1.4.1 Approaches To Staffing Flashcards
Dismissal
Employee dismissed because of break of contract or other unacceptable behaviour or performance.
- Worker may be dismissed or fired from a job for: Absenteeism, Gross misconduct (showing up drink), Theft of company money or property.
- Worker is not entitled to a payout from the business if dismissed.
Redundancy
Employee looses job because job is no longer required by the business.
Requires consultation and redundancy payments payable.
- Worker’s job no longer exists possibly due to lack of business or restructuring.
- Redundancy is sometimes voluntary - staff close to retirement take voluntary redundancy to gain a payout.
- Compulsory redundancy is where a member of staff must leave a job.
Industrial action
Action taken by employees of a company as a protest.
Methods of industrial action?
- Work-to-rule - Employees follow the strict conditions of their employment contract - no voluntary overtime, no participation in supporting activities.
- Overtime ban.
- Go slow - Employees work at the slowest or least-productive pace that is allowable under their employment contracts.
- Strike.
Damage for the business of industrial action
- Lost sales and profits from lost output.
- Damage to customer satisfaction.
- An internal distraction for management and the business.
- Damaged relationship with staff may adversely affect motivation and productivity.
Damage for the employee of industrial action
- Lost pay.
- Potential loss of jobs if industrial action results in action to cut costs.
- Disruption and potential tension within working environment following industrial action.
Avoiding industrial disputes?
- Regular consultations with a trade union - pick up problems before they escalate.
- Staff forum and joint working group to pass on information and collect ideas from workers.
- An employee consultative body to discuss major issues before they arise.
- Team and group meetings and feedback sessions.
Work council
A group of employees representing a workforce in discussions with their employers.
Trade union
An organisation of workers established to protect and improve economic position and working conditions of its members.
Main functions:
1. Represent.
2. Negotiate.
Employee-employer relationships: Individual approach
Worker and manager sit face to face to discuss terms and conditions of the workers contract.
Employee-employer relationships: Collective bargaining
A representative of all workers meet with the manager to discuss terms and conditions of employment.
Staff as a cost
Treat employees simply as a resource of the business.
- Identify workforce needs of the business and recruit and manage accordingly.
- Short term changes to employee numbers.
- Minimal communication.
- Enough pay to recruit and retain staff (minimum wage).
- Little empowerment or delegation.
- Taller organisational structures.
- Strict autocratic leadership style.
Staff as an asset
Treat employees as the most important resource in the business and a source of competitive advantage. Employees are treated as individuals and their needs are planned accordingly.
- Strategic focus on long-term planning of workforce needs.
- Regular communication.
- Competitive pay with performance related rewards.
- Employees are empowered and encouraged to seek delegation and take responsibility.
- Suits democratic leadership style.
- Appraisals to focus on identify and addressing training and employee development needs.
Benefits and drawbacks of staff as a cost
+ Cost-effective workforce.
+ Quicker decision making focused on senior manager.
- High absenteeism and staff turnover.
- Less successful recruitment.
Benefits and drawbacks of staff as an asset
+ Rewards employee performance and motivates staff more effectively.
- Cost of workforce may leave business at a a competitive disadvantage.
