Managing Employee Relations and Physical Assets - Coursework Example

Workplace Assessment Name: Course: Tutor: Institution: Date: Part 1: Manage Employee Relations Task 1.1: Industrial Relations Compliance The hotel has established a series of management practices to ensure that the employee treatment and management of employees as per the existing industrial regulations. One of them is allowing for work flexibility. In this case, the kitchen staff although we were a total of 6 employees only, operated on a four staff members shift. This implied that at least two employees were offered free time to relate and interact with their families as well as grows and develops their social life. Moreover, the Kitchen supervisor had direct control over the staff and ensured cordial and working relationships between the members. As such, animosity and lack of team play or harassment by a member was reprimanded and even punishable by summary dismissal upon two consecutive warnings. Task 1.2: Employment Attractiveness Acquiring and retaining the required attractiveness in the industry, the hotel has established varied management systems. For instance, the kitchen department has an open recruitment process. In this case, employees in the kitchen department are subjected to a practical evaluation test as the only recruitment criteria. Moreover, diversity is guaranteed in that of the 6 of us in the kitchen, not more than three of the employees came from a shared cultural background. In addition, a measure of ensuring staff retention the kitchen staff where I worked were offered incremental salaries on an annual basis implying that those who served in the kitchen more had increased salaries a virtue promoting retention in the industry. Finally, the hotel, though small uses the supervisors to train the employees, where in the case of the kitchen department supervisor trained the staff on new cooking recipes on a regular basis to expand on the overall diversity. Task 1.3: Organizational Induction and Orientation The induction process is an important employment process. In this regard, the stage enables employees learn and understand an organizational culture and approach in handling tasks and duties (Saiyadain, 2003, p.438). In this connection, the hotel had an appropriate induction process. Although I was recruited to the kitchen department, my orientation and induction process included serving in all the other departments for a minimum four days each. In this case, I served in the cleaning and serving functions among others. Consequently, this enable me learn and understand the hotel culture as well as perception in executing allocated tasks in my kitchen department. Task I.4: Diversity Management In the current business environment, it is imperative that organisations establish a management diversity framework in which the respective views and cultures and perceptions in an organizational workforce are incorporated. In the case of my hotel working place, the management used teams to develop and make critical decisions. In this case, the teams were cross functional drawing their membership from across the departments. For instance, I was the kitchen department representative in the procurement team that recommended on the needed procurement goods to the finance department for action. Moreover, as a measure to ensure equal employment opportunities the hotel had a policy on employee diversity for employee with disabilities and marginalized group’s consideration. Task 1.5: Dispute Resolution Similar to any other organization across the globe, the hotel face industrial and employee conflicts as different employees have divergent views. However, the management developed approaches and strategies through which to overcome the challenge. On one hand, the organization has a conflict resolution framework in which dialogue and mediation by the supervisors is encouraged. Moreover, upward communication channels through suggestion boxes and supervisors enhances in raising employee grievances in the hotel to allow the management overcome them by proactively resolving them to avoid conflicts escalation. Part 2: Manage Physical Assets Task 2.1: Design and Atmosphere The organization offered a serene environment and opportunity through which the employees could work and function effectively. In this case, the case is located along a busy street that ensures an increased number of customers flow throughout the day allowing for its operations to run from 6am to late 10 pm in the night. In its exterior décor, the hotel offers an ample parking for the visitors as well as attractive purple and blue colours. On the other hand, the interior organization décor is characterized by a purple theme that provides a relaxation and comfort to the consumers. The floor layout is expansive to allow for a sufficient relaxation area for increased consumers satisfaction. Task 2.2: Assets Register ASSETS LEGDER Asset Description Location Quantity Manufacturer Serial Number Cost $ Depreciation Butchers Twine Drawer 3 5 Haco 3458695 30 1% Baine Marie Drawer 1 3 kitchen appliances limited 758488393 22 1% Baster Drawer 3 4 kitchen appliances limited 65646483 47 0.00% Blender Drawer 2 7 kitchen appliances limited 6547484 19 0.03% Boning Knife Drawer 3 10 kitchen appliances limited 85656343 34 0.30% Casserole Dish Drawer 1 13 kitchen appliances limited 6550054 13 0.67% Colander Drawer 3 6 kitchen appliances limited 975664 23 2% Crab Cracker Drawer 2 7 kitchen appliances limited 8653784 15 0.54% Cutting Board Drawer 2 3 kitchen appliances limited 754748494 17 0.67% Digital Scale Drawer 1 8 kitchen appliances limited 65645464 75 0.87% Dough Scraper Drawer 2 12 kitchen appliances limited 995857 32 0.12% Egg Slicer Drawer 2 11 kitchen appliances limited 9787877 21 0.87% Food Mill Drawer 1 8 kitchen appliances limited 64744 15 0.98% Frying Pan Drawer 3 4 kitchen appliances limited 64545464 18 0.45% Grater Drawer 2 8 cratic Company limited 7655677 11 0.52% Measuring Cups Drawer 3 3 Patio reuses Company 433344 7 0.92% Meat tenderizer Drawer 3 4 Hake 98900-8 5 0.52% Crab CrackerDigital Scale Broiler pan Task 2.3: Advantages of an Asset Register An asset register is a crucial document in any organization. On one hand, an assets register enables an organization evaluate its available assets in an economy. In this case, such a demonstration establish the net worth of the organization a virtue used by investors and finance organizations in evaluate an organisations net worth. Moreover, an asset register enables an organization evaluates its assets base thus use it as a developing tool. In this case, such an approach enables an organization establish the list of required assets into the future. Therefore, the register serves as a crucial planning tool. In the case of the café, it is frequently involved in purchasing and procurement of goods. As such, an assets register in the kitchen allows proper planning and timely purchases to reduce on the likelihood of cooking failure due to an asset shortage such as the required recipe materials. Finally, an asset base enables the operations efficiency in an organization. In this case, activities and functions such as asset location identification allows for the establishment of the actual storage area for a particular asset. Therefore, if any of the members need the asset, they can easily use the assets register to retrieve the required assets within a minimal time period. In this regard, such an ease in retrieval allows for the saving of both assets management and usage time and costs. For instance, in the café kitchen, the assets register updated on the location of each of the assets. Therefore, new employees in the kitchen could easily learn and retrieve such assets, thus it’s serving as an employee orientation and training kit. Task 2.4: Assets Preventive Measure As already noted in the café kitchen register, all assets are exposed to breakdown tear and breakage which implies added market costs for the respective products. Therefore, it is imperative that strict preventative measures are adopted and applied to protect such organizational assets. On one hand, a common preventative measure is safe storage and custody of the assets. In this case, each of the assets location should be classified. Therefore, this could protect the assets form unnecessary disposal and placement in any of the areas. Moreover, assets management should be reserved for specific employees who would ensure that the assets are management and handled with the right care as under the management and handling requirements. Moreover, an assets preventative measure would include training and educating the employees. In this case, the employees should be educated on proper organizational management tools. In this case, the case trains and educates all its employees on the relevant and proper café assets management tools in the market. Part 3: Manage Finances Task 3.1: Event held in the workplace One of the potential and viable events that could be held in the café includes a company staff party. In this case, the café management can liaise with a local company with an average employee base of 100 employees. As such, the vent could held as an end year party dinner in the month of December 23rd, as a Company farewell to its employees as they break for the Christmas break. The reputation and expansive outside and interior space make the café an ideal location for the event. However, in the hosting of the event, the management should ensure that special dieting cases by the employees are considered. Moreover, the evaluation process should consider any special company themes that should be considered by the management as the background theme for the event. Task 3.2: Event Costing Single Person A 20% Margin Objective Price per Person 120 Total Number of People 100 Revenues 120 1200 12000 Expenses Food Costs 60 Decorations 10 Staffing 5 Misc. Costs 3 Total 78 7800 -7800 Profit 4200 Profit Margin 35% Task 3.3: Event Justification Based on the above costing it is apparent that the expected profit margin is 35%. In this case, the margin exceeds the forecasted minimum 20% profit margin thus qualifying the vent hosting. Moreover, the café has a series of merits both direct and indirect for hosting the event. On one hand, the event hosting will offer the staff an opportunity to learn and experience the process of hosting events. Consequently, this will equip and prepare them for future even large and more involving events that means scaling the heights for the organization. On the other hand, the event hosting has direct implications on the café market reputation. In this regard, the organization will establish a market reputation of successfully hosting events. Therefore, this opens up opportunities for increased proposals from other organisations into the future for hosting their events. Thus, this evaluation concludes that besides the direct financial gains of the proposed event that are indeed high, the venture stands to gain both internally and externally if the proposed host event is successful and the organization company offers a positive review thereafter. Thus, the event hosting is justified. References Saiyadain, M. S., 2003, Human resources management, Tata McGraw-Hill Publishers, New Delhi. Read More