Lead and Manage Effective Workplace Relationships Report - Analysis

This report examines the performance management system and employee grievance procedures at JKL Industries. It details the company's objectives, including the expansion of existing branches and the implementation of a new HR officer role. The report outlines the benefits of the new performance management system, such as enhancing organizational effectiveness, aiding employee development, and determining proper awards and compensation. It also describes JKL Industries' grievance policy, including the purpose, scope, and procedure for resolving disputes. The policy covers legal responsibilities, the process for lodging complaints, and the steps taken to resolve conflicts, emphasizing the importance of addressing issues promptly and fairly. References to relevant literature support the analysis of workplace dynamics and management strategies.

Running head: LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
Lead and Manage Effective Workplace Relationships
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Author Note

1LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
Performance objectives and agendas of JKL Industries:
A performance related management system assures all employees are familiar of and
predisposed to organizational goals through giving clarified goals and continual reviewing of
employee performance (Dahlgaard et al., 2013).
Agendas and Objectives:
The latest management system of performance being applied at JKL industries will aid
expansion of the corporate and represent a more operative part within the organization through
the implementation and evolution of the performance management system. The latest
performance management system will help in the reconstruction of the organizational list as
there is a new Human Resource officer that will now oversee the co-ordination of Human
Resource services across the company, as previous to this Human Resource was segregated
among every of the three business areas. With these latest modifications the system of
performance management will assist to recognize what designations are important and
unimportant, and assure JKL is engaging the proper employee via developed recruiting processes
and position analysis. The performance management system will provide guidelines on engaging
the appropriate people and how regularly performance evaluations will take place to identify to
what extent staff goals are being achieved and what can be done to further improve staff
performance. Performance management uses past performance as a platform to improve future
performance through regular reviews, the setting of clear goals, staff recognition and feedback
(Buckingham & Goodall, 2015).

2LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
The new performance management system at JKL will also provide guidelines on how
training and support will be delivered to staff and enable staff skills and performance to be
evaluated against job descriptions and key elements of the job including KPI's. The performance
management system would also recognize prospects for further improvement of abilities in staff.
The performance management system will help in developing the following aspects: To enhance
effectiveness of organizational performance, to assist in employee development, training and
support, determining proper awards and compensation, aiding legal compliance, maximizing
planning process, stimulate motivation (Buckingham & Goodall, 2015).
Address substandard performance
JKL Industries plans to expand existing branches to include the sale of large and medium
trucks by the beginning of July. The performance management system will allow for the
monitoring of performance of current staff and identify training and developmental
opportunities. This will save recruiting costs and further challenge and develop staff skills and
knowledge by identifying skills gaps through the reviewing of job descriptions. Through
monitoring of current staff by the performance management system it would guarantee the right
workforce are used in the operation of the development (Daley, 2012). The performance
management system would also help JKL Industries identify staff who are deserving of a
promotion and could be used in the further expansions and new branch openings planned for
2015, 2016 and 2017.

3LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
Administering Employee Grievances of JKL Industries:
Policy No.
JKL 532/75550
Function
Complaint registration functions
Contact Position
General Manager of Human Resources
Authorized unit for communication
HRD
Approval Date
08/09/2017
Next Date for Review
28/10/2017
Purpose:
These grievance policies generate regulations to all employees of JKL industries to gain
decision of strife and grievances in a reliable manner, as fast, as reasonably and efficiently as
feasible.

4LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
Scope:
JKL industries identify that complaints or grievances do happen and that all employees
has the privilege to elevate grievances or complaints and have them acted upon and influenced.
The acceptable approach of any complaints or grievance will be the foremost objectives for all
groups.
Background:
Grievances or complaints can appear as an outcome of any circumstance or behavior
which may threaten the capability of employees of JKL industries to handle their job related
roles and responsibilities appropriately. Without clarified procedures and methods to handle with
these fast there can be cynical consequences such as deprivation of satisfaction related to work,
substandard work related performance, discontentment, absence of group or organizational unity
and a pessimistic view and dissatisfaction inside the group (Saundry, Bennett & Wibberley,
2013).
Grievance can be referred as a complaint about real or fictional misdeeds that justifies
dissatisfaction and is subjected to action or allegations that something forces an unlawful
obligation or contradicts some injustices or legal rights. Where complaint is a pronouncement of
resentment or grievance, the conflict is irreconcilable objectives and apparent opposition by one
individual to another individual's activities or statements.
Resolution of disputes
The members in a dispute single out the problem, construct options, review alternatives
and extend a mutual settlement that will assist the participants’ demands either among
themselves or with a unbiased third party.

5LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
Legislation:
This policy admits the legalized responsibilities that organizations and employees have in
connection to: such as Human Rights and Equal Opportunity Commission Act, Racial
Discrimination Act, Sex Discrimination Act, Disability Discrimination Act, Privacy Amendment
Act to Privacy Act provides a structure to pursue in cases of bullying, harassment etc (Ozdowski,
2017).
Policy:
JKL Industries aids the entitlement of each employee of lodging a complaint or protest
with their manager if they decide a decision, performance or actions inducing their service are
biased. An employee might elevate a complaint or grievance about any efficiency upgrading
action taken opposed them.
JKL Industries focuses to resolve challenges and grievances in fast manner and as
maintaining proximity to the origin as possible. When required, JKL Industries will raise a
complaint or grievance to the following high positioned level of management for further
conference and resolution program, and carry on rising it to the level above until it is determined.
Supervisors will do their best to measure complaints or grievances subjectively, carefully
and instantly. There are chances that complaints and grievances that are misinterpreted, pesky,
and short falling substance may outcome in disciplinary action being taken counter to the staff
lodging the complaint (Belbin, 2012).

6LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
Procedure:
The staff must try to resolve the protests and criticism as instant to the source as
conceivable. This can be unsanctioned and oral. At this level, every feasible effort must be made
to solve a protest or complaint before the earmarked grievance technique activates. If the
business still can't be indomitable, the process withstands and becomes official (Davila, Epstein
& Shelton, 2012).
To activate the official process of complaint the claimants must fully narrate their
complaints or grievance in printed format, with locations and dates whichever probable and how
they have already tried to solve the argument.
The applicant against whom the complaint or grievance is boarded must be delivered the
appropriate particulars of the concerns against them. They must have the chance and a practical
time to answer before the process withstands.
If the complaint or grievance can't be dogged, stating the concern to the most senior
manager for consideration and a final decision. A complaint or grievance taken to this phase
must be in written format to the workforce. Including in diverse business maneuvers throughout
duty hours would result in healthy performance development action (Hrebiniak, 2013).

7LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
References:
Belbin, R. M. (2012). Team roles at work. Routledge.
Buckingham, M., & Goodall, A. (2015). Reinventing performance management. Harvard
Business Review, 93(4), 40-50.
Dahlgaard, J. J., Chen, C. K., Jang, J. Y., Banegas, L. A., & Dahlgaard-Park, S. M. (2013).
Business excellence models: limitations, reflections and further development. Total
Quality Management & Business Excellence, 24(5-6), 519-538.
Daley, D. M. (2012). Strategic human resources management. Public Personnel Management,
120-125.
Davila, T., Epstein, M., & Shelton, R. (2012). Making innovation work: How to manage it,
measure it, and profit from it. FT press.
Hrebiniak, L. G. (2013). Making strategy work: Leading effective execution and change. FT
Press.
Ozdowski, S. (2017). Racism, Equality and Civil Liberties in a Multicultural Australia.
In Globalisation, Human Rights Education and Reforms (pp. 187-220). Springer
Netherlands.
Saundry, R., Bennett, T., & Wibberley, G. (2013). Workplace mediation: the participant
experience. Acas Research Papers, 2, 13.