...Discipline and grievances at work The Acas guide We inform, advise, train and work with you Every year Acas helps employers and employees from thousands of workplaces. That means we keep right up-to-date with today’s employment relations issues – such as discipline and grievance handling, preventing discrimination and communicating effectively in workplaces. Make the most of our practical experience for your organisation – find out what we can do for you. We inform We answer your questions, give you the facts you need and talk through your options. You can then make informed decisions. Contact us to keep on top of what employment rights legislation means in practice – before it gets on top of you. Call our helpline 0300 123 1100 for free confidential advice (open 8am-8pm, Monday to Friday and 9am-1pm Saturday) or visit our website www.acas.org.uk. We advise and guide We give you practical know-how on setting up and keeping good relations in your organisation. Download one of our helpful publications from our website or call our Customer Services Team on 0300 123 1150 and ask to be put you in touch with your local Acas adviser. We train From a two-hour session on the key points of new legislation or employing people to courses specially designed for people in your organisation, we offer training to suit you. Go to www.acas.org.uk/training to find out more. We work with you We offer hands-on practical help and support to tackle issues in your...
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...department which most businesses use as a means of enabling people’s capabilities in order to achieve a critical competitive advantage that’s attained through a distinctive set of integrated employment policies, programmes and practices. (Bratton &Gold 2007).This essay will provide an in depth discussion of components and the key players involved in Employment Relations that are seen in organizations today, as well as the importance of the integration of other key HRM practices and the management of the organisation as a whole. As well as examining the key HR functions I will also analyse the key models, theories and concepts that have a direct impact on HRM such as the Fombrun, Harvard and Warwick models that are seen to be used in many different organisations today. Employee Relations is a collective term in the Human Resources function that includes employee engagement within the workplace, values the employees’ rights to be part of trade unions. It also sets in stone in most organisations the employment legislation as well as managing grievance and disciplinary actions. Employment Relations is regarded as a relatively new term as it has previously was known as industrial relations conversely it does not have the same standards and equality as Employment Relations has in the Human Relations workplace. “In order to survive, industrial relations needs to change its focus to “employment relations”, examining not just institutions but how the employment relationship operates in...
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...Optional Unit - 3MER = 6 credits - 2000 words On final submission please enter your total word count (excluding bibliography): [pic] Learning Outcome 1: Understand the impact of employment law at the start of the employment relationship. |Assessment Criteria | |Describe the internal and external factors that impact on the employment relationship. | |Indicative Content | |Context: | |the context within which the employment relationship operates, the impact of internal and external factors. | |Think about your own organisation and consider the internal and external factors that may have an impact on the employment relationship | |Describe at least 2 external factors and explain why they have an impact | |Describe at least 2 internal factors and explain why they have an impact | | ...
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...Grievance Handling Handbook Produced by: www.fairemployment.sg Printed in January 2011 All rights reserved. No part of this book may be reproduced in any form or by any electronic mechanical means, including information storage and retrieval systems without permission in writing from the publisher. CONTENTS 1. 2. 3. 4. 5. 6. 7. 8. 9. Introduction: Why a Grievance Handling Procedure is Vital Definition of Grievances and Complaints at the Workplace Work-related Grievance Types of Grievance: General vs Individual Handling of General Grievances Handling of Individual Grievances Making the Grievance Procedure Work Employee Counselling Handling Unexpected Scenarios 01 02 03 05 06 09 12 20 24 28 10. Going Beyond the Organisation 01 1. Introduction: Why a Grievance Handling Procedure is Vital There is a greater diversity in the Singapore workplace today, comprising employees from different age, nationality, gender, ethnic and religious background. In such work environment, miscommunication and misunderstanding are likely. If not managed properly, such misunderstandings will affect employees’ moral and productivity. With employees being more Internet savvy and the popularity of social media, such unhappiness may also be publicised on social media platforms such as Facebook or Twitter. Such negative publicity can affect the employers’ image and brand, causing unnecessary embarrassment to the management. In some cases, such grievances can also lead to expensive...
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...Introduction 3 Recruitment of Restaurant Head Chef 4 Induction Program 6 Discipline and Grievance Procedure 7 Successful Work Life Balance 9 Reward Scheme 10 Appendix A – 12 Selection process: 12 Appendix B – 13 Job Advertisement 13 Appendix C – 14 Induction Plan 14 Appendix D – 15 Discipline and Grievance Procedure 15 Discipline Procedure 15 Stage 1 – first warning 15 Stage 2 – final written warning 15 Stage 3 – Dismissal 16 Gross Misconduct. 16 Appeals 16 Grievance Procedure: 16 Dealing with grievances informally 16 Formal grievance 16 Grievance hearing 17 Appeal - 17 Introduction A sound, well structured recruitment program starts with proficiencies, cognizance, motivations and behaviours that reflect the requirements of the job. Selection and recruitment is a two way process in which the organisation and candidate both have decisions to make. As the owners preference is an emphasis on the need to provide high quality of service and “an employer of choice” it is pertinent to realise that adopting a strong recruitment procedure is paramount to recruiting the best candidate for the role (Ray French, 2010). As this will be a developing project, and will be formed by the reaction of its customers, employee qualities will have to reflect the needs of the hotel. (See appendix A for suggested recruitment plan). Recognising the importance of the local community as the main source of staff will establish the hotel as a recognised...
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...Disciplinary process The Group has a separate document The Group disciplinary proceedings is applied progressively and the standard of procedure does not infringe on the employee or employer’s right to fair, lawful approach and rules are reasonable. It has appeared to be reasonable when dealing with both organisation formal and informal disciplinary proceedings ,clearly distinguish serious from lesser offences which are in line with the code of good practise as well as imposed penalties including the sanctions for FAIS registered employees and the consistency in the application, Having regard to the circumstances of the case, the Group reserves the right to impose a lesser or harsher sanction at its discretion However it lacks providing awareness especially the lower levels employees who has a culture of waiting for the management to inform and/or direct such employees to important work related information as the group awareness policy practise is for all employees to read through the disciplinary policy in their personal time but required to log onto the internal system ESS Employee porta for the acknowledgement of the policy for audit purposes .This practise excludes the importance of employees ‘s understanding of the contents which may impose a risk for the organi Disciplinary action will be considered in all cases where management becomes aware of an act of misconduct. Where the eventual outcome could be a final written warning or dismissal, the nature of the offence...
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...Human Resource Management Introduction What can be done to minimise and resolve conflict within the workplace? What factors create alienation amongst employees? When people hear the word conflict, automatically adjectives that come to mind are controversy, clash, to come into collision, quarrel. However, these findings are not always likely to be the only cause. It was always so easy for theorists to automatically assume that every aspect of conflict should be negative. As D. Jordan (1996) noted that there were two types of conflict which are defined as; Cognitive conflict C-Type conflict which is seen as the good aspect. And also detrimental and this is defined as affective conflictive (A-Type conflict. Meanwhile, it can also create a negative impact on many individuals which may result into poor productivity at work, employee dissatisfaction, poor service towards clients, increased work related stress and so on. Once conflict arises in the workplace, it can also result in employee demotivation. TASK 1 Arguments have stated that conflicts actually react to attempts in managing them as the team leader will practise various strategies to build a supportive culture. Amason (1995) believed the use of behavioural strategies to deal with conflict in the work place can create harmony in the work place. As the only woman working at her firm, it has made her work life difficult to cope with. There are numerous reasons for why Ann may feel uncomfortable at her work place...
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...Human Resource Management in Practice (Log Book & Reflective Statement) W12016512 Liang Xia Tutor: Dorothy Fellows Word Count (Log book): 5936 Word Count (Reflective commentary): 1495 Date of Submission: 07th Jan 2012 Contents 1. Week 1 Developing the practitioner……………………………P:3 2. Week 2 Communication………………………………………………P:4 3. Week 3 Presentation Skill…………………………………………….P:5 4. Week 4 Training and Learning……………………………………..P:6 5. Week 5 Equality and Diversity……………………………………..P:7 6. Week 6 Recruitment and Selection……………………………..P:8 7. Week 7 Performance management and Appraisal……….P:9 8. Week 8 Absence Management……………………………………P:10 9. Week 9 Counselling and Mediation………………………………P:11 10.Week 10 Grievance and Discipline……….....……………...P:12 11.Week 11 Developing the Practitioner……………………..P:14 12.Week 12 Management of Change……………………………P:15 Reflective Statement…………………………………………………..P:17 Reference list……………………………………………………………..p:21 Date: 25 /09/2012 Seminar 1- Developing the practitioner Legge (1995) concludes that there is very little difference between human resource management and personnel management, but there are some differences that are important. Human resource management concentrates more on planning, control and monitoring than on what is done for manager and employee’s mediation. Staffing objectives, performance objectives, Change-management objectives and administration objectives are the four basic objectives...
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...Employee discipline forms an important aspect in any organization. Whenever misconduct or disciplinary cases occur within an organization it is vital to conduct disciplinary investigation in order to obtain the necessary facts of the case. The essay therefore explores the importance of conducting disciplinary investigations within an organization. Employee discipline is a difficult experience that managers and supervisors encounter in the day to day activities within an organization. Before any disciplinary action is taken against an employee for alleged breach investigations should be conducted. The major purposes of conducting an investigation include establishing the rules or regulations that are purported to have been breached by the employee. Investigations aim at obtaining evident that will be relevant to the allegations being made. The evidence may be in form of facts surrounding the alleged breach of the rules or regulations. The facts may be obtained from witnesses that are involved in the occurrences of the breach of the organization’s rules and regulations (Alexander, 2000). Another main purpose of conducting disciplinary investigations in regards to employees in an organization is to obtain the employees version of the events concerning the alleged breach. This will encompass the reasons for the misconduct if the case is not disputed by an employee. While obtaining employee version of the facts the employee should be made aware of the allegations...
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...brightcontracts.ie Professional software that lets you create tailored employment contracts and sta handbooks. Handbooks do not replace contracts of employment and should be used in conjunction with a contract! WWW.BRIGHTCONTRACTS.IE - SAMPLE DOCUMENT Contents 1 Introduction 1.1 Welcome 1.2 Purpose of this Handbook 1.3 Company Background and Mission Statement 1.4 Employment Records 1.5 Data Protection 2 Company Policies and Procedures 2.1 Disciplinary Procedures 2.1.1 Purpose of Policy 2.1.2 Scope 2.1.3 Policy 2.1.4 O ences 2.1.4.1 Misconduct 2.1.4.2 Gross Misconduct 2.1.5 Procedures 2.1.5.1 Informal Counselling 2.1.5.2 Formal Disciplinary Procedure 2.1.5.2.1 The Investigation Procedure 2.1.5.2.2 The Disciplinary Procedure 2.1.6 Appeals 2.2 Grievance/Dispute Procedures 2.3 Bullying and Harassment Policy and Procedure 2.3.1 Harassment, Sexual Harassment and Bullying 2.3.1.1 Harassment 2.3.1.2 Sexual Harassment 2.3.1.3 Bullying 2.3.1.4 Lack of Respect 2.3.2 Procedures 2.3.2.1 Informal Procedure 2.3.2.2 Formal Procedure www.brightcontracts.ie · Handbook · Page 2 of 28 WWW.BRIGHTCONTRACTS.IE - SAMPLE DOCUMENT 2.3.2.3 Investigation 2.3.2.4 Outcome 2.4 Health and Safety Policy 2.4.1 Principles applying to Health and Safety 2.4.2 Accident Reporting 2.4.3 Fire 2.4.4 First Aid 2.4.5 Personal Protective Equipment 2.4.6 Smoke-free Workplace 2.5 Equality Policy 2.5.1 Introduction 2.5.2 Objectives 2.5.3 Responsibilities 2.5.4 Structures ...
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...Image of the company has influence on the recruitment process. Good image of the company earned by the actions of management helps attract potential candidates. Managerial actions like good public relations can help earn image. Image of the job also has an affect such as better salaries and good working conditions are considered the characteristics of good image of a job. Also, promotion and personal development policies of an organisation also attract potential candidates. Some examples of external factors are Demographic factors; employees have a big influence on the recruitment process. Demographic factors include, age, sex, literacy, economic status etc. Labour market conditions have an affect ie supply and demand of labour is a huge importance in affecting recruitment process. If the demand is for more than one particular skill recruitment will be relatively easier. Unemployment situation has an effect. When the employment rate in an area is high, the recruitment process tends to be simpler. The number of applications is higher which makes it easier to attract the best qualified applicants. With a low rate of unemployment, recruiting process tends to...
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...transmitted in any form or by any means (electronic, mechanical, photocopying, recording or otherwise) without the express written permission of Marks & Spencer p.l.c. Employee Handbook Contents Our People Principles 5-6 Reporting Accidents Personal Accident 7 7 7-8 9 10 11 11-12 12 13-14 14-15 16-18 19-20 20 Personal Life Assurance First Aid Regulations Handling Merchandise, Money & Equipment Personal Property Computer Security Whistle-blowing: Public Interest Disclosure Discrimination, Harassment, Bullying & Victimisation Standards of Conduct Misconduct Gross Misconduct Disciplinary Policy Leaving the Company And Finally Maternity/Adoption Maternity/Adoption Leave Maternity/Adoption Pay Paternity Leave Parental Leave 20 21 21 22 22 29 29 29 29 29 30-31 31 32 32 33 33-34 34 35 35-36 37 37 Section 1 Terms and Conditions Eligibility to Work Working Hours Pay & Pensions Mobility Notice Period Grievance Procedure Reward Levels F, G and H Corporate Ethics Data Protection...
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...three months, and beyond, to make sure that the employee is on board. As Rankin (2009) points out, induction is not a one off activity but an ongoing sequence of activities for retention success. Induction Checklist An employee induction needs to make sure that the employee is well oriented to carry out the job, and that they understand what is required of them (Bryson, 2011). The induction checklist should correspondingly include the following, to make sure that all of these are covered, according to Bryson (2011) and Cooper and Rothman (2013): * Employee benefit information * Salary details and payment schedule * Health and safety policies and procedures * Processes for booking leave, taking a sick day, taking a coffee break, hours of work and lateness, dress code * Code of conduct * Grievance procedures * Job description * Expense reimbursement forms *...
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...Human Resource Management Assignment 3 Report to Board of Directors Subject: Pay, Appraisal, Discipline, Grievance and Personnel records Job Descriptions and Pay Findings | |Softworks |Barnsley MBC (Comparator) | |Job Description |No Formal job descriptions |Formal agreed job descriptions for every post in| | |Staff undertake duties where they are required |the organisation detailing duties of post | | | |Staff work to JD but are sometimes given the | | | |opportunity to undertake further tasks | |Pay |Pay set by Dept managers |Pay set at national scales | | |Pay is awarded to more valued members of staff |Pay agreed with trade unions | | |whom the organisation wishes to stay. |Increments set within scales to reward | | | |experience....
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...it is impossible to arrive at solutions that are in line with both the aims of the company and the desires of the employee. When this happens, effective Human Resource management is faced with the task of finding a resolution that protects the interests of the company, but at the same time provides and acceptable level of satisfaction to the employee. This process can sometimes take a great deal of expertise on the part of the Human Resource personnel, but ultimately will help establish the best solution for all concerned parties. [1] Among the human resource issues that are generally handled by HR management personnel are the drafting of position descriptions for all levels of employment within the company, setting the standards and procedures that are used for hiring new employees, and determining...
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