reframing organizations: Artistry, choice, and leadership.
John Wiley & Sons.
Brough, P., Chataway, S. and Biggs, A., 2016. ‘You don’t want people knowing you’re a
copper!’A contemporary assessment of police organisational culture. International Journal
of Police Science & Management. 18(1). pp.28-36.
Endrikat, J., 2016. Market reactions to corporate environmental performance related events: A
meta-analytic consolidation of the empirical evidence. Journal of Business Ethics. 138(3).
pp.535-548.
Evans, M. and Sinclair, A., 2016. Containing, contesting, creating spaces: leadership and cultural
identity work among Australian Indigenous arts leaders. Leadership, 12(3), pp.270-292.
Holton, V. L., Early, J. L. and Shaw, K. K., 2015. Leveraging internal partnerships and existing
data infrastructure to track and assess community engagement across the
university. Metropolitan Universities. 26(2). pp.75-98.
Horak, S., Arya, B. and Ismail, K. M., 2018. Organizational sustainability determinants in
different cultural settings: A conceptual framework. Business Strategy and the
Environment. 27(4). pp.528-546.
Lam, H. K. and et.al., 2016. Corporate environmental initiatives in the Chinese context:
Performance implications and contextual factors. International Journal of Production
Economics. 180. pp.48-56.
Linehan, P. M., 2017. The Culture of Leadership in Contemporary China: Conflict, Values, and
Perspectives for a New Generation. Lexington Books.
Lovato, C. and et.al., 2016. Evaluation Plan for the Facility Engagement Initiative for Doctors of
British Columbia.
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Rosenbach, W. E., 2018. Contemporary issues in leadership. Routledge.
Schuller, K. A., Kash, B. A. and Gamm, L. D., 2015. Studer Group®'s evidence-based leadership
initiatives: Comparing success and sustainability in two health systems. Journal of health
organization and management. 29(6). pp.684-700.
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