Supporting Good Practice in Managing Employment Relations - 3mer

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Supporting Good Practice in Managing Employment Relations

Catherine Boudewyn

(Certificate in Human Resource Practice)

Table of Contents


1.Describe 4 Factors (2 internal and 2 external) which impact on the employment relationship4

2.Define the following types of work: Permanent, Temporary, Fixed Term, - explain the main features of each and why determining an individual’s employment status is important4

3.Give examples of legislation that impact on: employee holidays, rest periods, working hours and night working and explain why these are important for both the employee and organisation6

4.Identify and describe 4 ways in which the legal system supports working parents, including maternity leave, paternity leave, adoption leave and dependants leave.7

5.Give 3 reasons why it is important to treat employees fairly in relation to pay7

6.Explain the concepts: direct discrimination, indirect discrimination, harassment and victimisation and summarise equalities legislation that relates to each one.8

7.Explain what is meant by the ‘psychological contract’ and how this is applied in practice within your own organisation or one which you are familiar with, giving examples of good practice policies and procedures which might underpin this.8

8.Explain the main differences between fair and unfair dismissal, giving an example of each and the impact on the organisation.9

9.Explain the importance of exit interviews, for both the organisation and for the employees9

10.Summarise the key stages to be followed in making redundancies and explain what impacts redundancies have on the whole organisation9

Reference List11

Word Count: 2900 (not including introduction)


This report is considering the impact of employment law at the start of the employment relationship, understanding the employee’s main individual rights during employment and understanding how to end an employment relationship.

Describe 4 Factors (2 internal and 2 external) which impact on the employment relationship

There are a number of factors that can have an impact on the employment relationship. There is the Trade Union (TU) recognition and membership within an organisation, where by the TU will support their members to secure a good outcome by means of collective bargaining. This covers terms and conditions of the workers usually things like pay, holiday, working hours etc. Promoting a good work life balance culture will help to attract, motivate and retain staff. This can be done through promoting flexible working request, to accommodate part time hours, compressed hours, job share etc. It has been suggested that a flexible workforce can adapt quickly to changing business conditions There is a Case Study from KPMG:

In February of this year, KPMG introduced a new scheme, Flexible Futures, designed to minimise the prospect of large scale redundancies in the current recession and enable the firm to retain its talented people. Under the scheme, staff were invited to sign up to the possibility of being asked to reduce their working week by a day with that day unpaid and/or take sabbatical leave of between four and twelve weeks at 30 per cent of pay. 85 per cent of staff signed up for the scheme. Over the past year, 99 per cent of flexible working requests have been accepted by KPMG. (Rowlatt, 2010)

The Pestle Analysis can be used to look at external factors to determine what impacts on the employment relationship. Political factors can look at changes to legislation that can positively or negatively have an effect. This could be the latest changes to unpaid parental leave now giving each parent the chance to take up to 18 weeks unpaid leave, or the changes to...
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