Supporting Good Practice in Managing Employee Relations

In: Business and Management

Submitted By paulawells
Words 4225
Pages 17
A GUIDE TO SUPPORTING GOOD PRACTICE IN MANAGING EMPLOYEE RELATIONS

CONTENTS Internal factors that impact employee relations | Page 3 | External factors that impact employee relations | Pages 3-4 | Employment status | Page 4 | Employee rights | Page 5 | Legislation relating to work/life balance | Pages 5-6 | Family/parent-related legal support | Pages 6-7 | Equal pay | Page 8 | Equalities Legislation | Pages 9-10 | The psychological contract | Pages 10-11 | Fair and unfair dismissal | Pages 12-13 | Exit interviews | Pages 13-14 | Redundancy | Page 14 | Impact of redundancy | Page 15 |

The following information is a leaflet giving guidance to employee relations. The information details the impact that employment law has at the start of the relationship between the employer and employee.
INTERNAL FACTORS THAT IMPACT EMPLOYEE RELATIONS The Factor | The Description | The impact on the employment relationship | Pay and Benefits | Annual salaries, private health care, annual discretionary bonus, free or subsidised lunch, early finish Friday, pension, travel insurance and childcare vouchers to name but a few. | These are key when seeking to recruit new employees. People are attracted to a salary that meets their needs and that they feel is worth the job they want to do. It is beneficial if there are attractive benefits to go alongside the annual salary as it encourages motivation and loyalty and good productivity from employees. If the organisation has to withdraw any of these benefits once offered, this can also cause demotivation from employees who may feel that they are not being treated fairly. | The Culture of the Organisation | This is the general feeling of the workforce and the way things are done in an organisation. | If there is a good culture in an organisation, then this can have a positive effect on employees. They…...

Similar Documents

Employee Relations

...Assess the advantages and problems facing an employer seeking to manage employee relations in a non-union environment. Rose (2008) identifies that the extent of union derecognition and the general decline in collectivized employment relations in recent years. That is to say, both of them have drawn attention to the growing phenomenon of non-unionism. ‘Non-unionism’ is a common term which is often discussed in the academic literature on human resource management and industrial relations. And it is concerned with a situation where management does not deal with a trade union that collectively represents the interests of workers (Dundon&Rollinson 2004). It is widely known that managing employee relations in a non-union environment is increasingly popular in most of the countries; the non-unionized firm in the UK can be seen as a typical exemplar in the employment relations. To be more specific, the employment relations characteristics of firms without a formal union presence barely featured in studies of employment relations for many years except for some foreign-owned companies operating in the UK (Williams&Smith 2010). Before the 1980s, large companies without union recognition were treated as idiosyncratic and given some brief consideration, and those small companies without union recognition were largely ignored (Williams&Smith 2010). However, the issue of the ‘non-union’ firm has become a dominant role gradually in the UK, it is embodied in a sharp decline...

Words: 3254 - Pages: 14

Employee Relations

...Employee Relations Student Professor HSA 530: Health Service Human Resources December 2, 2012 Assignment 4 The measure of greatness of any company is a reflection on the performance of the employees. As a Human Resources executive, it is ultimately your responsibility to make sure that all employees have the proper training and access to any documentation or instruction as to what their job description actually is and how they are to perform in that role. Every company has a particular culture that drives the overall vibe and work ethic of everyone that works there. The relationship with the employee and management is also vital to that person’s success and longevity in that position and as a company you want the most seasoned employees working for you. After the selection of the appropriate candidate has been done, training is the next big task to tackle. You want to make sure that the training is done properly to ensure that the job performance is up to the standards expected by company executive and produce the best outcome possible for the company. This is why it is so important to be able to integrate training and job performance. In an article in Global Knowledge that discusses the integration in how people learn and the job that they do, they named top 10 strategies for a company to keep in mind to help facilitate performance and learning/training integration. The strategies are: • Understand the Job/Role as a System • Link Learning to Business......

Words: 1762 - Pages: 8

Employee Relations

...Employee relations may be defined as those policies and practices which are concerned with the management and regulation of relationships between the organisation, the individual staff member, and groups of staff within the working environment. The objective of the policies and practices are to create • An effective mechanism for communication and participation • A safe and secure work environment • Commitment for the employer and motivation for the employees Employment relationships are built on trust and the rights of both employee and employer. Each day, employees and employers work together to complete tasks and projects for businesses. Both employees and employers have very specific rights and responsibilities that are standard based on current labour laws, employment acts and trade union acts. Balancing these rights is extremely important to a fair and successful employment relationship. Employees who understand their rights and duties may reduce their risk of being mistreated by their bosses. Similarly, employers who are familiar with their obligations and allowances may manage more effectively. It must always be remembered that with every right there is an obligation. In other words the rights of the employee are the obligations of the employer and the rights of the employer are the obligations of the employee. In Malaysia, there are several laws that govern the relationship between employees and their employers. Among them are the • Employment Act......

Words: 1965 - Pages: 8

Employee Relations

...Employee Relations Introduction An employee relation process is a broad undertaking and involves many different aspect of the management interaction with employee and the employee with the management. Health care organizations typically manage their relationships through the human resource process which is guided by the policy and procedures of the organization (Flynn, Mathis, & Jackson, 2011, p. 203). Employee relations should be a key factor in the growth of an organization. The success of the organization can be measured by the employee’s satisfaction and should be a top priority of any organization. According to Flynn, Mathis and Jackson (2011), employers base relationships with employees upon a series of federal, state and local laws and statutes and through important court decisions, referred to as case law (p 203). Maintaining employee retention, satisfaction and loyalty should me the basic goals for any organization. To treat every employee with dignity, respect and treating all employees firm fair and consistent can lead to a healthy working environment. In the following paper a strategy specific to my organization for integrating job performance and training will be developed. Next, the most significant performance management challenges the organization faces on a daily basis. Following the significant performance management challenges an outline of such will be developed to improve the employee performance and encourage employee retention. Lastly, a......

Words: 1603 - Pages: 7

Supporting Good Practice in Managing Employee Relations

...GOOD PRACTICE IN MANAGING EMPLOYMENT RELATIONS GUIDANCE LEAFLET. Understand the impact of employment law at the start of the employment relationship Internal and external factors that impact on the employment relationship Internal: • Performance, pay and reward: employers should set clear and transparent targets in order to make it easier for employees to know what is expected of them. If these targets are followed employees can be rewarded and this should improve the relationship between employer and employee. • Management style: there are two types of manager: autocratic and democratic. Autocratic managers make decisions without involving the staff. This can be a good idea in some circumstances (for example the need to make a quick decision to avoid catastrophe or missing a deadline or target) but if this style is used all of the time it can be detrimental to staff motivation, commitment and well-being. Democratic managers involve staff with decision making as much as possible which means everything is agreed on by the majority of staff. This can lead to increased levels of motivation, commitment and well-being which subsequently could increase the profitability of the business. External: • Economic factors: slow economic growth or a downturn can make employees just thankful they have a job. This can put pressure on them because employers may decide to increase workload by making individuals do more work in the same time. With the fear of redundancy looming and...

Words: 3077 - Pages: 13

Supporting Good Practise in Managing Employment Relations: 3mer

...When it comes to recruiting for an organisation, an HR employee has a lot to get involved in. They are the ones that arrange, or provide assistance in posting vacancies, developing and implementing recruitment strategies, identifying and selecting candidates, assuring all pre-employment requirements are met, and confirming job offers. Advertising the job role is something an HR employee has to do. They can advertise job roles in many different ways such as internal emails. Most companies start out emailing internal employees about current job vacancies incase another employee would like to apply for the role or a friend or family member would. This is cost effective as no money is spent on advertising publicly; therefore if they are working within a budget, this is a good way to save money. Advertising publicly can become an expense. If an HR employee does choose to advertise publicly such as in the local paper, then they will have to work on writing the advertisement and sending the advertisement to the local papers. One way of advertising publicly without affecting any budget is by advertising on social networks such as Facebook, Twitter, and Linkedin, and posting the advertisement on job websites such as Reed.co.uk, indeed.co.uk, and totaljob.co.uk. This is a good way to advertise a job vacancy as no costs are incurred and it is guaranteed to be viewed by many possible applicants. Other ways in which an HR employee advertises for vacancies is through a Recruitment......

Words: 1642 - Pages: 7

Employee Relations

...COURSE: Employee Relations UNIT CODE: F/601/1271 LECTURE DAYS: Thursday 9:00am -12:00pm VENUE: School of Business & Computer Science, San Fernando DURATION July 24, 2014- November 20, 2014 LECTURER: Roger Samaroo DATE OF ISSUE: July 23, 2014 HAND IN DATE: 1A Oct 9, 2014 1B Oct 30, 2014 ------------------------------------------------- NO.: 1 2 3 RESUBMISSION Student Name: _______________________________ Edexcel No.: _______________ Criteria reference | To achieve the criteria the evidence must show that the student is able to: | | Task no. | | Evidence | 1.1 | Explain the unitary and pluralistic frames of reference | | | | | 1.2 | Assess how changes in trade unionism have affected employee relations | | | | | 1.3 | Explain the role of the main players in employee relations | | | | | 4.1 | Assess the influence of the EU on industrial democracy in the UK | | | | | 4.2 | Compare methods used to gain employeeparticipation and involvement in the decisionmaking process in organisations | | | | | 4.3 | Assess the impact of human resource management on Employee Relations | | | | | Criteria reference | To achieve the MERIT criteria the evidence must additionally show that the student is able to: | | Task no. | | Evidence | M1 | Effective approach to study and research and has been applied to understanding partnership in UK | | | | | M2 | Research of relevant sources for information and noting...

Words: 1680 - Pages: 7

Supporting Good Practice in Managing Employee Relationships

...how the First Tier tribunal is governed and what powers it has. There is also a separate set of rules for the Upper Tribunal service. How do I appeal? The Department of Work and Pensions will send you a letter with the decision. The letter will give you details of how to appeal the decision. When you reply to this, you will be sent an appeal form from the Tribunal service which is called the GL24. Once you send this off you will be sent further details and the submission from the Department of Work and Pensions and this will be the start of your appeal. Again, please remember that you only have one month from the date of the decision to appeal. If you are late then you can request that they accept it out of time but you will have to give good cause as to why you could not submit an appeal in time. Do I appeal? The decision to appeal will be based directly on your or the person you are representing (the claimant’s) condition relative to the basic tests for Employment Support Allowance. There are generally only two types of appeal that you will consider for an ESA appeal namely a decision not to award Employment Support Allowance at all or a decision not to place you in the Support group. © DLS 2011  5 If the question is whether you should be awarded Employment Support Allowance at all then the first thing a person must do is compare them self to the Schedule 2 descriptors. They should see which of these they fall within and if, in total, these make up to at......

Words: 2772 - Pages: 12

Supporting Good Practice in Managing Employee Relations

...Unit: 3MER Supporting good practice in managing employee relations 1. Understand the impact of employment law at the start of the employment relationship. 1.1. Describe the internal and external factors that impact on the employment relationship Internal One internal factor that can impact on the employment relationship is employment laws and changes to employment law, for example maternity and paternity leave. New legislation enables couples to share maternity leave meaning men can take more time off work after the birth of a child. Another internal factor that can impact, is the strategy of a business. If a business needs to change its strategy for cost saving purposes it can result in reduction of staff. If a business needs to grow due to new strategy, this can result in an increase of staff, more training can become available to staff to enhance their skill sets and help the business grow. External In some cases, technological developments can destroy jobs, it can blur the separation between existing jobs and can lead to a lower skilled lower paid workforce. In these cases, the bargaining power of the employer becomes increased. In other examples, technological developments can create new jobs and make some industries more capital intensive. This increases the bargaining power of the employees. Political factors can impact on the employment relationship. Countries are now more interdependent than ever due to the reduction of trade barriers. Markets......

Words: 2320 - Pages: 10

Unit 5 - 3mer - Supporting Good Practice in Managing Employment Relations

...Unit 5 – Certificate of Human Resource Practice 1.1 - Describe the internal and external factors that impact on the employment relationship There are many factors that can impact on the employment relationship, both internal and external. External Factors - The availability of alternative jobs is a external factor of the labour market and can impact the employment relationship due to staff being head hunted by other companies, they know that they can easily find a new job should they not be enjoying their current job role. - The general economic climate is another external factor however it relates to the product market. This can affect the employment relationship as there will be a drop in demand of products should the economic climate be low resulting in less work, meaning redundancies may be made when there is less money coming in and organisations can no longer afford to keep all of their staff. However should there be a rise in demand of products due to the economic climate being strong then this will result in more work. - A positive external factor is social impact. Where by the retirement age is increasing each year, organisations area able to retain a older workforce resulting in a higher retention of specialised knowledge and skills. Internal Factors - The size of the organisation will impact on the employment relationship as the larger the organisation the greater room there is for career progression, however the smaller the organisation there...

Words: 2711 - Pages: 11

Employee Relations

...EMPLOYEE RELATIONS PROJECT Table of contents 1. Historical Perspective of IR in Pakistan…………………………………………….. 5 1.1 Employer’s organization History………………………………………………………7 2. System of IR in Pakistan………………………………………………………………8 2.2 Membership of trade unions……………………………………………………………11 3. Upcoming trends and changing characteristics of workforce in Pakistan………….12 4. Challenges of IR in Pakistan………………………………………………………….16 5. Historical development and phases of growth of trade unions in Pakistan………..18 6. Structure; Political affiliation and problems of trade unions in Pakistan…………..20 7. Structure of Unions in Pakistan………………………………………………………22 8. Table…………………………………………………………………………………….24 9. References……………………………………………………………………………….25 1. Historical Perceptive of Industrial Relation in Pakistan. Current population of Pakistan is 182.1-million approximately; it’s ranked sixth as most populated country of the world (Population Census Organization). Total labor force is 59.21 million in Pakistan ( Index Mundi Pakistan) out of total labor force 49.09 million is employed and rest is unemployed, women has got 20% rate in employed strength , in agriculture sector employs are 44%, in service sector 35%, in industry and manufacturing employs are only 20% Industrial relations are the efforts made for the resolution of the differences between employer and employees, on objectives and values, profitability sharing and social justice. Discipline and authority, freedom......

Words: 6668 - Pages: 27

Employee Relations

...remuneration. Employee Relations are influenced by a number of internal and external factors, all of which affect the strategic balance between labour and management. It is important that we are aware of the key factors influencing employee relations in order to strike a proper balance within the working environment. Internal factors According to the Oxford Dictionary (2015), a trade union is defined as an organized association of workers in a trade, group of trades, or profession, formed to protect and further their rights and interests such as pay and working conditions. Trade unions and union organising, significantly affects employee relations. Once a union is established, employees do not bargain on their own behalf. Instead, union representatives bargain for them. Unions can be a source of employee empowerment, as union employees may feel as though they share a common goal. Additionally, unions provide arbitration of labour disputes and grievance procedures. The Organisation’s Culture is also an internal factor; this is a system of shared assumptions, values and beliefs, which governs how people behave in organisations. The culture of an organisation often dictates to how employees are treated. For instance, an organisations culture that emphasizes punishment over reward usually creates an environment of fear and low morale. An organization’s culture that embraces employees’ unique attributes and emphasizes reward tends to improve relations......

Words: 3239 - Pages: 13

Managing Employee Relation

...constrain the behavior of the parties with the objective of maximizing its combined value to them over time and, in particular, to deter one party from opportunistically taken advantage of the other. Employment relationship are frequently maintained over an extended period There are numbers of difficulties inherent in the very idea of contract. Two of which arises in its underpinning assumptions. The first of these is the assumptions that the contract is an individual own, which implies that each employee has a personal contract with the employing organization, which can be called into question by the reality of most work situations. Secondly, there is the matter of an imbalance of power in the relationship, about which the employment contract is notoriously silent. This is underpinned by an assumption that the parties enter into the relationship of their own freewill and that either party can refuse to do so. When alludes to the dilemma between free in theory and forced on practice by citing the example of an unemployed, unskilled worker faced with the choice of taking a ri sky job, or no job at all. Since the law regards these obligations are fundamental, it has been argued that this results in a situation where employees are virtually forced to give a very general and diffuse degree of obedience and loyalty which is seldom reciprocated by the employer. The problem is that the legislation is often so complex and incomprehensible that laymen lack knowledge of their......

Words: 726 - Pages: 3

Supporting Good Practice in Managing Employment Relations – 3mer

...Supporting Good Practice in Managing Employment Relations – 3MER 1.1 Describe 4 factors, 2 internal and 2 external, which impact on the employment relationship There are several external and internal factors that might impact on the employment relationship such as the following examples: External Factors: 1. Given the state of the recession and how it might have affected an organisation’s finances, this has a large impact on the employment relationship i.e. due to cuts there be maybe redundancies, therefore leading to loss of jobs. 2. Another external factor that might impact on the employment relationship is the social impact. Organisations must be able to meet the demands of the business whilst managing the needs of their employees who due to social factors such as family etc. means organisations have to offer incentives such as flexible working, home-working or job sharing and other benefits such as holidays etc. in order remain competitive in order to attract candidates. Internal factors: 1. An internal factor that might impact on the employment relationship is the employment contract. ACAS notes: “A contract of employment is an agreement between an employer and employee and is the basis of the employment relationship”. ACAS also notes “A contract of employment will contain some terms such as: Statutory terms- “imposed, varied or regulated by law such as the minimum statutory notice period”. Express terms: “these are terms that have been......

Words: 3600 - Pages: 15

Managing Employee Relations

...Employee relationship management is a process that companies use to effectively manage all interactions with employees, ultimately to achieve the goals of the organization. The human resources department can play a critical role in this process, both in terms of training and coaching managers and executives on how to effectively establish and nurture relationships with employees and in measuring and monitoring those relationships to determine whether objectives are being met. A Better Way To Understand Your Customers. Discover More.www.brandwatch.com/CustomerInsight Identifying Objectives Employee relationship management is a general term that means a lot of different things to a lot of different people. At the outset, it is important to define what is meant by employee relationship management and, specifically, what areas of the relationship will be managed. For most companies, relationship management centers around items like attracting and retaining employees. Common measures of the effectiveness of these relationships include time to hire, turnover and employee satisfaction. Determining Employee Needs It is not enough to assume that a company or even its HR professionals know what is important to employees. Needs vary greatly depending on employee characteristics--age, gender, etc.--as well as the type of job being performed. It is a good idea to find out directly from employees what their needs are. You can do this in one-on-one conversations that take place......

Words: 543 - Pages: 3