...relationship unlike ordinary commercial contracts. It is based on an inequality of bargaining power between the competing interests of labor and capital” Like other commercial contracts, the overall purpose of an individual employment contract is to 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...
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...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 now...
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...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...
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...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...
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...Hardware Corp. relational database as shown in Figure 4.1 (pp. 71–72) above: a. How many foreign keys are there in each of the six relations? Answer 1a: There are between three and six foreign keys in each of the six relations. b. List the foreign keys in each of the six relations. Answer 1b: Starting from top left and continuing down, they are Salesperson Number, Salesperson Name, Commission Percentage, Year of Hire, Office Number; Customer Number, Customer Note, Salesperson Number, HQ City; Customer Number, Employee Number, Employee Name, Title; Product Number, Product Name, Unit Price; Salesperson Number, Product Number, Quantity; Office...
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...CORE | International Business | MS60045E | | CORE | Project Management | BA60033E | | OPTION | Consumer Behaviour | MS60046E | | OPTION | Employee Relations | HR60010E | | OPTION | International Business Finance | AC60063E | | OPTION | Managing Small Medium Sized Enterprises | MS60047E | | SEMESTER TWO MODULES CORE | Strategic Management | MS60043E | CORE | Dissertation | BA60034E | CORE | Financial Management | AC60062E | BA BUSINESS STUDIES WITH INTERNSHIP – BUSINT001E3 SEMESTER ONE MODULES PLEASE TICK ONE OF THE BOXES TO SHOW WHICH OPTION YOU WISH TO TAKE CORE | International Business | MS60045E | | CORE | Project Management | BA60033E | | OPTION | Consumer Behaviour | MS60046E | | OPTION | Employee Relations | HR60010E | | OPTION | International Business Finance | AC60063E | | OPTION | Managing Small Medium Sized Enterprises | MS60047E | | SEMESTER TWO MODULES CORE | Strategic Management | MS60043E | CORE | Dissertation | BA60034E | CORE | Financial Management | AC60062E | BA BUSINESS STUDIES WITH MARKETING – BUSMKT001E3 SEMESTER ONE MODULES PLEASE TICK ONE OF THE BOXES TO SHOW WHICH OPTION YOU WISH TO TAKE CORE | Consumer Behaviour | MS60046E | | CORE | Project Management | BA60033E | | OPTION | Employee Relations | HR60010E | | OPTION | Managing Small Medium Sized Enterprises | MS60047E | | OPTION | International Business | MS60045E | | SEMESTER TWO MODULES CORE | Strategic Management...
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...HR Assessment – Task 2 Outcomes 2 & 3 Escape to the Wild Report To ensure Escape to the Wild’s continued successful and profitable expansion, the Managing Director has expressed his wish for the company to take on a more Strategic approach to the way it recruits trains and promotes its employees. To implement this new strategic approach a human resource function should be introduced. The following describes four activities the human resource function will undertake in order to support the company’s expansion and success: Recruitment & Selection The purpose of recruitment and selection is to reduce the risk of poor selection and attract well qualified candidates to the job. Systematic planning and preparation will increase the likelihood of employing the right person for the job. Recruitment and selection is crucial to the organisations success and selection techniques such as psychological tests, practical tests and numeracy tests can be used to determine the best candidate for the job. Recruitment and selection activities include: employment law, job descriptions, personal specifications, advertising, applications, interviews, tests, references and acceptance/rejection letters. The implementation of a recruitment and selection process within the human resource function for Escape to the Wild would reduce the amount of work for the Finance Director and the finance section. The Finance Director would no longer have to issue all employment contracts...
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...Employment Relations - Question 4 2. “…the main focus of employee relations is not on collective [industrial relations] machinery but on individual relationships. In the face of tough economic conditions, there is a new emphasis on helping line managers to establish trust-based relationships with employees” (CIPD 2014). Critically discuss Sarah Pedros, a member of the Acas Strategy Unit (2011) stated, “Fragmentation, demographic change, complex contractual relationships, remote management, individualisation, and a vacuum of representations for both employers and employees will create a more challenging environment for good employment relations in the years ahead.” Critically evaluate this statement and the impact of these factors on employment relations practice. While many managers might prefer to manage their organisations without interference from trade unions, managing without unions is often more challenging than managing with them. Critically discuss this assersion with reference to literature of which you are aware. Over recent years’ non-union employment relations have become far more prevalent in the Irish context. Critically consider the key issues which organisations should consider in establishing non-union operations in Ireland. Critically evaluate the extent to which various types of employee involvement and participation initiatives lead to democracy in the workplace. Your answer should consider three types of involvement or participation initiatives...
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...Assignment Brief Managing Human Resources | | Task 1 1.1 Explain Guest’s model of HRM, 1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR Practices; 1.3 Assess the implications for line managers and employees of developing a strategic approach to HRM.Further guidance notes are set out below. | Task 22.1 Explain how a model of flexibility might be applied in practice,2.2 Discuss the types of flexibility which may be developed by an organisation;2.3 Assess the use of flexible working practices from both the employee and the employer perspective;2.4 Discuss the impact that changes in the labour market have had on flexible working practices.Further guidance notes are set out below | Task 33.1 Explain the forms of discrimination that can take place in the workplace;3.2 Discuss the practical implications of equal opportunities legislation for an organisation;3.3 Compare the approaches to managing equal opportunities and managing diversity.Further Guidance Notes are set out below | Task 44.1 Compare different methods of performance management,4.2 Assess the approaches to the practice of managing employee welfare in a selected organisation;4.3 Discuss the implications of health and safety legislation of human resources practices;4.4 Evaluate the impact of one topical issue on human resources practices.Further guidance notes are provided below. | Further Guidance NotesTask 1To achieve a Pass you must explain Guest’s model of...
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...Human Resource Function Human Resource Function Recruitment Retention Recruitment Retention Employee Relations Employee Relations HRIS HRIS Compensation/Benefits Compensation/Benefits Compliance Compliance OD OD Workplace Safety Workplace Safety Labor Relations Labor Relations Staffing Staffing Health and Welfare Health and Welfare Healthstream/Education Team Healthstream/Education Team Retirement Plans Retirement Plans Organizational Development Organizational Development RISEN RISEN Wage/Salary Administration Wage/Salary Administration Halogen Halogen MBTI MBTI HR Function Primary Activities and Roles within HSHS 1.) HRIS: Human Resource Information System – Oracle PeopleSoft * Producing electronic pay stubs * Inputting compensation and salary information * W-2, W-4, 1095C Electronic Consent/Forms * Uploading/downloading of benefits after open enrollment * Monitoring life event changes * Inputting and monitoring change in status (FT, PT, PRN status) * Inputting new hire information, * Updating and maintaining current personnel information 2.) Employee Relations * Measuring job satisfaction * Measuring colleague engagement scores * Administering and implementing employee recognition programs * Handling complaints and resolving workplace conflict * Handling discipline...
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...The unitary and pluralist perspectives of employee relations Since the 1980s, there has been a significant paradigm shift in managing employee relations (ER) to one focused on more strategic and integrated frameworks that are based on employee commitment and shared workplace interests, instead of the traditional managerial control and conflicts between employers and employees (Cully et al. 1999: 57; Kaufman 2008: 317). These ER initiatives can be traced back to the 1950s in the United States, where three human resource (HR) models became prominent, namely Fombrun, Tichy, and Devanna’s (1984) ‘matching model,’ Beer et al.’s (1984) ‘Harvard model,’ and Walton’s (1985) ‘control to commitment’ model (Farnham 1993: 34). Similar ER changes occurred in the United Kingdom (UK), although mainly in larger organisations. Authors argued that the manager’s frame of reference impacts how these perspectives are interpreted and used or not used (Farnham 1993: 36, Ackers and Payne 1998: 533,and Gennard and Judge 2002: 52). The three common kinds of ER perspectives are: unitarist, pluralist, and neo-unitary (Farnham 1993: 37). This essay critically evaluates only two approaches to ER namely, the unitary and pluralist perspectives and demonstrates the implications for managing successful ER in organisations adopting the unitarist perspectives. Unitarist perspectives Fox (1996) stated that there are two major frames of reference for ER, the unitarist and pluralist frameworks (cited...
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...© MICHAEL NEWMAN/PHOTOEDIT Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western c hapter 13 Employee Rights and Discipline objective objective objective 3 Identify and explain the privacy 4 Explain the process of responsibilities. employment at will, wrongful discharge, implied contract, and constructive discharge. rights of employees. establishing disciplinary policies, including the proper implementation of 5 objective objective 2 Explain the concepts of employee rights and employer 6 Differentiate between the objective objective 1 Explain the concepts of Discuss the meaning of 7 Identify the different types of objective After studying this chapter, you should be able to 8 Discuss the role of ethics in discipline and how to investigate a disciplinary problem. two approaches to disciplinary action. alternative dispute resolution procedures. the management of human resources. organizational rules. PART 5 Enhancing Employee-Management Relations Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western 549 550 PART 5 Enhancing Employee-Management Relations n this chapter we discuss employee rights, workplace privacy, and employee discipline. Managers note that these topics have a major influence on the activities of both employees and supervisors. Robert J. Deeny, an employment attorney...
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...of contemporary issues affecting SHRM 5 Impact of the merger on SHRM at British Airways 5 Conclusion 6 References 7 Abstract This report is based on the employee relations at British Airways (BA). It includes four main HR strategies which are applicable to British Airways for resolving employee relation issue. Moreover, other HR strategies are also highlighted which are used in the organization. Moreover, merger of BA with Iberia is also discussed and its impact on strategic HRM. Introduction Employee relations with employer have been remained a biggest challenge to British Airways. Due to outsourcing and cost cutting business strategy, BA experienced industrial disputes. Employees go on strikes. It hits the passengers during the peak seasons of New Year or Christmas. Employee relation is a biggest issue. BA employs a diversified workforce, therefore, disputes between employees and employer occurs frequently. There are some HR strategies that are applicable to BA for strengthening relation between employees and employer. 1.1 HR strategies for an organisation There are various HR strategies designed for organization to attract and retain the employees. These strategies are rewarding, learning and development, engaging employees, training, managing high performance, and managing employee relations. It is observed that human resource management department must bring new and strong ideas in order to encourage their employees and retain them. It is noticed that...
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...good as the people you’ve got. You can have the best strategy in the world, but if you don’t have effective execution by people, it’s going to fail. — Harris DeLoach, Sonoco CEO In order to make progress, we had to somehow decide what things were going to be the same across the company and what things could be or needed to be different to support the businesses. There was a balance that we needed to figure out. — Cindy Hartley, Senior VP, Human Resources It was late August 2000. Cindy Hartley, senior vice president of human resources (HR) at Sonoco, a 100-year-old global provider of industrial and consumer packaging and related services, was meeting with five members of her reorganization task force comprising the heads of employee relations and organizational development, the company’s chief labor attorney, and two key divisional HR directors. Looking to cut costs across the company, the company’s newly appointed CEO had asked Hartley to come up with at least two potential new HR structures that would reduce the function’s costs by 20%, or $2.8 million. But there were other equally pressing reasons for the reorganization. Number one was to ensure top-level accountability for talent management and upgrading. The second reason was to provide for a more even distribution of HR talent and support, particularly to the company’s smaller growth divisions. Finally, HR needed to lead the way in supporting the company’s new growth strategy, which often meant working across...
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...ASSIGNMENT SUBMISSION DECLARATION To be completed by candidate: |Centre name: |ACACIA LEARNING | | |Candidate name: |Ali Yassen | | |CIPD Qualification undertaken: | |CIPD Membership No: | |Unit code(s): |3MER | |Unit title(s): |Supporting Good Practice in Managing Employee Relations | |Unit tutor: |Mr. Kevin | |Date due for assessment: |08-05-2016 |Date submitted: |05-05-2016 | |Word Count: |3490 | |State number of word used | | |Candidate declaration: ...
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