People Management Report: Analysis of Queensland Agricultural Company

This report provides a comprehensive analysis of people management practices within the Queensland and Northern Territory Agricultural Company, focusing on its cattle property "Deroyden." The study explores various employment arrangements, including casual and permanent contracts, evaluating their benefits and drawbacks for both the employer and employees. The report then delves into the processes of engaging new staff, including interview procedures and the design of effective induction programs, highlighting the roles of key personnel in the process. Furthermore, the report examines communication strategies for different circumstances, such as crisis and change management, and details methods for managing non-performance, including training programs and disciplinary processes. The report also outlines the legal aspects of unfair dismissal and concludes with a summary of key findings and recommendations for enhancing people management within the company. The report also includes a bibliography with multiple references.

Running head: PEOPLE MANAGEMENT
PEOPLE MANAGEMENT
Name of the Student
Name of the University
Author Note

1
PEOPLE MANAGEMENT
Introduction:
The purpose of this study is the management of people attached with an organization.
The name of the company the study is based on, is Queensland and Northern Territory
Agricultural Company. The company deals with agriculture and farming. The company own six
cattle production properties and trucks used for transporting livestock between cattle production
properties. The case study report is concerned about employing and managing workers as well as
newly recruited people in one of the most productive cattle property “Deroyden”, located in 100
km of the South West of Emerald in central Queensland. The size of “Deroyden” is
approximately 16 000 hector acre and the number of staffs are 424.
2. Planning of the task and employment for your enterprise:
In order to prepare a concrete plan for employment, first the organizational structure of
Queensland and Northern Territory Agricultural Company needs to be observed.

2
PEOPLE MANAGEMENT
(b) 5 Possible employment arrangements that could be used:
One of the common employment arrangements is casual contract. In the case of casual
contract the employees will be recruited contractual basis, for a few months. They will be
regarded as seasonal workers. Queensland and Northern Territory Agricultural Company can
consider this an alternative employment arrangement option during breeding seasons.
Looking at the benefits of hiring people, on the basis of casual contract from employer’s
perspective. Queensland and Northern Territory Agricultural Company do not have to bear the
expense of paying a huge number of employees during the whole year. It can easily identify the
mating as well as breeding season, in which there will be a high demand for additional laborer
and can recruit people on the basis of contract. In this case the contract will cover the entire

3
PEOPLE MANAGEMENT
breeding season and the company has to bear the expense for additional labor only during the
time period covered by the contract. In this way the company can restrict its expense on labor.
Looking at the benefits of casual contracts, from employee’s perspective, it can be said
that, workers who are in search of temporary jobs, for an additional income other than the
primary source of income, can consider casual contracts, as an effective way to incur additional
income.
Looking at the disadvantages of casual contract from the perspective of the employers of
Queensland and Northern Territory Agricultural Company, it can be said that, people employed
through casual contract may lack dedication; hence one of the disadvantages from employer’s
perspective is the lack of diligence and low rate of increase in productivity.
Disadvantages of casual contract from employee’s perspective, is the lack of job security.
Employees employed through casual contracts cannot consider, it a the primary source of
income. Casual contract is considered a less dependable type of employment by the employees.
Another type of employment arrangement is permanent employment. Benefits on the part
of the employers of Queensland and Northern Territory Agricultural Company, offering
permanent employment to the employees, are the dedication and diligence of the employees.
Permanent employment is considered as the primary source of income by the employees,. Hence,
in order to retain their permanent as well as primary source of income, employees become more
dedicated to their job as compared to the employees under casual contracts.
Benefits from employee’s perspective are that, they are able to depend on their permanent
jobs, for the purpose of earning livelihood as they receive a fixed remuneration. Hence, job
security will be there.

4
PEOPLE MANAGEMENT
Looking at the disadvantages of permanent employment from the perspective of the
employers of Queensland and Northern Territory Agricultural Company, it can be said that,
unnecessarily high labor cost is one of the disadvantages. Even during the seasons, when mating
and breeding is not possible, the company, has to bear the expense of the workers who almost
have nothing to do and whose marginal productivity is zero.
Disadvantages from employee’s perspective, is that , there may be seasons when there are
no work for the permanent employees, still their time are wasted as they are not able to engage in
any temporary work according to the rules and regulations of Queensland and Northern Territory
Agricultural Company.
Part-time Employees are the employees who are not recruited on the basis of any contract
by Queensland and Northern Territory Agricultural Company, but their tenure ids not permanent.
The company has the authority to evict them, whenever their service will not be required.
Benefits from the perspective of the employer at Queensland and Northern Territory
Agricultural Company, is savings in the expense for a full time labor.
From the perspective of the employees, it can be said that, employees can consider it as
an alternative way of earning additional income.
One of the disadvantages from the perspective of the employers at Queensland and
Northern Territory Agricultural Company, is, the management of the people recruited through
part time employment arrangement is difficult as part time employees tend to violate workplace
rules and regulations and may exhibit casual attitude.

5
PEOPLE MANAGEMENT
Disadvantages from employee’s perspective ids the lack of recognition as a full time
employee and lower pay scale.
(c) Most appropriate employment arrangement: Permanent employment
Justification for choosing:
Through permanent employment, Queensland and Northern Territory Agricultural
Company will be able to hire dedicated and diligent employees. Permanent employment is
considered as the primary source of income by the employees,. Hence, in order to retain their
permanent as well as primary source of income, employees become more dedicated to their job
as compared to the employees under casual contracts. Permanent employment will provide the
employees job security fixed salary and employee’s perspective are that, they are able to depend
on their permanent jobs, for the purpose of earning livelihood as they receive a fixed
remuneration. As there will be recognition, and job security the employees will tend to retain
their permanent job utilizing their potentialities to the fullest extent.
3. Engaging New Staff
(a) Two example of interview procedure:
Example 1: Formal interview
Example 2: Informal interview
(b) Designing Induction programs:
 The chairman will be present and responsible for the minute elaboration of the mission
and vision of the company and the job role, expectations of the company to the newly
hired workers of Queensland and Northern Territory Agricultural Company

6
PEOPLE MANAGEMENT
 Managing director will be present and take the responsibility of the induction programs
for the first few weeks.
 The general manager of South East will be responsible for the Follow-up program for
first few weeks.
Important factors to consider when negotiating with work or employment: 20
4. Communicating with your Staff:
Circumstances and setting:
Circumstances 1: Crisis management
Communication process: Live meetings
Circumstances 2: Change management
Communication process: Training programs
Circumstance 3: Celebration within the company
Communication process: E-mails to the employees
5. Managing Non-performance:
Steps can be followed in the work place to improve or manage the performance of staffs:
 Training programs
 Regular assessment

7
PEOPLE MANAGEMENT
(b) Workplace disciplinary process:
 Penalty in case of violation of work ethics and code of conduct introduced by Queensland
and Northern Territory Agricultural Company.
(c) Summary of the rule (applied by legislation) relating to unfair dismissal for a workplace less
than 15 staffs.
 Compensation
 Imprisonment of 3 years of, if it is proved that, the dismissal is unfair.
(d) Example of behavior which is considered unsuitable in the workplace, which may lead to
dismissal after a disciplinary process.
 Corruption
 Misbehavior to the authority
 Casual attitude and negligence to work duties.
(e) Steps needed to follow to terminate a staff member:
 Warning mail
 Individual meeting
 Assessment
 Final decision of termination

8
PEOPLE MANAGEMENT
6. Conclusion:
In the conclusion, it can be said that, this case study report analyzed the several types of
employment arrangements in order to find out the employment arrangements appropriate for
enhancing production in cattle property “Deroyden” of Queensland and Northern Territory
Agricultural Company. Along with these role played by the higher officials in the induction
programs, communication process during several circumstances and management of non-
performance are also discussed.

9
PEOPLE MANAGEMENT
References:
AGRI11006 People Management: Written Report Case Study

10
PEOPLE MANAGEMENT
Bibliography:
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.
Knies, E. and Leisink, P., 2014. Linking people management and extra‐role behaviour: results of
a longitudinal study. Human Resource Management Journal, 24(1), pp.57-76.
Thompson, N., 2013. People management. Macmillan International Higher Education.
Malik, A. and Rowley, C. eds., 2015. Business models and people management in the Indian IT
industry: From people to profits. Routledge.
Wilkinson, A., Wood, G. and Demirbag, M., 2014. Guest editors’ introduction: People
management and emerging market multinationals. Human Resource Management, 53(6), pp.835-
849.
Alagaraja, M., Cumberland, D.M. and Choi, N., 2015. The mediating role of leadership and
people management practices on HRD and organizational performance. Human Resource
Development International, 18(3), pp.220-234.
Kearns, P., 2013. Professional HR: Evidence-based people management and development.
Routledge.
Tuxill, J., Nabhan, G.P. and Hathaway, M., 2013. People, Plants and Protected Areas: a guide to
in situ management. Routledge.
Mayo, A., 2016. Human resources or human capital?: Managing people as assets. Routledge.

11
PEOPLE MANAGEMENT