Managing The Employment Relationship

Question 0

What reasons does the CIPD give for exceeding legal requirements?

Answer 0

People want to work for good organisations
Bigger pool of candidates 
Market competitiveness
Open new markets
Corporate reputation

Question 1

What tips does the CIPD give for implementing diversity management?

Answer 1

Support from senior management
Continuous process not one off
Focus on fairness
Encouraged ownership
Develop guidelines
Link to other initiatives

Question 2

According to Ahmed why does Equal Opportunities fail?

Answer 2

Does not adequately cover all disadvantages groups

Fails to generate investment of managers who see as just an employment issue

Question 3

What is one problem associated with equal opportunities?

Answer 3

Employers rely on consistency which is a problem as all are treated alike but not necessarily well

Question 4

What are the 4 drivers of engagement?

Answer 4

Holbecke and Matthews

Connection - need sense of identification /pride
Voice - keep informed and listen
Support - feel employer cares about well being
Scope - work purposeful and underpinned by trust

Question 5

What are the benefits of employee engagement?

Answer 5

Engaged employees are more likely to perform better
Willing to take on more
More likely to be innovative
More likely to want to stay

Question 6

What does Alfes say about employee engagement?

Answer 6

Has 3 dimensions

Intellectual engagement - thinking about job and how it can be done better

Affective engagement - positive feelings about a job well done

Social engagement - actively seeking opportunities to discuss work related issues

Question 7

What do Macleod and Clarke say about employee engagement?

Answer 7

An engaged workforce can lead to organisational success and employee well-being

Question 8

What is a partnership agreement?

Answer 8

A cooperative approach between employers and unions
Shared commitment to success
Union accept need for employees to work flexibly
Some form of guarantee of job security

Question 9

Describe a collective approach to management?

Answer 9

Captures extent to which managers accept that employees have right to act collectively

One extreme - resistance to unions
Other extreme - collaboration with unions

Partnership approach

Adversarial relationships - unions have been recognised for years but managers don’t want

Question 10

Describe a high/low individualism approach

Answer 10

High - investment, employees important resource, internal markets, development and empowerment

Low - cost minimsation, labour as a commodity, limited training and tight control over pay

Question 11

What 2 types of management style do Purcell and Ahlstrand propose?

Answer 11

Individualism

Collectivism

Question 12

Explain the Marxist view of conflict

Answer 12

Conflict results from workers being exploited in the employment relationship

Question 13

Explain the pluralist view of conflict

Answer 13

Conflict inevitable
Difference in interests
Find ways to manage conflict so disruption limited

Question 14

Explain the neo-unitary view of conflict

Answer 14

Cooperation and harmony normal

Can be prevented if managers are proactive in developing policies and practices

Question 15

Explain the unitary view of conflict

Answer 15

Conflict dysfunctional
Expect cooperation - leaders best placed to make decisions
Results from poor communication or troublemakers

Question 16

In what ways can conflict be viewed?

Answer 16

Unitary
Neo- unitary
Pluralist
Marxist

Question 17

What benefits can collective bargaining have to an employer?

Answer 17

Efficient - no individual consultation

Can help get employees accept terms

Question 18

What principles of natural justice should be evident to prove a dismissal was handled fairly?

Answer 18

Employee made aware of behaviour expected
Employee informed of allegation
Investigation undertaken
Given chance to explain
Offered right to be accompanied
Penalty proportionate
Right of appeal

Question 19

Under the employment relations act, what are the 5 fair reasons for dismissal?

Answer 19

Capability
Conduct
Redundancy
Statutory bar to employment
Some other substantial reason

Question 20

What happens if an employee is unfairly dismissed?

Answer 20

Compensation

May have to reinstate

Question 21

What do Williams and Adam-Smith say about the employment relationship?

Answer 21

Major problem with viewing as just contractual

Contract implies 2 parties come together equally but employee is in weaker position

Power dimension

Question 22

What are collective agreements?

Answer 22

Terms negotiated between Union and employer

Question 23

What does Beecroft say about employment rights?

Answer 23

Critics believe regulation damages UK business competitive position and deters businesses from taking on more employee

Question 24

What is custom and practice?

Answer 24

Possible employment terms that arose because they have operated for some time

Question 25

Which act is a written statement required by and what should it do?

Answer 25

Employment Relations Act

Specify most important terms of employment

Question 26

What sources can the contract of employment come from?

Answer 26

Contract
Interview
Common law
Custom and practice
Handbooks
Statutory rights
Job description