Supporting Good Practice in Managing Employment Relations (3MER) Supporting Good Practice in Managing Employment Relations (3MER) Employee Relations management(3MER) Content 1.1 Internal and external factors that influence employee relations 1.2 Types of employment status 1.3 The importance of employment status 1.1 The importance of work life balance and legislation that influence it 1.2 Legal support for employees as a family member 1.3 The importance of equality pay 1.4 Legislation
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satisfy various interests and aspirations within their employees. The organization power was diffused among the main negotiating groups within the company in such a way that no any party will dominate others. Pluralism approach is open about employment relationships as it allows the creation of a potential structural opposition to be raised‚ as well as allows the workplace to generate certain conflicts with the organization. By doing so‚ it will prevent public interest conflict as well as to suppress
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Employment Relations Nowadays‚ most employers and employees are concerned about pay-rate systems. Employees will be affected significantly if a pay-rate system is incorrectly chosen by the company they work for. Therefore‚ in this essay‚ I will explain the benefits and drawbacks if the companies use incentive pay-systems as tools to fix the conflicts of interest between employers and employees. Employers are agents who own the means of production of society. They exercise
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FOUNDATION CHRP CL&D ASSESSMENT Supporting Good Practice in Managing Employment Relations (3MER) 3MER_F205A_HR June – Optional Unit Assessment – Version 3 June 2012 Student name: CRITERIA PASS/REFER COMMENTS LO1: Understand the impact of employment law at the start of the employment relationship. 1.1 Describe the internal and external factors that impact on the employment relationship. 1.2 Explain the different types of employment status 1.3 Identify and analyse the reasons why it
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Supporting Good Practice in Performance and Reward Management 1. Explain at least 2 purposes of performance management and its relationship to business objectives. Performance management is a holistic procedure collectively brings various types of elements that constitute towards the flourishing exercise of people management including‚ above all‚ learning and development. The purpose of Performance management is to develop the ability of individuals to meet and often exceed expectations
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of power in the employment relationship equal or does the employer or employee have most power? Using an organization of your choice explore this question. Student ID: XXXXX Word count: 3000 1. Introduction With an employment of almost 2.2 million
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Supporting Good Practice in Performance and Reward Management 3PRM Activity 1 Performance management Performance Management is both a strategic (about broad issues and long-term goals) and an integrated (linking various aspects of the business‚ people management‚ individuals and teams) approach to delivering successful results in organisations by improving the performance and developing the capabilities of teams and individuals. Two main purposes of performance management are; * To help
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West Cheshire College C.I.P.D. Certificate in Human Resource Practice Unit: 3MER (HR) Tutor: Sean Banning Student Name: Sian Maudsley Date Submitted: 4th June 2014 I hereby confirm that the work submitted is my own work and that all source materials have been acknowledged. Signature Date 04/06/2014 3MER Describe 4 factors‚ 2 external‚ which impact on the employment relationship. A number of factors impact on the relationship between employees and employers. Below
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improves their contribution to the business and therefore helps the business to achieve its objectives. Another purpose of performance management is to monitor performance – good and bad. Performance needs to be managed and addressed in a positive way‚ so that the employee is aware of what is expected of them at all times. Good performance needs to be rewarded so that the employee feels that their efforts have been recognised – this can be done by offering training‚ job rotation/job enlargement and
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References: Malcolm Ryder (June‚ 2005) Strategic Factors in Managing Performance [online]. Available at: http://www.malcolmryder.com/archives/2005/06/strategic_facto.html [Accessed 28 January 2012] Naukrihub (n.d) Purpose of Performance Appraisal [online]
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