Supporting Good Practice in Managing Employment Relations Guidance Leaflet This leaflet is to ensure the Company complies with relevant employment law from recruitment stage through working life of the role to the end of role. The first part is about recruitment & selection Guidance Leaflet Two internal and two external factors which can impact on employment relationships are: * Internal you need to make sure your job description and job specification is correct‚ it complies
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SUPPORTING GOOD PRACTICE IN MANAGING EMPLOYMENT RELATIONS 1. Describe 4 factors‚ 2 internal and 2 external‚ which impact on the employment relationship. Employment Relations is defined by David Farnham as “that part of managing people that enables competent managers to balance‚ within acceptable limits‚ the interests of employers and those of employees in the labour market and workplace”. The employment relationship is affected by: External Factors: Economy The level of economy affects
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SUPPORTING GOOD PRACTICE IN MANAGING EMPLOYMENT RELATIONS 1. The impact of employment law at the start of the employment relationship. Employment Relations is defined by David Farnham (2000: xxiii) as “that part of managing people that enables competent managers to balance‚ within acceptable limits‚ the interests of employers as buyers of labour services and those of employees as suppliers of labour services in the labour market and workplace”. The impact of employment law at the start of the
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Supporting Good Practice in Performance & Reward Management This assignment explains good practice in performance and reward management. There are many purposes of performance management. Some of these are: * It helps to motivate employees * It helps to set clear goals and targets * It helps employees perform at a higher standard Performance management relates to business objectives as business targets and objectives can be linked into targets set for employees. If these
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Supporting Good Practice in Managing Employment Relations Catherine Boudewyn (Certificate in Human Resource Practice) Table of Contents Introduction 4 1. Describe 4 Factors (2 internal and 2 external) which impact on the employment relationship 4 2. Define the following types of work: Permanent‚ Temporary‚ Fixed Term
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amount of business that it has. It has been decided‚ therefore‚ to make 5 of the 20 Call Centre Operators redundant. Write a letter to the Operations Manager explaining: 1. The main legal requirements that need to be considered‚ including Codes of Practice‚ explain the impact that these have on the organisation. 2. How to ensure that the dismissals are fair and the importance of this to both the employer and employee. 3. The stages that need to be followed in handling the redundancy situation to minimise
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Supporting Good Practice in Managing Employment Relations Unit 3-MER Assessment Employment Relationship Gospel and Palmer (1993: 3) define the employment relationship as ‘an economic‚ social and political relationship in which employees provide manual and mental labour in exchange for rewards allotted by employers’. To this we need to add the ‘psychological contract element‚ which in my words describe the engagement an employee gives the employer as a gift. Lewis‚ Thornhill and Saunders
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Supporting Good Practice in Managing Employment Relations – A Guidance Leaflet The Impact of Employment Law at the START of the employment relationship 2 Internal Factors which can impact on the employment relationship • Policies & Procedures in place within the organisation – this is an important internal factor that can have an impact on the employment relationship; for example if there is job share/flexible working arrangements in place this can help to promote a work-life balance
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SUPPORTING GOOD PRACTICE IN MANAGING EMPLOYMENT RELATIONS GUIDANCE LEAFLET 1. The impact of employment law at the start of the employment relationship 1.1. 2 internal and 2 external factors that impact on the employment relationship A number of factors can have an impact on the relationship between employees and employers which can be identified as internal and external factors. • Internal factors include: o Pay and Rewards – pay and rewards attract‚ motivate and retain staff
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Supporting Good Practice in Managing Employee Relations The Start of the Employment Relationship Building successful employment relationships is important. It also makes good business sense: Organisations with good employment relationships tend to be more successful. Establishing and maintaining good faith relationships is the foundation to a successful business. Good faith generally involves using practical common sense and treating others in the way you would like to be treated
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