topic 24 - employee relations Flashcards
impact of positive employee relations
- employees will have their chance to discuss changes or grievances so will feel happier and more secure in the workplace
- disputes are less likely to arise as the workers will have been consulted and understand why changes are necessary
- the workforce will be committed to the organisation and will help ensure it meets its objectives
- it will be easier to introduce change within the organisation as staff will be more flexible with suggestions from management
- the organisation will gain a good image for treating its employees correctly and maintaining good employee relations. Customers, investors and potential employees might be attracted to the organisation.
impact of negative employee relations
- poorer employee performance due to low morale
- increased staff turnover as employees leave for a better work environment
- increased staff absenteeism
- less co-operation of staff during periods of change
- an increase in grievances and discipline problems
- industrial action, for example, in extreme cases:
strike - employees stop working all together
go slow - work at a slow rate to reduce productivity
work-to-rule - complete only the tasks and hours in contract.
describe grievances
grievances are concerns, problems and complaints raised by an employee. Examples could include working conditions, disputes between staff and changes being introduced.
The employee should raise these concerns with their manager. If a worker has a grievance against their manager, they should contact their HR department, their trade union or ACAS.
describe the ways grievances should be dealt with
- solve them early to stop them escalating into formal disputes
- managers should be trained to deal with grievances
- employees should be encouraged to be open and honest
- managers shouldn’t blame or judge
- managers should listen to concerns from the employee and seek a resolution
describe discipline
organisations should have company policies (rules) regarding employee conduct and set procedures in place to deal with employees who fail to follow them. these rules could cover: absenteeism, conduct and personal use of telephones and the internet.
describe the appropraite disciplinary procedure if any of the rules are breached
- deal with cases of minor misconduct or unsatisfactory performance, or an employees first breach of company policy informally. A quiet word is often all that is required to improve an emplouees conduct or performance.
- employers should deal with issues promptly, fairly and consistently.
- where some form of formal action is needed, investigations should be carried out to gather and establish all the facts of the case.
- employers should be given the facts of the case and allowed to put their response forward.
- employees have the right to be accompanied to any formal disciplinary meeting (for example, by a trade union representive) and be allowed to appeal against any formal descision made on sanctions to be issued.
for minor offences, employees could escalate through these sanctions until the sanctions are exhausted: however, serious offences, such as theft from the organisation, could lead to immediate dismissal.
describe dismissal
a dismissal is when an employer terminates the employees contract. dismissal should be the last resort in terms of sanctions for breaking company policy and should only be used after formal disciplinary procedures have taken place.
- employers must be able to give account of the policies the employee has broken and the procedures and sanctions that have been used before dismissal.
- employers should use fair and consistent procedure when dismissing employees
- employees have a right not to be unfairly dismissed. employers could contact ACAS for advice on what constitutes unfair dismissal, for example, dismissing a female employee for absence during pregnancy.
describe redundancy
redundancy is when an employer feels that they no longer need an employee. It is usually a process that is carried out, when a business needs to cut costs and other options have been explored. It is a last resort as redundances bring out a very negative image for the business.
describe trade unions
a trade union is an organisation that represents a group of employees. Members benefit from the collective bargaining power of the trade union, the experience of union leaders who represent them and the union (the power that comes form speaking as a group rather than as a number of individuals.)
describe ACAS
when a trade union cannot come to agreement with an employer on behalf on its members, the organisation can involve ACAS. This is a government funded organisation which attempts to solve disputes in the workplace to stop them going to court. ACAS stands for the Adivsory Conciliation and Arbitration Service.
describe worker-director
when a worker-director position is created, a low-level employee such as a facotry worker or sale assistant is given a seat on the Board of Directors. Worker-directors have no voting rights; however, they present their views and the views of fellow workers to the board. Ultimately, employees feel that they have a say in decision making.
describe works councils
are groups made up of an equal number of employees and managers. the group discusses major suggestions for change in the organisation and has joint decision-making powers. this reduces resistance to change from employees.
describe consultative committees
are similar and can also include members of the public, customers, etc, to discuss important issues or changes.
describe quality circles
involve employees being consulted on how to improve the standard of the products they produce. this makes employees feel involved in decision-making and that they can make a difference.
