ASSESSEMNT 1

1. Read the scenario

2. Form a team

Member 1: Leader’s name

Member: Name

3. Plan and prepare materials, meeting agenda

Meeting called by: name

Attendees: the team’s members
The materials: the document of HR management about 4 problems, the CoffeeVille staff
demographic, WHS data, Employee handbook, the CoffeeVille risk management strategy plan.
Meeting agenda
Workshop for Coffee Ville problems
Date: Oct 25, 2021 Time: 9:00 am – 11:00 am Location: CoffeeVille HeadOffice

Topic 1: Solving Problem 1_Filling shift

● Identify the problem: Employees are not willing to work early morning shifts during
winter.
● Person in charge: member 1,2…..

Topic 2: Solving Problem 2_Quality recruitment

● Identify the problem: The company has difficulty sourcing or training skilled and
experienced barista staff.
● Person in charge: member 1,2…..

Topic 3: Solving Problem 3_ Health and safety risks

● Identify the problem: Incidents and injuries are on the rise
● Person in charge: member 1,2…..
Topic 4: Solving Problem 4_ Staff morale 
● Identify the problem: The poor staff morale and the employee mentioned the matter of
leaving the company and changing jobs.
● Person in charge: member 1,2…..
Notes and Action Items
Please read all the imformation, write down the concerns. Each member will in charge of one
problems so make sure you read all the necessary documents and complete the work on time.

4. Analyse the staff demographic and WHS incidents data

The staff demographic

The staff demographic provides data on regional of origin or fist language background, the
distance traveled to work, the age group, gender and travel mode.
Looking at the data, we can see that 50% of CoffeeVille employees have English speaking
backgroud (from Australia, Ireland and England) and 50% of employees have Non-english
speaking backgroud (from India, Pakistan, Nigeria, China and Indonesia). Only 20% of
employees are close to the workplace (under 10km), the remaining 80% go over 10km to go to
the company. In terms of gender, female is the main human resource with 70% of the workforce
compare to 30% for male. 70% of workforce yonger than 30 and they are mostly female. 30% of
workforce is older than 30 and 2/3 of them are male. The percentage of people using cars to go to
work is 30%. This number is 60% with the travel by public transport option. 1/5 of employees
also need special needs. Looking at the data, we can see that the majority of employees are far
from work, the employees are mainly female and the main choice is public transport. In addition,
there is a small number of employees with special needs.
WHS incidents 2018 – 2019
Overall, the number of reported accidents increased from 48 in 2018 to 90 in 2019. Injuries and
assaults have doubled from 5 cases to 10 cases in the period. Bullying and harassment-related
accidents more than tripled in just one year. Slips/falls/trips and burns accidents increased nearly
67% from 15 cases to 25 cases and from 20 cases to 35 cases.

5. PEST analysis
Political Economic
CoffeeVille, as a business operating in the However, growth in the economy reflects the
coffee industry, needs to pay attention to fair- growing demand for food products such as
trade issues. One of the core of policies tea, coffee and other beverages. Improving
related to fair trade is the issue of human staff quality as well as service quality is
resources. CoffeeVille needs to stick to essential to compete and attract customers
employment policies in recruitment to ensure from CoffeeVille's perspective.
employees have an effective working
environment and fully enjoy welfare.
Some policy issues that CoffeeVille also
needs to focus on include: health and safety,
food safety, traineeship and funding, etc. This
could become a marketing element for
CoffeeVille. CoffeeVille builds an image of a
socially responsible business, constantly
improving the service provided to customers.
Social Technical
Consumers are becoming increasingly aware Enterprise technology is increasingly
of their responsibility to contribute to better developing, creating benefits as well as risks
social and economic outcomes. for organizations. CoffeeVille needs to update
Environmental issues are also becoming one itself; otherwise, it will be inaccessible to
of the factors that motivate consumers to customers and will face competition-related
choose environmentally friendly products and problems. Increasing technological progress
businesses. CoffeeVille will need to make means increased investment in research and
sure to position itself as a leader and bring the development, which in turn increases
best value to consumers. organizational spending.
In addition, when remuneration in the labor Adopting technological advances will be
system is improved, CoffeeVille will face imperative if CoffeeVille wants to increase
competition in recruiting the best employees. productivity and better serve customers in the
CoffeeVille must offer high incentives and age of technology.
benefits to employees.
A potential solution that CoffeeVille can apply is the implementation of employee-focused
policies. This means that CoffeeVille needs to ensure a productive working environment
including safety as well as an environment for professional development. Leaders need to show
interest in employee policies to ensure that employees know they are the target audience.
CoffeeVille needs to take proactive and decisive measures to ensure labor safety (resolving
mobility issues, occupational accidents with new and skilled workers) and improving the
environment. work (improve employee expertise, improve welfare)

6. Legislation, Regulation and standards that apply to the scenario

Race Relations Act 19761

Under the Act, it is illegal to discriminate directly or indirectly on the basis of race in the areas of
employment, education, housing, and the supply of goods, amenities and services.
The Disability Discrimination Act 19922
Legislate towards eliminating as much as possible discrimination against people with disabilities
in areas such as employment, accommodation, education, access to facilities, etc. to ensure that
people with disabilities have equal rights before the law like the rest community. The Act also
aims to promote recognition and acceptance in the community in principle that people with
disabilities have the same basic rights as the rest of the community.
CoffeeVille and Global Human Rights Statement
Ensuring respect for human rights is the cornerstone of CoffeeVille's business with basic
principles such as: non-discrimination in the workplace, providing a safe and healthy working
environment for all employees, not using forced labor, guaranteed working hours and minimum
wage standards, and a commitment to treat employees with respect, creating an environment to
listen to employees' contributions to improving the working environment.
This information should be provided to employees as it will be helpful for employees to realize
the company's interest in employee benefits. Especially for experienced employees who feel that
the company is not treating employees equally in their shift arrangements.

1
https://www.runnymedetrust.org/histories/race-equality/48/race-relations-act-1976.htm
2
ILO, Disability Discrimination Act 1992
https://www.ilo.org/wcmsp5/groups/public/---ed_protect/---protrav/---
ilo_aids/documents/legaldocument/wcms_113087.pdf
Employees who are required to work early morning shifts will not be satisfied with other
employees because they do not need to work these shifts regardless of their choice. This creates
psychological and unequal treatment for some employees. The use of Equal Opportunity and
anti-discrimination provisions would be helpful in this regard to raise the morale of all these
employees.

7. Meeting minutes and Meeting note

Meeting to solve urgent current employment issues of CoffeeVille
Date: Oct 25, 2021 Time: 9:00 am – 11:00 am Location: CoffeeVille HeadOffice
Meeting called by: name
Attendees: the team’s members
The materials: the document of HR management about 4 problems, the CoffeeVille staff
demographic, WHS data, Employee handbook, the CoffeeVille risk management strategy plan.
9:00 – Topic 1: Solving Problem 1_Filling shift Person in
9:30  Identify the problem: Employees are not willing to work charge:
early morning shifts during winter. name
 Reason: Staff had to show up too early in cold and dark
weather. For employees who do not have a car, they have to
take public transport early in the morning in less comfortable
and unsafe conditions. There are also possible family or
cultural issues at play.
 Solution: The company will provide the private transport for
employees.The company also will rearrange the working
shift and increase the bonus for those who work the early
morning shift to establish consensus among employees.

9:30 – Topic 2: Solving Problem 2_Quality recruitment Person in

10:00  Identify the problem: The company has difficulty sourcing or charge:
training skilled and experienced barista staff. name
 Reason: The area manager placed emphasis on sales skills
during recruitment to keep costs down and increase profits.
 Very few staff are trained to standard coffee making. That is
a huge problem in filling shifts, as well as the quality of the
brewed coffee not meeting customer demand.
 Solution: create a more streamlined hiring process and enroll
employees in courses
10:00 – Topic 3: Solving Problem 3_ Health and safety risks Person in
10:30  Identify the problem: Incidents and injuries are on the rise charge:
 Reason: Lack of training time leads to health and safety name
problems. Recent tenants are less well trained in health and
safety than in the past and skilled staff are overworked.
 solution: Ensure safety in moving to the workplace for
employees. In addition, create time to train new staff on
issues related to occupational safety. The recruitment team
will also focus on recruiting new skilled employees in the
near future to reduce accidents at work.

10:30 – Topic 4: Solving Problem 4_ Staff morale  Person in

11:00  Identify the problem: The poor staff morale and the charge:
employee mentioned the matter of leaving the company and name
changing jobs.
 Reason:
 Employees have difficulty working in shifts and are
disgruntled with employees who refuse these shifts.
 The risk of injury increases with the lack of attention from
management
 Solution: Bringing issues related to The Disability
Discrimination Act, CoffeeVille and Global Human Rights
Statement, and Race Relations Act 1976 to emphasize the
equal treatment among staff. Increase welfare and ensure to
solve the above problems
Conclusion
The meeting ended at 11:00 am as scheduled. The leader summarizes the proposed contents and
solutions, sets a time for each solution to be implemented, and holds the next meeting to
announce specific timelines for solving each problem.
Submitted by: Secretary of the meeting

8. Observation Checklist
Meeting title: Meeting to solve urgent current employment issues of CoffeeVille

Meeting summary: The meeting was conducted to outline how to solve 4 main
issues including: Filling shifts, Quality recruitment, Health and safety risks, Staff
morale. Each issue mentioned is analyzed by cause and solution and is taken care of
by a team member.
Action items for follow-up and to take to presentation to management:
Part 1: Solving Problem 1_Filling shift
Part 2: Solving Problem 2_Quality recruitment
Part 3: Solving Problem 3_ Health and safety risks
Part 4: Solving Problem 4_ Staff morale 
Description of work team member’s contribution to meeting:
Name: Team leader
Name: Secretary of the meeting
Name: Attendee and Presenters
Did the team member: 
Adhere to organisation’s social, ethical and business standards? 

Adjust their interpersonal style to match the social and cultural environment? 

Forge effective relationships to achieve the meeting objectives collaboratively? 

Develop trust and confidence, as a leader? 

Respond to unexpected demands or conflict constructively? 

Give support to colleagues, leading and encouraging them to follow examples set in 

procedures?
Team member name: Signature: Date:
name Oct 25, 2021
Observer name: Signature: Date:
name Oct 25, 2021

Meeting title: Meeting of CoffeeVille

Meeting summary:
Meetings to come up with solutions to problems: Filling shifts, Quality recruitment,
Health and safety risks, Staff morale

Action items for follow-up and to take to presentation to management:

Filling shift by name
Quality recruitment by name
Health and safety risks by name
Staff morale by name

Description of work team member’s contribution to meeting:

Name: Team leader
Name: Secretary of the meeting
Name: Attendee and Presenters

Did the team member: 

Adhere to organisation’s social, ethical and business standards? 

Adjust their interpersonal style to match the social and cultural environment? 

Forge effective relationships to achieve the meeting objectives collaboratively? 

Develop trust and confidence, as a leader? 

Respond to unexpected demands or conflict constructively? 

Give support to colleagues, leading and encouraging them to follow examples set in 

procedures?
Team member name: Signature: Date:
name Oct 25, 2021
Observer name: Signature: Date:
name Oct 25, 2021
 ASSESSMENT 2

Question 1. Give three examples of how work relationships and the cultural and social
environment can support or hinder achieving planned outcomes

Example 1. To respect time and effort of co-workers will support achieving planned outcomes
Employees in many firms are required to do a variety of tasks. There are a number of
tasks that must be completed at a specified rate and within a certain amount of time. There may
be a sequence to how actions and processes are carried out so that the next process in the series
can be carried out. Some procedures need a specific member of the team to take a specific action
before the other members can carry out the next steps in the sequence. The ultimate goal of this
planning is to ensure that the work is done on time and that the deadlines established for the
project are met without fail. Therefore, when the employees are placed in positions where others
are affected by their actions or performance, it is critical that they respect others’ time and effort,
and ensure that work is not pending.

Example 2. Giving constructive feedback will support achieving planned outcomes

It's just as vital to listen to other people's feedback as it is to share your own. Not just
you, but also your peers, want feedback in order to comprehend how effectively they are
performing. Your feedback will assist others in making progress in their work, just as it will
assist you in making progress in yours. Giving constructive comments to your coworkers at the
correct time and in the proper state will aid their advancement and, in turn, lead to the
organization's success.

Example 3. Conflicting working styles will hinder achieving outcomes

Working styles and attitudes regarding work can be extremely diverse in a multinational
company, reflecting cultural values and compounding variations. Teamwork and collaboration
can be approached in a variety of ways. When it comes to achieving a goal, some cultures, such
as those in Asia and Central America, emphasize communal consensus. Others, such as Germany
and America, place a greater premium on individual autonomy. Similarly, in the workplace, the
emphasis on order, rigor, and structure vs flexibility and spontaneity might reflect underlying
cultural values. Thus, conflicting work approaches can stifle productivity if they aren't
acknowledged and accounted for.

Question 2. Explain three techniques for developing positive work relationships and
building trust and confidence in a team, including interpersonal styles, communications,
consultation, cultural and social sensitivity, and networking.

Technique 1. Keep communication clear

Communication is one of the most important factors that affects how well you get along
with your coworkers and other employees. The importance of excellent communication cannot
be overstated. It is critical in achieving the aims of working together in an organization and
completing the tasks that will aid in the achievement of success. Communication, on the other
hand, poses a significant risk. It's human nature to believe that the person in front of us has
grasped what we're trying to convey. This may not always be the case. As a result, receiving
input is critical. This will assist you in determining whether your message was received
correctly. Corrective actions can be made at the same time if the message does not reach the
appropriate person as expected. Poor communication has the effect of increasing tension and
distrust among coworkers. It can occasionally result in critical messages not being conveyed,
causing organizational turmoil and making the blame game difficult to terminate. Communicate
through a formal chain of command and use a formal manner of communication to avoid
confusion and misunderstanding. Thus, in order to have everything on record, communicating
via mail or any other formal channel of communication would be the best option. This will make
it easier to refer back to the messages if a disagreement arises later.

Technique 2. Prepare before ask for help

You may encounter situations in which you must seek assistance or advice. In this case,
try to gather some information about your question, for example, from the manuals you receive
when you join or from the web, and arm yourself with some concrete information about the
question you may be ready to ask from someone else. At the very least, when you approach
someone with your concerns and the information you've gathered, they will appreciate your
efforts to find an answer. This will make them feel important as well, as they will answer your
questions and assist you in achieving your goals or tasks.

Technique 3. Treat everyone as equals

It is not your responsibility as a team member to determine who is better than who is not.
Gossiping and spreading rumors should be avoided at all costs. Be humble, and if someone tries
to draw you into a conversation, avoid it in a respectful manner. Speaking behind people's backs
will undoubtedly come back to bite you in the future. It is also important to remember that no
one in the organization is permanent. People change, and so do their titles. It is preferable for you
to keep your personal feelings about someone to yourself. As long as you keep the idea of
treating everyone equally in mind you will find yourself amidst a positive working environment
at all times.

Question 3. Describe three methods and techniques for communicating information and
ideas to three different kinds of stakeholders.

Stakeholder 1. Your manager

Learn about your managers' personalities and work styles
It is nearly impossible to understand the underlying rationale of your managers' specific
behavior if you do not understand who they are as people. You will then struggle to establish a
good working relationship with your managers. You should definitely learn which method of
communication your managers prefer – email, Whatsapp, or face-to-face? Do they prefer long
and detailed emails or a brief verbal explanation of what is going on? Pay attention to their
preferences. To achieve effective communication, different types of managers should use
different communication skills. For example, when communicating with authoritative managers
who place a high value on results, you must be confident and to-the-point. They dislike devoting
a lot of time to communication. Provide them with two to three options and elaborate on the
value of each option – what they can bring to the table to help you achieve your goal. When you
communicate with empathic managers, who are usually good communicators. When confronted
with them, you should be encouraging and upbeat. Encourage them and refrain from passing
judgment right away. Allow them to finish their sentences without interruption. When offering
options or expressing your opinions, keep it casual and natural, as if you were speaking with a
friend.

Stakeholder 2: Members of your team

Open your door
By physically opening your door or encouraging an open plan environment, you are
stating unequivocally that everyone is on the same team. You are successfully removing the
impediments. This also sends a message of transparency to the team, which is essential for
fostering trust and clarity. Your team should also understand that they can come to you at any
time for assistance and guidance, and that you encourage collaboration among colleagues.
Another advantage of an open door policy is that it encourages regular communication rather
than a burst of communication (as often seen in meetings). With an open door policy, the status
of the project can be discussed on a regular basis, resulting in issues resolved immediately.

Stakeholder 3: External client

Communicate clearly and frequently.
You must be proactive in order for your clients to feel truly cared for and informed. Make
a concerted effort to ensure that your client understands what is happening, and you will avoid
unnecessary communication breakdowns. Legal jargon should be avoided. Instead, use plain
language and leave room for clients to ask questions about anything they don't understand. You
should also answer questions ahead of time. Send a secure message following client meetings
that summarizes what was discussed and provides supplemental information for the next steps.

Question 4. Describe the impact of legislation and organisational policies on workplace

relationships. Provide two examples.

Impacts of legislation and organisational policies on workplace relationships

Developing formal policies and procedures, regardless of the size of your organization,
can make it run much more smoothly and efficiently. They communicate the organization's
values and vision, ensuring that employees understand exactly what is expected of them in
various situations. There is no need for trial-and-error or micromanagement because individual
and team responsibilities are clearly documented. Employees should understand how to approach
their jobs after reading the workplace policies and procedures.
When dealing with HR issues, formal policies and procedures save time and stress. In the
absence of written policies, unnecessary time and effort is expended in attempting to reach an
agreement on a course of action. Employees simply need to follow the procedures, and managers
only need to enforce the policies, because strict guidelines are already in place. Implementing
these documents also improves an organization's external appearance. Formal policies and
procedures aid in ensuring that your company complies with applicable regulations. They also
demonstrate the efficiency, professionalism, and stability of organizations. This can lead to
stronger business relationships as well as a better public image.
Legislation and policies in the workplace establish a set of rules that must be followed at
all times by everyone, so that the actions of one person do not have a negative impact on the
actions of another. If someone is observed acting in a manner that is deemed inappropriate by
health and safety guidelines, this can be brought to the attention of supervisors with minimal
difficulty, as they have been discovered to be breaking a set of unbreakable rules. To reduce
confusion and disputes, company policies and procedures should be simple to understand. When
new employees join a company, they should be informed of all necessary policies and
procedures during the onboarding process so that they can begin working in a correct and safe
manner as soon as their job begins. Any employee who is found to be violating any official
guidelines or legislation should be appropriately reprimanded. In most cases, this should result in
a warning in the first instance. If an employee violates the rules again, more severe disciplinary
action may be taken.

Example 1.
In many hospitals, doctors are prohibited from operating on patients they know
personally. This is due to the possibility that their emotions will cloud their judgment during the
procedure. Furthermore, doctors and nurses should wash their hands on a regular basis. This
prevents infections from spreading from one patient to the next. Although certain health and
safety procedures may appear unnecessary and time-consuming, they must be followed in order
to avoid trouble and maintain a pleasant working environment.
Example 2.
Some companies create policies that allow for office romances while also protecting the
company from sexual harassment liability and ensuring a professional work environment. They
include the following key points:
(1) Specify what is unacceptable: Define what types of relationships will and will not be
tolerated, as well as why. Dating someone you report to or who reports to you, for example,
creates a direct conflict of interest for both of you – and the company.
(2) State the consequences clearly: State what will happen if the policies are broken. For
instance, a written reprimand, a transfer, a demotion, or a termination.
(3) Address sexual harassment: State unequivocally that any allegations of sexual
harassment will be dealt with legally and that the company has a zero-tolerance policy. Make it
clear that sexual remarks or public displays of affection, even if desired, can be considered
sexual harassment.
(4) Encourage open communication: Require employees to disclose their romantic
relationships to HR if they become romantic. If the company is willing to work with the couple,
the lovebirds are more likely to communicate their issues effectively. Employees, on the other
hand, may have good reason to keep their relationship a secret. A same-sex couple, for example,
may be reluctant to disclose their relationship for fear of being scrutinized by their employer or
other employees.

Question 5. Outline three problem-solving methods

Method 1. Define the problem

An effective problem solver will consider everyone's ideas, but different people may have
different ideas about what the root cause of the problem is. It is your responsibility to actively
listen to everyone without bringing any preconceived notions into the conversation. Learning to
distinguish between facts and opinions is a critical component of this process. The same can be
said for information. Depending on the nature of the problem, varying amounts of information
will be available to assist you in determining what went wrong. Any problem should involve at
least some data, and it is your responsibility to collect as much as possible and analyze it
objectively. To identify the problem, you must first assess the situation to ensure that you have a
complete picture. Analyzing the current situation to determine what is happening (and not
happening), who is involved, and what the stakes are is what size-up entails.

Method 2. List and evaluate possible options and select the best
Once you've determined the true cause of the problem, it's time to consider solutions.
Brainstorming, surveys, discussion groups, and other methods can be used to generate
alternatives. Because you'll be considering all potential options and scenarios, brainstorming as
many solutions as possible will help you arrive at the best answer. When you're brainstorming
these ideas, you should consider everyone's ideas, as well as any insights you've gained from
your data analysis. It's also a good idea to solicit feedback from others at this stage, as they may
come up with solutions you haven't considered. Depending on the nature of the problem, it may
be beneficial to consider both short-term and long-term solutions, as some of your options may
require some time to implement.
Each option will have advantages and disadvantages, and it is critical that you list all of
them, as well as how each solution may affect key stakeholders. Once you've narrowed your
choices down to three or four, it's a good idea to seek feedback from other employees in case
you've overlooked something. You should also consider how each option fits into the overall
goals of the company.
Then, you should make a decision on which solution to pursue. What you decide should
be whatever solves the problem the most effectively while also taking into account the interests
of everyone involved. There may be a way to combine two options to satisfy more people.

Method 3. Create an implementation plan

If you don't put your solution into action effectively, you're not really solving the
problem. Create an implementation strategy for putting your solution into action. One problem-
solving technique that many people use here is to include a testing and feedback phase to ensure
that the option you've chosen is truly the most viable. You should also include in your
implementation plan any changes to your solution that may occur, as well as how you will
monitor compliance and success. The plan should include provisions for tracking progress and
evaluating decisions. Determine whether the situation has changed, whether more or fewer
resources are required, or whether a different alternative solution is required during the
evaluation process. Monitoring the success of a solution is a continuous process that is essential
for fine-tuning a plan of action.

Question 6. Explain three methods to resolve workplace conflict

Methods 1. Solve the conflict as soon as possible

When conflict arises, do not avoid it or pretend it did not occur. As time passes, tensions
will rise, and the conflict will worsen. Deal with these upsetting issues as soon as possible,
before they become ingrained in your daily work. If you notice a disagreement between
employees, encourage them to find a solution. When there is conflict between two teams, it is a
good time to improve interdepartmental communication. If you have a disagreement with one of
your employees, address it in private.

Method 2. Listen carefully

Set a time and location where you can talk for an extended period of time without
interruptions from outside sources. When you do meet, give each person enough time to say
what he or she believes the other party needs to hear. Allow no one to monopolize the
conversation or control the topic. Each person should express his or her feelings about the
disagreements and the situation. It is critical to pay complete attention to the person speaking. Do
not speak over the other person. Check to see if you're getting the message he or she is trying to
send. Remember, now is not the time to launch an attack or assign blame. Concentrate on the
problem, not on your assessment of the other person's character.

Method 3. Find agreement

Every conflict necessitates a clear resolution that acknowledges hurt feelings and finds a
way to begin to mend them. Your discussion will primarily focus on disagreements, but
resolution is only possible when you find points of agreement. You should be able to take some
positives away from the experience rather than only negatives. Bring to light commonalities.
Give examples of times when you agree with the other person or can see another point of view.
If you disagree on new sales tactics, for example, you could share what you liked about the other
person's idea or the motivation to work harder for the team. Seeking agreement demonstrates
your willingness to seek out common ground and build a relationship based on those elements of
trust.

Question 7. Explain three methods of managing poor work performance

Method 1. Set clear performance standards

In some cases, an employee underperforms not because of their abilities, but because
expectations were not clearly communicated. Companies should develop a performance plan that
spans a set period of time and outlines milestones that, if met, should improve performance. It is
also necessary to specify what will happen if the performance plan's milestones are not met, so
there are no surprises if employee performance issues result in the termination of the low-
performing employee. It is critical to inform the employee of what he is expected to do and to
assign him tasks with expected outcomes. Those goals must be measurable and realistic, and they
must be met within a time frame that has been established. Employees are motivated to work
effectively and productively when they are aware of and acknowledge all of these factors.
Especially if there is a clear and effective work progression tracking system in place in the
business environment.

Method 2. Provide feedback as soon as possible

Many managers prefer to avoid conflict. They want to maintain morale and ensure
employee satisfaction, so providing negative performance feedback may appear
counterproductive. However, avoidance exacerbates performance issues. Managers must commit
to conducting regular performance reviews in which all parties involved can discuss employee
performance, successes, failures, and training opportunities. This is the foundation of all
performance management. Corrective feedback will assist them in improving their working
methods. As a result, it's critical to be truthful and direct in what you say. Timely feedback is
essential. Schedule a one-on-one with the employee in question before poor performance
becomes habitual or worsens. Define the purpose of the meeting and maintain a non-judgmental
but serious tone. When done soon after the event, the information is still fresh in everyone's
mind, leaving less room for debate or confusion.
Method 3. Redirect strong performances to support negative qualities
Keeping track of employees allows you to spot upward trends and focus on your
company's strengths. This means that instead of simply dismissing an employee as a poor
performer, you can channel their talents elsewhere. For example, a person may struggle with
administrative skills but possess exceptional communication and influencing abilities that could
benefit your company. Managers can help individuals recover from underperformance by
considering how they can better leverage their strengths by taking a broader view of both good
and poor performance.
If an employee possesses a relevant skill that can be used to improve performance,
positive advancement in that skill can be redirected to areas where they are underperforming.
Assume they have excellent written communication skills but poor verbal communication skills.
You can encourage them to use their writing to prepare for in-person conversations and
meetings.
Consider adjusting the individual's job description or redistributing tasks within the team
to allow them to spend more time working on items that play to their strengths and less time
doing things they aren't so good at. By doing so, an underperforming employee has the potential
to become one of your team's star performers.

Question 8. Explain how to monitor, analyse and introduce two ways to improve work
relationships.

How to monitor and analyse work relationships

Make a checklist for items
First and foremost, decide what needs to be monitored. Concentrate on critical areas of
activity, such as those with high revenue streams. Identify any areas where things aren't going as
planned as well. For example, if your project management team is consistently missing
deadlines, investigate why this is happening. Keep an eye on your customer service team if your
customers are dissatisfied with their experience. Next, devise a strategy and decide on the
methods you will employ to monitor work operations. Consider soliciting feedback from your
customers after each interaction with your company. This will provide you with a better
understanding of how your customer service team is performing. Depending on the
circumstances, checklists, reports, benchmarking, surveys, and other tools may be used to
monitor workplace change and evaluate employee performance.

Collect feedback
Schedule one-on-one meetings with your team members and hold regular team meetings.
Inquire about specific employees' interactions with customers, vendors, coworkers, and other
managers. Always inquire about the employee's work, never about the individual. Request
descriptions rather than evaluations. Don't ask for first impressions, but rather for specifics. And
don't believe everything you hear; third-party unverified statements are simply hearsay. Consider
putting a suggestion box in the office so that your employees can give you feedback
anonymously. Encourage them to express any concerns they may have and to share their ideas.

Review work in progress on a regular basis

Using your own eyes is one of the most effective ways to monitor an employee's
performance. A few minutes of watching an employee interact with a customer will tell you
more about that employee's customer service performance than a slew of customer feedback
surveys. If you're having trouble assisting an employee with a specific task, "shadow" that
employee while he completes the task. You'll learn exactly what he's doing and how he can
improve. Along the way, carefully inspect your employees' work. If an employee is not in charge
of producing a tangible end product, then watching that employee work is equivalent to
reviewing work in progress. If she is in charge of a final product, spot-check it while she is
working on it. If the employee makes phone calls, for example, record them and listen to a
random sample. Check some half-done widgets to see how they look if the employee makes
widgets. Although it is impossible to keep track of everything that every employee does, random
samples can be checked on a regular basis.

Two ways to improve work relationships

Define everyone’s responsibilities
Many workplace misunderstandings stem from a lack of understanding of how everyone
fits into the bigger picture. In an ideal world, team members would feel like cogs in a machine
working together to achieve a common goal. Conflicting responsibilities or a lack of cover
causes the team to become disjointed, causing friction and potentially bringing the entire engine
to a halt. As a result, your first step should be to ensure that everyone understands what they are
responsible for, where they can rely on their coworkers, and where flexibility is expected.
Clearing up any misconceptions and encouraging collaboration and support within your team
will result from having a clear understanding of what you expect of them and how they must
work together.

Encourage cooperation over competition

Competition is frequently a good thing because it pushes us to do our best and push past
our perceived limits. Competition, on the other hand, can have negative consequences. When
people are constantly pitted against their coworkers and judged based on their personal
performance, it encourages them to prioritize personal gains and may even undermine others'
work, potentially harming the company. Promoting a more collaborative approach will not only
bring employees together around a common company mission, but will also allow them to
improve their performance through peer learning. This may imply shifting the company's culture
away from individual goals and toward rewarding or acknowledging team effort. Online portals
that allow team members to share their work or ideas and receive support and feedback can
foster a more collaborative environment. Making them feel more like a team rather than personal
rivals can help to make the workplace a more harmonious place rather than a battlefield.
 ASSESSMENT 3

Two cases of workplace bullying in Australia

Case 1. M's story
M started his first job as an apprentice plumber at the age of 16. Two years into his
apprenticeship, M made a complaint to WorkSafe about his experiences at work, which included:
 his boss calling him gay and using offensive language towards him
 his boss encouraging other employees to call him names, ask inappropriate questions and
make crude insinuations about his personal life
 his boss taking his mobile phone and making him believe he had posted inappropriate
comments on a female friend's page
 having a live mouse put down the back of his shirt by another employee
 having his work shorts ripped up by his boss
 having liquid nails squirted into his hair and face by fellow employees
 being beaten with plumbing pipes and having hose connectors thrown at him by his boss
and fellow employees
 being spat on by employees
 having a rag doused with methylated spirits held over his mouth by his boss
The impact on M's physical and mental health: For a long time, M felt too afraid of losing
his job to complain to his boss about the treatment he was subjected to. However, he eventually
became distressed to the point that he was afraid to go to work. He began experiencing
nightmares, insomnia, difficulty concentrating, getting angry for no reason, tearfulness,
depression, anxiety and stress. M was eventually diagnosed with a psychological disorder which
prevented him from being able to return to work with his employer.
Risk to health and safety: The bullying behaviour that M was subjected to at work
impacted his health and safety and resulted in both physical and psychological injury. The
employer failed to control that risk as it did not have a bullying policy, and did not provide
proper supervision, information, instruction and training to its employees on workplace bullying.
Prosecution outcome: The employer in the actual case was found guilty of offences under
the Occupational Health and Safety Act 2004, and was convicted and fined $12,500.
Case 2. S, M, L and J's story
S, M, L and J were part of a group of employees at a commercial bakery where they were
required to perform tasks including baking, sandwich preparation, general food preparation,
cleaning and delivery of orders to local businesses. They alleged they had been subjected to
verbal, physical and emotional abuse by their employer over a period of two years. The abuse
included:
 being called 'pig', 'porky', 'dog' and other derogatory names by their boss
 being sworn at, with their boss using foul and abusive language
 their boss yelling and grunting at them for no apparent reason
 having items such as sticks thrown at them or at their desks
 their boss threatening them with physical harm, including being attacked by dogs and
being dissolved in acid
 having trolleys pushed into the backs of their legs
 being labelled as 'useless' and 'a waste of space' by their boss
 being told by their boss to 'go away and die, and make sure you die quietly'
The impact on the victims' physical and mental health: One of the women reported that as
a result of the bullying, she had 'lost my friends, my life, my world and my mind'. Others
reported that they suffered mental and physical distress, including depression and exacerbation
of other psychological conditions. Some went on to suffer relationship breakdowns.
Risk to health and safety: The treatment S, M, L and J and their colleagues were
subjected to at work created a risk to their health and safety and resulted in them suffering both
physical and psychological injuries. The employer had no systems or procedures in place to
regulate that workplace behaviour and no policies or procedures to educate employees in respect
of appropriate workplace behaviour and workplace bullying.
Prosecution outcome: The employer in the actual case was found guilty of offences under
the Occupational Health and Safety Act 2004, and was convicted and fined $50,000.
(Sourse: Bullying case studies from website Work Safe Victoria)
Appendix 7: Conflict resolution plan

Details/background Performance improvement initiative session plan

Step Timing
1. Tell and show them how to do it. 1 hour
Some employees don’t
2. Observe them as they attempt to 1 day
Performance
know how to do what
do it.
issue:
they are supposed to do
3. Reinforce what they do well. 1 day
poor work
because job requirements
4. Redirect what they do poorly or 1 day
have changed.
incorrectly. Make sure they can
correctly do what they need to do.
Follow-up: Task Date
Training: To explain exactly what you expect them to do and
further 01/11/2021
describe clearly what good performance looks like
sessions/
meetings/ Meeting: to give feedbeck about employees’ jobs 03/11/2021
training
Details Resolution plan
An employee doesn't know Define everyone’s roles
Potential
why he must do his tasks Set a clear performance standard
conflict 1
and thinks that others are Hold everyone responsible for meeting or exceeding all
more important. of the standards associated with the job.
Details Resolution plan
An employment who has
good performance feels
Listen to him when he suggests ways to handle problems
Potential like punishment because he
Consider adjusting tasks within a team if possible
conflict 2 is given more work and the
Encourage him to cooperate with other colleagues
most difficult and
unpleasant jobs.

Participate in a role-play demonstration based on a scenario

Discussion about social, ethical and business standards
 Choosing what is right in business, as in life, is not always easy, especially when
competing priorities exist at work. Employees' decisions can be guided by a company's corporate
ethical standards as well as their personal code of ethics. The laws that govern business activities
embody a large portion of society's collective sense of right and wrong. Keeping professional
activities within the bounds of the law is the bare minimum of ethical requirements for running a
business. Existing law simplifies some ethical and moral decision-making. Discrimination
against certain groups of people, for example, is illegal, so don't discriminate.
Individual companies frequently develop their own set of guidelines to guide employee
behavior in the desired direction. Almost all major corporations have statements of ethical
principles or codes of conduct that are similar. Although smaller businesses are less likely to
formalize such codes, ethical guidance provided by company leaders and expressed in the
company's culture can be just as effective in steering employee behavior. Personal code of ethics
– the notion of right and wrong that employees have developed over their lifetime – is the
bedrock set of principles guiding their behavior at work and throughout their life, in addition to
ethical standards guiding profession or company.

Discussion about policies and procedures

The company's policy on harassment and bullying is clear and consistent with social and
ethical standards. The company makes it important to create a bullying-free working
environment.
The company has provided a clear definition, examples and objects of workplace bullying so that
all employees understand what is considered workplace bullying. In addition, the responsibilities
of both employees and employers are also clearly listed so that everyone knows how to control
their own behavior. Disciplinary and dismissal policies and procedures are also attached so that
employees know the consequences for violating company regulations. Regulations regarding
employee personal information, including information on the internet, are defined by the
company, with clear explanations and instructions in the relevant cases. The company's career
development policy is announced clearly and in detail, is an evidence that employers value and
want long-term cooperation. The company has its own policy on sexual harassment that shows
the company's awareness of the seriousness of the problem. As with previous policies, the
company provides clear definitions and examples of sexual harassment. It also undertakes to
educate employees on this issue to have the best working environment. At the same time, the
company also shows an unforgiving attitude towards this behavior.

Decisions on actions
As a manager, when I receive a report of bullying in my team, I would first investigate the
accuracy of the allegations on both sides by asking Jas and Ed, asking other employees in the
group and finding Ed's posts on facebook.
In this case, I assume the allegations from both sides are correct. Ed abused words and
social media to give sarcastic remarks about Jas, which is bullying (listed in the company's
bullying and harassment policy). At the same time, recently, Jas has performed poorly and has
been often absent from meetings after the events for various reasons.
I realize that the conflict between these two people affects the working environment, other
employees and work efficiency, so this conflict needs to be resolved as soon as possible.
I will meet Jas and Ed one-on-one to listen to their problems, come up with solutions to the
conflict, and make sure they agree with my solutions. I will also show the company's policies
and regulations so that they know what they are breaking and how they will be punished. After
that, there will be a meeting between the 3 people to agree on the solution and behavior in the
future.
About Jas, employee training on how to improve performance is conducted. Besides, I will
be a mentor who can assist her with any issues that may be impeding her productivity at work.
About Ed, he will have to send an official apology to Jas and delete the comments and
posts that are sarcastic about Jas within 1 day. From now on, if he has anything unsatisfied with
Jas at work, he should discuss it directly with the manager and Jas.
If the misconduct continues, both people will be subject to a higher penalty based on the
seriousness of the incident and the company's regulations.
After the meeting comes to an end, the results will be clearly informed to the employees in
the company.
A dispute resolution report on your findings for the human resources manager, including
recommendations and outcomes.

Reflection on my own effort

Guide and support colleagues
I'm aware of your surroundings at work and try to detect anything that might be causing a
colleague to struggle. When I see that they are having difficulty, I ask how I can assist them. Use
my own experience to help others recognize when they are in trouble. For example, when new
colleagues begin working at the company, I consider what challenged me when I first started
there and see if I can assist with orientation tasks. Perhaps I'll offer to give them a tour of the
office and share your tips on how to be most efficient at work. If a colleague is stressed and
working hard to meet a deadline, I will ask if there is anything I can do to help or advise them;
listen to their concerns and show empathy; and help them feel less stressed.

Improve workplace outcomes in consultation with others

I always take the time to effectively plan both the consultation and evaluation processes
to better facilitate the consultation process. Planning may include identifying issues,
stakeholders, intentions, goals, and objectives, as well as determining resources and consultation
methods. Consultation necessitates free-flowing communication on both sides, as well as the
provision of feedback. Furthermore, ongoing monitoring throughout the consultation will help to
ensure that it is carried out in accordance with the consultation plan's aims, objectives, and
methods. An evaluation at the end of the process will also aid in determining the effectiveness of
the consultation and can be used as a learning tool future consultation processes.

Manage poor work performance

I meet with my employees on a regular basis to discuss their performance. This way, I
can ensure that they understand what they should be doing at work and how I expect them to
improve their performance. If I notice that they are not improving their work, I will put in place a
performance improvement plan. If my employees are not performing up to par in terms of
productivity and quality work, I will develop a performance improvement plan for them.
Employee training on how to improve performance is also included. If some of my employees
require additional training or coaching to improve their performance, I provide them with the
services of a mentor or coach who can assist my employees with any issues that may be
impeding their productivity at work. In this manner, I am confident that my employees will
become more productive in their work. Finally, I give compliments or incentives to my
employees who perform well.

Manage conflict constructively

A rational, problem-centered approach, in my opinion, is the most effective way to
resolve conflict. The initial step is to assess the situation. Begin by outlining the conflict: Who is
the source of the issue? What sparked the conflict? Is the situation deteriorating? Next, consider
how the conflict is affecting your ability to achieve your work objectives. Is time being
squandered attempting to solve the problem? Is the conflict increasing the cost? Determine the
conflict's broader impact. Is the workplace morale suffering as a result of the conflict? Is the
conflict having an impact on the level of service provided to customers? Finally, describe the
advantages of resolving the conflict in terms of productivity, efficiency, time and cost savings,
and any other factors that are relevant. Then I'll state my case and make sure the other person
agrees with my assessment. There is a problem that needs to be solved. Furthermore, I am
willing to make concessions to others on certain contentious issues.

Recommend and outline a process for managing reports of bullying or harassment at

MacVille Events.
All staff are expected, when carrying out their duties, to show respect towards all persons.
Managers have responsibility to:

 take reasonably practicable steps to ensure that their workplace is free from bullying and
harassment;
 providing training or advice to staffs to be aware of the legislative requirements and
eliminate bullying and harassment and develop cross-cultural awareness and sensitivity
among professional;
 inform staffs who experience bullying and harassment of their rights and provide them
with the appropriate policy and procedures to resolve their concerns;
  ensure that staffs who make a complaint are not victimised for doing so and respect their
privacy and confidentiality at all times;
 maintain a confidential database of complaints.

If a staff member who believes that she/he is being harassed, and is unable to resolve the
matter herself/himself, or is of the belief that it is unsafe to do so, he or she may approach the
managers in the first, and then follow the process.
When the manager receives complaints about bullying and harassment from employees
Step 1. All claims of bullying and harassment are taken seriously and will be treated
confidentially, documented, and promptly and constructively addressed by the manager;
Step 2. Once all the information is gathered, the manager, acting as the internal
investigator will determine whether, 'on the balance of probabilities', the complaint can be
substantiated. If the complaint is substantiated, appropriate discipline needs to be applied. All
forms of bullying and harassment are not tolerated.
Step 3. Irrespective of the findings of an internal investigation, the decision needs to be
communicated to the relevant parties, together with an appropriate explanation. The manager is
responsible for addressing the behaviour of the alleged perpetrator and to provide support
services for the victim.

Recommend networking activities for MacVille Events to improve organizational culture

Activity 1. Coin logo

 Time: 5-10 minutes
 Goal: Increase self-awareness and collective awareness by allowing team members to
connect on a personal level.
 How to play:
o Instruct participants to empty their pockets, purses, and wallets of any coins they
may have and place them on a table. If someone doesn't have any coins or only
has a few, the rest of the people in the room can share theirs.
 o Instruct each person to create their own personal logo in sixty seconds using the
coins in front of them. Other materials they may have on hand, such as pens,
notebooks, wallets, and so on, can also be used to create their personalized logo.
o If there is a particularly large group, decide everyone up into teams of 3-6 people.
o Then each individual or group can explain their logo to the larger team and
discuss what the logo represents.

Activity 2. One question ice breaker

 Time: 15-20 minutes
 Goal: Get coworkers talking to each other and working together
 How to play:
o The icebreaker question will be introduced into what situation by the leader. This
could include workplace dynamics, coaching a sports team, pursuing goals, or
romantic relationships.
o Divide participants into groups and ask, "If you could only ask one question to
determine a person's suitability for (insert topic here), what would it be?"
o If you chose to pursue goals, each two-person team would then devise one
question to determine whether or not their other team member was qualified to
pursue their goals. This icebreaker activity can also be adapted by assigning a
single situation to the entire group.

Activity 3. Two truths and a lie

 Time: 15-30 minutes
 Goal: Promote workplace communication and help employees get to know one another.
 How to play:
o Have each team member secretly write down two truths and one lie about
themselves on a small piece of paper. Participants are not permitted to reveal what
they wrote to anyone.
o Allow 10-15 minutes for open discussion in which everyone quizzes each other
on their three questions. The goal is to persuade others that your lie is actually a
 truth, while also attempting to guess other people's truths and lies by asking them
questions. Don't tell anyone your secrets or lie to them – even if the majority of
the office already knows!
o Following the conversational period, form a circle and repeat each of your three
statements one by one, with the group voting on which one they believe is a lie.