Internal Business Environment Flashcards
What responsibilities does a manager have?
-Developing appropriate organisational structures
-Specifying objectives
-Deploying resources
-Evaluating performance
Who is Henri Fayol?
Henri Fayol based his research and writing on his experience as a mining engineer in France.
What 5 manager functions did Fayol put in place?
Planning
Organising
Commanding
Co-ordinating
Controlling
What is Planning?
developing future activities to secure success through planning and not leaving anything to chance.
What is Organising?
recruiting and retaining the best employees while organizing resources.
What is Commanding?
supervising employees to ensure the company reaches it potential.
What is Co-ordinating?
ensuring all departments and tasks complement each other so that there is no duplication of work, and the running is efficient, and waste is reduced.
What is Controlling?
ensuring managers and staff are all working towards a common goal and timing is similar and budgets are being adhered too.
What are Fayol’s 14 principle of management?
Division of labour
Authority
Discipline
Unity of command
Unity of direction
Subordination
Remuneration
Centralisation
Scalar chain
Order
Equity
Stability of personnel
Initiative
Esprit de corps
What is Division of labour?
Employees should be trained in one area and build expertise in that task
What is Authority?
Managers must be able to give instructions and exercise authority to ensure orders are carried out
What is Discipline?
Company policy must be adhered to and consequences must be in place for those who would disobey
What is Unity of command?
Each employee should have only one direct supervisor from whom they receive their orders
What is Unity of direction?
To minimise confusion and conflict, teams with the same task should be working for the same manager and towards the same goals.
What is Subordination?
The interests and intention of one employee (or a group) must not take control over the directions of the entire team
What is Remuneration?
Rewarding employees for their work through financial and non-financial incentives. A fair salary should be awarded as well as perks and bonuses if targets are met.
What is Centralisation?
The involvement of employees in core decision making will minimise their resistance to change.
What is Scalar Chain?
The line of authority from top management to the lowest ranks represents the scalar chain. Communication should follow this chain. This is also known as the chain of command.
What is Order?
The workplace must be clean, tidy, organised and efficient to achieve maximum effectiveness.
What is Equity?
Managers must be objective and fair at all times. Kindness should be shown as well as discipline if necessary.
What is Stability of personnel?
Retaining a core, trained and effective workforce is a primary concern. High employee turnover should be avoided.
What is initiative?
Permitting workers freedom to complete tasks and execute plans in their way will result in increased efforts.
What is Esprit de cor?
Promotion of team spirit and unity amongst workers to minimise conflict and increase productivity. Essentially, corporate culture.
Drucker’s opinion on setting objectives
managers should be aware of the direction of travel for the business what decisions are being made to meet the objectives. Drucker suggested that communicating these objectives are just as important as setting them.
Drucker’s opinion on organising
an organized business runs more efficiently and should then make better decisions. Managers should organize the work into manageable activities which will allow the workers to perform better.
Drucker’s opinion on motivating and communication
Drucker believed in the power of teamwork. Communicating success should improve performance as motivated and empowered employees perform better.
Drucker’s opinion on measuring
Drucker believed in analyzing and appraising performance by measuring success of decisions. Then communicating this success further motivated employees to work harder.
Drucker’s opinion on Developing people
Drucker valued workers and encouraged them to develop their skills.
What does Drucker believe in?
management by objectives. This involves setting clear objectives for each person at every level of the organization – linking in again with the motivational aspect.
What does Mintzberg believe in?
Mintzberg claims that if you ask a manager what he does he describes it in Fayol’s terms, ie planning, organising, commanding, co-ordinating and controlling.
However, if you watch them in practice it is quite different. Mintzberg identified ten roles that managers fulfil. He argued that everything a manager does fits into one or more of these ten roles.
What is a figurehead?
The figurehead’s role is to represent the organisation to the outside world e.g., at a conference. This can help others recognise the importance attached by the firms to various activities and assist the firm in gaining co-operation in pursuit of its objectives.
What is a leader?
The leaders role is to inspire and motivate employees. Workers will want to work hard to please their leader, thus meeting company objectives more effectively. The leadership role may require the manager not perform staff training and set up teams.
What is a liaison?
The liaison role involved developing relationships both within and out with the organisation. Managers can foster relationships with those who could later provide favours and important information to assist the running and success of the firm.
What is a Monitor?
Monitoring checks progress at each stage. If problems are identified, managers can take corrective action to keep organisations on track and meet objectives.
What is a Disseminator?
Disseminating involves informing staff and others of objective so that everyone is clear what is expected and less likely to go off course in meeting objectives.
What is a Spokesman?
The spokesman’s role is to let members of the wider community know what the company is doing. If a manager has displayed effective presentations skills this may win support for the firms objectives.
What is an Entrepreneur?
The entrepreneur role is to come up with ideas and decisions. Good quality decisions are essential to meeting company objectives. An entrepreneur should have the ability to take necessary risks on return for associated rewards.
What is a Disturbance Handler?
The disturbance handler deals with any problems that arise; failure to do so may lead to delays in achieving objectives. This may involve dealing with disciplinary, industrial action, grievance and complex management issues. The disturbance handlers role aims to minimise inefficiency to ensure tasks are on track and deadlines are being met.
What is a Resource allocator?
Decides how the company’s resources should be used; if a company does not have the right place at the right time it cannot meet its objectives. Providing budgets and financial control is central to this role along with allocation of staffing and machinery.
What is the classical school?
They believed in a formal hierarchical structure with clearly defined tasks in the hope of finding the best way of doing things.
Who is Taylor?
American mechanical engineer who sought to improve industrial efficiency
The ‘father’ of scientific management
A fair day’s pay for a fair day’s work
Introduced a piece rate system
Introduced specialisation and division of labour
Examined the way the workers did the job in order to maximise efficiency through motion studies
What did Taylors Scientific Management aim to achieve?
Efficiency - increasing output per worker, maximise resources and offer the best rate of pay through division of labour.
Standardisation - creating consistent job performance by dividing tasks up into small, specified tasks.
Discipline - establishing hierarchical authority and introducing a system whereby all management policy decisions could be implemented.
What did Taylor propose to be successful in his Scientific Management aim?
Work study should be done by managers while the operational tasks should be carried out by workers.
The scientific Analysis of tasks and functions to find the one best way of performing each task.
The use of Piecemeal Incentive pay systems so that the more workers produced the more they were paid.
Cons to the Scientific Management
Monetary rewards for working is now thought to be naïve as they are not the only reason people work.
This theory ignores social and psychological needs of workers.
This theory is seen to treat workers like machines and it cannot be applied to creative jobs where piece rate would not be acceptable.
What is Webbers theory called?
Bureaucratic
Who is Webber?
Webber is a German sociologists, politician and economist who studied the processes and features of bureaucracy.
He believed in rules, power, authority and process.
He believed that workers needed expert training and testing so that only the employees who ‘passed’ and gained technical qualifications would be able to progress in an organisation.
What is the ‘Weberian’ bureaucratic theory?
This theory emphasises an impersonal approach to running a firm, where rules, authority and power were central to effective management.
Weber was of the opinion that managers are responsible for thinking whereas wormers should follow instructions.
The terms ‘Bureaucratic’ and ‘Bureaucracy’ are still used today but not in the way that Weber intended.
Pros of the Classical School
Money will always have some positive effect on workers motivation.
Piecemeal incentive rewards workers who produce quickly and accurately.
Hierarchical structures often provide many promotion routes for employees within them.
High level of supervision reduces the chance of slacking within the firm.
Decision-making tends to be quick as the leadership style is often autocratic in nature.
Divisions of labour produce a high output and specialisation can increase the quality of work.
Cons of the Classical School
Demotivating for workers as it treats them like machines who often never see an end product.
Division of labour can result in boring and repetitive work.
Workers become inflexible as they do not have an opportunity to multi-skill as job rotation is discouraged.
Workers can feel alienated and undervalued as they are seen as labour and not part of a team.
Assumes workers are only interested in financial rewards and that is the only source of their motivation.
Authoritarian work environment and management style can be intimidating and stressful for workers.
What is the Humans Relations School?
This approach to management theory was based on the findings of Elton Mayo and recognised the importance of non-financial methods of motivation.
Mayo conducted research projects that included studying 6 workers with a friendly supervisor and experimented to see if changes in working conditions would improve their productivity i.e. changing lighting.
Before the study was conducted, Mayo assumed that if the conditions were improved, the output level would also improve, and if the conditions worsened the output level would also worsen. So the workers has modified their behaviour because they were being observed.
Elton Mayo concluded that:
Belonging to a group which appreciates you is a stronger motivator that money.
The social support offered has a strong influence on motivation.
People are motivated by feeling specially selected by management.
This study is now called the Hawthorne effect. Whereby the positive effect of being made to feel valued and part of a team.
Limitations of the Human Relations School
All the workers were Female (1930s so probably accustomed to obeying male authority)
Experiment was carried out in a very narrow area (6 people)
Not transferable to all organisations as was conducted in a factory setting.
It thinks of only employees feelings and ignores the needs of the organisation.
Relevance of the Human Relations School
Useful in industries where initiative is important.
Promotes the use of team working - works well for collaborative tasks.
Hard to use in industries where work is difficult to measure e.g., nursing, teaching.
Led to the development of HR departments to support workers.
What is the Neo Human Relations School - Maslow?
Neo means new. This theory was written by Abraham Maslow and Frederick Herzberg 40 years after Mayo wrote the Human Relations School theory.
They share his belief that social and psychological factors must also be taken into account to ensure effective management.
The Hawthorne experiment was significant in highlighting the importance of social aspects, it did not show how working practices should be modified in order to improve worker satisfaction and productivity.
Maslow, an American psychologist, suggested that management methods need to be appropriate to the level of needs a worker has. Therefore he created his own theory of the ‘hierarchy of needs’
The model is used to determine how to motivate workers based on what needs are already being met.
What is Maslow’s hierarchy of needs?
Self-actualisation - achieving ones full potential, including creative activities.
Esteem needs - prestige, feeling of accomplishment.
Belongingness and love needs - intimate relationships, friends.
Safety needs - security, safety.
Physiological needs - food, water, warmth, rest.
It is important to remember you cant motivate someone with Esteem needs e.g., recognition if they have not got their basic needs met e.g., food and warmth.
It is a progression and managers must first establish where their workers are on the scale before they can motivate them to progress to the next level.
The neo-human relations school - Herzberg
Herzberg is an American Psychologist. In the 60s he interviewed accountants and engineers to find out what gave them satisfaction and dissatisfaction at work.
The things that he found to motivate employees were called motivators. If present, these result in job satisfaction.
The things he found to make employees unhappy he called hygiene factors. If present, reduce satisfaction.
What are Herzberg’s Motivators?
Recognition
Achievement
Responsibility
Promotion opportunities
Challenging work
What are Herzberg’s Hygiene Factors?
Poor working conditions
Low wages
Low status
Lack of job security
Bad relationships with managers
Herzberg concluded that hygiene factors must firstly be adequate before employees can be motivated.
Criticisms of Herzberg
He only studied skilled workers, so his theory is not easily transferable into other industries.
His theory ignored the motivational effects of teamwork.
The neo-human relations school - McGregor
Douglas McGregor argued that managers have w ways of looking at their subordinates - Theory X and Theory Y.
And whether managers take a Classical or Human Relations approach to managing their staff will depend on which theory they believe in.
McGregor believed that that Theory Y would lead to higher motivation and thought that Theory X was limiting and unrealistic as it relies on authority as the primary means of control which is likely to generate resistance.
Theory X
Similar to classical approach - management assume employees are lazy, lack ambition and shy from responsibilities.
Assumes workers will resist change.
Managers need to lead and control - high levels of supervision, policy and control.
Emphasis on incentivising, forcing, threatening and coercing employees to work. With a strict discipline policy if they fail to do so.
Often used in hierarchical structure with narrow span of control.
Managers believe employees only work for financial reasons.
A blame culture may be present.
Theory Y
Assumes workers will be eager to respond to increased responsibilities and empowerment. Becoming more productive as a consequence.
Assumes workers enjoy their duties as they are self motivated.
Managers are happy for employees to participate in decision making.
Management should provide the right environment for employees to achieve both personal and organisational objectives.
Effective use of teams and interdisciplinary groups are encouraged.
Emphasis on recognition, achievement and empowering workers.
What are the limitations of the neo-human relations approach?
Assumes that happy and satisfied workers always produce more.
The tasks and objectives may be neglected in favour of social benefits.
McGregor has been criticised for only presenting 2 extremes of managerial behaviour.
Theories neglect the impact of external impacts e.g., impact of recession on workers motivation.
What is the Contingency Theory?
The contingency theory tries to get the best fit of management between task, people and environment. It stresses 3 factors - organisations objectives, organisations strengths & weaknesses and the external factors.
The challenge for managers is to develop an approach that best suits a particular situation. This implies that in an organisation there may be elements of bureaucracy, human relations and scientific management. The only criteria for the ‘correct design’ is that there is task performance and individual & group satisfaction.
What are the contingencies?
Size
Type
Technology available
Staff available
Finance available
Skills of staff
Management experience
Market environment
Contingency theory impact on modern day organisations
Leadership style - organisations need to ensure they match suitable managers to relevant areas of work e.g., a laid back approach would not suit a formal working environment.
Organisation structure - the structure of an organisation can directly effect employee relations. There is no ‘correct’ structure but each structure will suit a specific environment better e.g., a tall structure = more control but a flat structure = more relaxed environment
Staff skill - new workers may require a more direct approach
Nature of work - manufacturing firms my use a combination of scientific management and classical approaches as tasks are routine and repetitive.
Service sector firms may use a more decentralised approach to empower employees when they have direct contact with customers as it gives flexibility to deal with non-routine situations.
Organisations which combine production and service may adopt a combination approach e.g., a restaurant - bureaucratic approach in the kitchen but a human relations approach in front of house.
External environment - Economic conditions such as recession may result in downsizing and fewer layers of management as a result. Rise in e-commerce means firms need to be more flexible to ensure they are adapting to changing market demands.
What is managing change?
All organisations exist within an environment that is constantly changing. The pressure to change
What is managing change?
All organisations exist within an environment that is constantly changing. The pressure to change can come from within an organisation or out with.
If the pressure comes from within the business, this can be due to changes to employees, decisions, money available or the culture of the business.
If the pressure comes from out with a business, this can be due to external factors (PESTEC)
Managing Change PESTEC examples
Political - changes in laws, budgets available, terrorism
Economic - inflation/taxation, exchange rates, recession
Social - Ageing population, Fashion changes, Modern culture and outlook
Technological - Increase in -commerce/social media, automation, portable technology
Environmental - Natural disasters, extreme weather, pressure to recycle and reduce emissions
Competitive - rivals lower prices/new products, development of new innovations, mergers
Stages of change
Unfreezing - breaking down the beliefs and assumptions that currently exist and opening an acceptance of the need for change. At this point, if there are staff that are resisting change, they must be confronted. Ensures that employees are ready for change.
Changing - Implementing the process of change to achieve the desired outcome. Policies are changed, staff are briefed and the culture of the business has changed. Execute the intended change.
Refreezing - Consolidation of the new state once changes have been implemented successfully. Ensures that the change becomes permanent.
Evaluation - Managers must question if the change has had the desired effect - are there further adjustments required?
Stages of Change - Unfreezing
Identify possible changes/problems
Consultation for idea generation for effective solution
Requires trust and reassurance
Breaking down beliefs and assumptions - getting staff used to the new ideas.
Stages of Change - Changing
Introduction of new technology/work patterns/attitudes etc
Allow employees to express their opinions
Reward staff for changing
Development of new behaviours and values.
Stages of Change - Refreezing
The ‘new’ becomes familiar
Consolidate the new state
Prevent regression - ensure resources and support are provided to sustain the change
Use evaluation techniques.
Benefits of a change management programme
Smooth transition to new working environment - drivers increased and resisters minimised.
The organisations will support the changes and the new concepts will be better understood
Individuals will know how the changes affect them and the role they have to play – supported staff are less stressed and more productive
Employees are less likely to resist change if they are involved
Everyone will be more likely to be motivated
Good communication can reduce the circulations of rumours, resistance and increase speed
The success will be evaluated so errors can be quickly identified then resolved
The change should make the organisation more competitive
What is needed for the change programme to be successful?
Management commitment
Constant communication
Employee involvement at all levels
Understanding of the need for change
Resistance to change
Most change programmes will meet resistance in some form.
Unless employees are involved, prepared and committed to change, they will likely resist for a number of reasons:
-Lack of trust
-Different viewpoints of the benefits
-Disruption to workplace and social relationships
-Fear of redundancy
-Loss of control/status
-Inability to cope with change - stress and fear
-Changes on jobs leading to retraining
What are the strategies to help the resistance to change?
-Negotiation and agreement
-Invest in training
-Communication
-Participation and involvement – quality circles
-Staff welfare – counselling, KIT (keeping in touch) days
-Support – appraisals, mentoring
-Gradual introduction
-Rewarding staff/incentives to motivate
Approaches to managing change - top down
This approach is achieved when management decide what to do. It is imposed on the business and its employees and is therefore associated with an autocratic management style. Communication is directed from the top and little or no attention is paid to the ideas of employees. This strategy is normally used for large, one-off changes, in response to an emergency or when change needs to be brought in quickly, e.g. in response to a change in legislation.
Approaches to managing change - participative
Similar to negotiated, this change is the result of discussion and consensus among all those involved. This is shown by complete confidence and trust between managers and employees. Employees are free to discuss their jobs and their ideas are welcomed. There is a lot of communication and co-operation within the team. Feedback of information is used for problem solving and so the people who participate will be committed to implementing the change. Motivation increases as employees feel empowered through their part of the process.
Approaches to managing change - negotiated
The opposite of top-down, change is reached through a bargaining process between employees, employers and other stakeholders. Communication flows both ways with managers making use of employees’ ideas and opinions. Trade unions may be involved to ensure the voice of all employees is heard or change may be directed as a result of works councils.
Approaches to managing change - Piecemeal
Change can also be implemented in a piecemeal fashion, which means small incremental changes being made over time. This can build confidence within the business as taking small steps is seen as less risky. If a change is not working out it can be reversed before the whole change is complete.
Approaches to managing change - action centred
This is a practical approach to change that is driven by finding a solution to a problem. Once a problem is identified possible solutions are discussed. Businesses will pilot one solution in a targeted small area and, depending upon its success, either implement that solution on a more widespread basis or pilot an alternative solution until success is achieved.
Advantages of top-down
Top level management have a holistic overview so can make the change in line with the businesses objectives;
This method works best in a crisis as decision making time is short and the survival of the business may be at risk;
If a change is inevitable this is an efficient method of implementation; this is especially true when the main drive to change is an external factor, such as a political or economic decision made by government.
Disadvantages of top-down
Staff resistance can be high if they feel they are being overlooked, undervalued or not listened to;
Employees’ working on the ground have the skills, knowledge and experience but this method does not take these views into account;
This may result in high levels of staff turnover or absenteeism if motivation is low;
In turn this may create a culture of low morale.
Advantages of participative/negotiated
he change is more likely to be successful as everyone has been involved;
This fosters trust between management and employees;
Reduces staff resistance and improves morale;
Allows for staff skills, knowledge and experience to contribute to the strategy in the hope for a more effective and competitive change.
Disadvantages of participative/negotiated
hese methods are time consuming as they involve lengthy discussions and consolation through the use of focus groups and quality circles;
Trust can be easily damaged if either management retract the empowerment or employees abuse it;
Not effective in a situation of urgency/crisis or where there is an unnegotiable outcome as too many people need to be consulted and they all might have differing views.
Advantages of action centred
Allows a business to try out possible solutions on a small scale for a limited time before making a permanent change;
Explores many different options and therefore contingency strategies are often formed;
Allows employees to have an input and pilot aspects of change which leads to better decisions being made.
Disadvantages of action centred
This methods does not work when the change is being driven by an external factor, such as a change in government legislation;
Piloting ideas can be a lengthy and expensive process;
Often used as part of continuous improvement and may not be suitable for large changes.
Advantages of piecemeal
Employees become accustomed to the change as it is gradually introduced which can build confidence for the future;
Smaller changes are less likely to result in staff resistance;
Gradual change is easier to manage and control so reduces risk.
Disadvantages of piecemeal
A sense of overall direction may be lost as the change is ‘bitty’;
The smaller components of the changes may be in conflict with each other;
Decentralised changes may not be fairly rolled out across the firm upsetting staff in different departments.
Change agents
Change agents are the people responsible for bringing about change. They can be individuals, groups of employees, external experts or a combination of the above.
Internal change agents - have experience within the firm so understands the firms culture and processes
External change agents - experience of change across many firms and will have specialist knowledge on techniques and processes.
What tasks will change agents be required to carry out?
-Diagnosing issues - potential drivers and resistors
-Educating and inspiring employees about the reasons for change
-Managing employees expectations to reduce the fear of the unknown
-Establishing the targets and strategies
-Defining the roles and responsibilities of key players
-Coordinating change activities, performance and incentives for positive behaviour
-Monitoring progress and providing feedback.
What are the barriers to change?
-Changes to legislation
-Quality of specialist
-Availability of finance
-Organisational culture
What characteristics are protected under the Equality Act 2010?
Age
Gender
Disability
Race
Religion
Pregnancy/maternity
Marriage
Sexual orientation
Gender reassignment
Types of discrimination - direct discrimination
When someone is treated less favourably than another person because of a protected characteristic.
e.g., Advertising a job to recruit a female.
e.g., Not hiring a potential employee because they are pregnant.
Types of discrimination - discrimination by association
discrimination against someone because they associate with another person who possesses a protected characteristic.
e.g., An employee being refused a promotion because they have a disabled parent.
e.g., An employee being mistreated at work because they have a partner of a different race.
Types of discrimination - discrimination by perception
Discrimination against someone because others think they possess a particular protected characteristic.
e.g., Refusing to hire an individual because they look like they follow a certain religion based on their clothing.
e.g., Turning down an application because the person is suspected to be transgender.
Types of discrimination - indirect discrimination
Occurs when you have a rule or policy that applies to everyone but disadvantages a particular protected characteristic.
e.g., A condition that employees must wear a skirt to the office which discriminates against men.
e.g., An employer changing longer shift patterns to work longer but fewer days is indirect discrimination.
Types of discrimination - harassment
Harassment can take the form of jokes, negative stereotyping, hostile acts or simple thoughtless comments. It can have a negative effect on individuals such as emotional stress, low morale and reducing productivity. Under the Equality Act employees can complain about behaviour even if its not directed at them.
Types of discrimination - victimisation
This is where someone is treated badly because they made or supported a complaint.
e.g., An employee can be victimised if they have made a complaint about an employee displaying harassing behaviour.
If employees feel their complaint has not been dealt with effectively, they have the right to make a claim to the Employment Tribunal.
Equality Act in terms of recruitment
Businesses must ensure their recruitment and selection methods are prejudice-free to ensure the best possible person for the job is hired.
Job adverts should avoid gender-specific job titles such as “waitress”, “handyman” etc as these discriminate by gender.
Unless justified, job adverts should not include age ranges so adverts should avoid phrases such as ‘young and dynamic’, ‘mature’, ‘recent graduate’. Unless there is a legal requirement e.g. 18 and over for working within an alcohol setting.
Application forms should also not discriminate against disabled people e.g., braille, audio and large font formats
Equality Act in terms of selection
Physical access should be considered when planning interviews – making sure it is wheelchair accessible.
Disabilities should be considered when testing candidates, Extra time can be given in certain circumstances.
Organisations must be prepared to make any reasonable adjustments to ensure that it does not discriminate against disabled people. E.g. widening door access, moving toilet facilities to the ground floor of the office.
In the interview process, the employer is not permitted to request details on a candidates health or disability in the initial recruitments stages. Only if their health would impede them carrying out the duties of the post – climbing scaffolding if applying to a construction company.
EXCEPTIONS
An applicant can be chosen due to their protected characteristic over another who is equally suitable if that particular characteristics is under represented in the workforce – this is known as ‘Positive Action’.
Or if it is an occupational requirement e.g., a woman being required to fit bras in a lingerie store.
What does the Equality Act state the right to?
-A minimum number of days off
-Paternity and maternity leave
-Adoptive leave
-Parental leave
-Family emergency leave
-Public duties
-Trade union responsibilities
What decisions does the Equality Act ensure are fair?
-Who, when and how much time off
-If the leave is paid or unpaid
-The method of recording absence – this is important as absences are taken into account when making decisions on promotion, bonuses and writing references. Therefore it is important that people are not at a disadvantage if their absence is linked to a protected characteristic e.g., a pregnant woman taking time off.
Measures for managers under the Equality Act - leave and time off
Create, publicise and follow set procedures to avoid discrimination complaints
Reasonable adjustments must be made to disabled people can work effectively without barriers
Leave for gender reassignment must be given
Pregnancy related leave must be given and recorded separately than sickness leave
KIT days and communication should be given to employees who are on leave so they know what to expect when they return
Providing phased return periods for employees returning to work
Equality Act in terms of pay and benefits
Salary decisions and financial rewards often take into account the level of skill and qualifications for the post.
Businesses must ensure that the criteria for awarding payment do not discriminate against protected characteristics.
Measures managers must take under the Equality Act - pay and benefits
Conduct an equal pay audit to ensure jobs of equal responsibility are paid equally (age bands are permitted as they justify the ability to make it easier for younger workers to find jobs)
To have a fair and transparent pay and benefit scheme
Have a clear procedure for investigating complaints regarding payment and handle them sensitively
Review non-financial benefits such as health insurance and pension schemes to ensure they ae not indirectly discriminating
Equality Act in terms of training, transfers and promotion
Providing training opportunities to develop employee’s skills, confidence and capability can boost loyalty, morale and productivity while strengthening internal candidates who may be suitable for promotion.
These opportunities must be offered in a non-discriminatory way and any reasonable adjustments must be made so training can be completed successfully by the employee.
Measures managers must take under the Equality Act - training, transfers and promotion
Offering training to woman on maternity leave.
Reasonable adjustments such as offering on the job training rather than external training at a far away location.
Use a panel interviews for promotion to ensure fairness.
Publicise promotion adverts to everyone and ensure it is accessible e.g., language, size of font, audio format etc.
Equality Act in terms of facilities
Facilities in the workplace must be suitable for all. These include:
-Ventilation
-Layout and workspace
-Washing facilities
-Kitchen facilities
-Parking
-Prayer rooms
-Breastfeeding areas
-Technology
Measures managers must take under the Equality Act - facilities
Acquire or modify equipment e.g., adjustable chairs
Washing facilities should be gender neutral
Specifically equipped disabled toilets
Provide separate fridge for religious food that need to be kept separate
Take into account dietary requirements in food hall i.e., halal meat
Dress code requirements must take into account gender and religion requirements
Equality Act in terms of disciplinary, dismissal and retirement
The disciplinary process must take into account the 9 protected characteristics.
Disciplinary documentation should be provided in different formats: written, verbal or in large print
Meetings must be held in accessible rooms with suitable facilities
An interpreter may be used
before dismissal, consider if there are any reasonable adjustments could allow them to return to work i.e., redeployment or job rotation
Cannot force someone to retire as this is discriminatory against age
Cannot give an employee a poor reference on the grounds of a protected characteristics.
Organisations may defend certain discriminatory allegations by arguing their practice is necessary and reasonable.
E.g. the health and safety and welfare of individuals, running an efficient and profitable service or the requirements of the business.
Financial reasons are not enough to justify discrimination but can be taken into account. An organisation can also receive funding from the Governments Access to Work programme to help with the employment of people who have protected characteristics.
