Supporting Good Practice in Managing Employee Relations
Supporting Good Practice in Managing Employee Relations Aim The aim/objectives of this assignment are to explore employee relations in detail, including the psychological contract, differences between fair and unfair dismissals, redundancy, and the direct link to my organisation. Pershing is a medium sized financial services company, who has seen strong growth over the last two years during the economic downturn. 1.0 Internal and external factors that impact on the employment relationship
1.1 When an employee starts a new company, there are many external and internal factors that impact on the employment relationship. One external factor is the state of the economy, in recent years the economy has experienced a recession. This has impacted businesses in many ways; one example is the case of redundancies, less capital means companies can no longer afford to keep all staff.
1.2 A second external factor is the social impact, for example, the retirement age has increased in recent years which has resulted in an older retained workforce, meaning that the retention of specialised skills and knowledge of the company will be a positive impact on the employment relationship.
1.3 On the other hand, there are also internal factors that impact the employment relationship. Firstly, employee participation, one example of this is to give employees a voice by distributing employee engagement surveys; this allows employees to express their views on the company and can motivate employees when actions are taken from their opinions.
1.4 Furthermore, control of performance can also be a vital internal factor. Managing employee’s performances in the process of appraisals can motivate staff to continue reaching individual objectives which contribute to company goals. 2.0 Three types of employment status and three reasons for the importance of identifying an individual’s employment status 2.1 One employment status is ‘self employment’ whereby a person will work for
1.1 When an employee starts a new company, there are many external and internal factors that impact on the employment relationship. One external factor is the state of the economy, in recent years the economy has experienced a recession. This has impacted businesses in many ways; one example is the case of redundancies, less capital means companies can no longer afford to keep all staff.
1.2 A second external factor is the social impact, for example, the retirement age has increased in recent years which has resulted in an older retained workforce, meaning that the retention of specialised skills and knowledge of the company will be a positive impact on the employment relationship.
1.3 On the other hand, there are also internal factors that impact the employment relationship. Firstly, employee participation, one example of this is to give employees a voice by distributing employee engagement surveys; this allows employees to express their views on the company and can motivate employees when actions are taken from their opinions.
1.4 Furthermore, control of performance can also be a vital internal factor. Managing employee’s performances in the process of appraisals can motivate staff to continue reaching individual objectives which contribute to company goals. 2.0 Three types of employment status and three reasons for the importance of identifying an individual’s employment status 2.1 One employment status is ‘self employment’ whereby a person will work for
References: CIPD (April 2011) Employment Law FAQ [Online] Available from: http://www.cipd.co.uk/hr-resources/employment-law-faqs/discrimination-fo... CIPD (April 2005) Change Agenda [Online] Available from: http://www.cipd.co.uk/NR/rdonlyres/06B92739-19F8-4BB4-AE47-796EA5F5CB15/... McFarlane Shore, L. & Tetrick, L.E. (1994). The psychological contract as an explanatory framework in the employment relationship, In: Cooper, C.L and Rousseau, D.M. Trends in organisational behaviour, Vol, 1, John Wiley & Sons, London. Smith (2009) Why Equal Pay is still Important [Online] Available from: Armstrong M (2003) A Handbook of Human Resource Management Practice, 9th edition, Kogan Page, London CIPD – [Online]