Review of case study
JKL Industries is an Australian owned company-selling forklift, small trucks and spare parts to industry. They also have a division that leases forklifts and small trucks on long-term leases over three months. The company’s head office is in Sydney and JKL has branches in Brisbane, Melbourne, Perth, Adelaide and the ACT. After 12 years in business focusing on forklifts and small trucks JKL has been offered sales rights to arrange of medium and large trucks from an overseas supplier which will benefit JKL in range over its competitors. The past five years, sale of forklift and truck have averaged 10% increase but the rental market has been in decline. JKL then come up with an idea to restructure company itself by solely focusing on retails sale and exit from rental market. JKL plan to hire the staffs from rental department who wish to remain with the company. The organization intends to build and maintain a positive organizational culture, reduce risk and achieve organization goals through these following points:
An internal management review of an organization has uncovered many serious issues that lead to block internal and external strategic relationships creation as well as result in poor general awareness in organizational goals, values and ethics.
The objective of communication strategy is creating support for organizational initiatives and objectives, raising awareness of the changes that will result from implementation of the restructure, improving communication within organization and focusing on improving information flow base on bottom-up model and changing behaviors of poor communication. The target audiences of the company should include all staffs across organization, senior management and customer.
Based on the information from JKL case study, it can be concluded that sales results indicated strong growth in forklift and truck sales over the past five years, but the rental market has been in decline as JKL decided to reposition itself to focus solely on retail sales and service and exit the rental market; the current organizational structure will be changed significantly and JKL intends to recruit from within the company and up-skill or reskill exiting employees presently working in rentals who with to remain with the company.
In terms of communication methods, the company can follow up the methods list below:
Staff Grievance Procedure
The purpose of the JKL Industries Grievance Procedure is to assist in resolving workplace issues as they develop. The best way to maintain job satisfaction and good working relationship is to follow a procedure for solving problems and grievances. The procedure aims to provide all employees with a number of avenues to have their grievances heard and resolved.
Wherever possible grievances should be resolved informally without recourse to formal procedures. It is expected that individuals will enter into the procedure in good faith, with the aim of resolving a particular issue. The grievance procedure should not be used as a substitute for normal day-to-day discussions. It is recognized that there may be occasions when it is not possible for a grievance to be resolved informally. In such cases the formal procedure should be followed. All parties should be absolutely clear whether any meeting is being held under the informal or formal stage of the procedure.
1. Informal Procedure
Grievances can often be resolved quickly and informally through discussion with managers and there is an expectation that every effort will be made to resolve matters informally. Employees are therefore expected to raise any concerns or issues informally with their immediate manager. Managers will discuss an employee's concerns in confidence with him/her, make discreet investigations, as appropriate, and attempt to address his/her concerns fairly and promptly. It is the manager's responsibility to seek to resolve the grievance informally and to notify the individual of the outcome. This would normally take the form of a summary note of the discussion and its outcome. It is expected that an employee will seek to resolve his/her grievance informally in the first instance and will only progress to a formal grievance if the issue cannot be resolved by informal means. Where this has been unsuccessful, or circumstances make this route inappropriate, the matter should be raised formally through the grievance procedure. If the grievance is against the employee's manager it should be raised with that person's manager who will seek to resolve the matter informally as appropriate
2. Formal Procedure
If it is not possible to resolve a grievance informally, the employee should raise the matter formally, and without unreasonable delay, by putting his/her grievance in writing. The manager will write to the employee acknowledging receipt of the grievance, normally within five working days. The manager will write to the employee acknowledging receipt of the grievance, normally within five working days. As a result of the initial grievance meeting, the manager may determine that it is necessary to make further enquiries and/or may appoint an investigating officer to conduct an impartial and thorough investigation into the background facts or into any allegations made by the employee.
If an investigation is deemed appropriate, the manager will appoint an investigating officer. Where the grievance relates to other employees, the individuals involved will be informed in writing of the nature of the complaint and will be given the opportunity to submit a response. The results of the investigation will be provided to the manager in the form of an investigation report. This report will also be made available to the employee raising the grievance and any employee named in the grievance. Following the investigation, the manager may deem it appropriate to hold a further grievance meeting with the employee raising the grievance. The purpose of this meeting is to seek clarification on any further issues that might have arisen and to allow the employee to comment on the findings of the investigation. In some cases, it might be appropriate to hold a grievance hearing with the aggrieved individual and the person against whom the grievance lies.
The manager will determine the outcome of the grievance. He/she may reject the grievance, or may uphold the complaint and indicate what steps have been/should be taken to resolve it. The manager will inform the individual, in writing, of the decision and the right of appeal normally within ten working days of receiving the investigation report or of the final grievance meeting/hearing. The employee will be given an explanation if this is not possible and will be advised when a response can be expected. Any employee named in the grievance will also be advised, in writing, of the decision.
5. Stage two - Appeal
If an employee remains aggrieved, he/she may write to the Director of HR within ten working days of the date of the decision under Stage 1, exercising his/her right of appeal. Appeals will be considered by an upper level senior manager (Appeal Officer). The Appeal Officer will have had no prior involvement in the case and will be supported by a member of the HR Team. Where the appeal involves other employees, the person named in the grievance will be informed of the appeal and the outcome. This procedure may, in the interest of natural justice, and following consultation with relevant parties, be varied and altered by the Appeal Officer who will detail the reasons for the variation. The decision may be given verbally at the appeal hearing and will in any event be conveyed or confirmed in writing within ten working days of the hearing. Any recommendations for further action will be clearly stated in the letter. The decision following the appeal is final and there will be no further internal right of appeal.
This procedure will be reviewed periodically to ensure compliance with changes in employment law and equality and diversity legislation.
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