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Problems at work, types of workers,dismissals and redundancy

Problems at work, types of workers,dismissals and redundancy . How do business grievance procedures help to resolve disagreements ? Fair and unfair dismissals. Other definitions, like types of contracts and core vs. peripheral workers. Problems at work.

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Problems at work, types of workers,dismissals and redundancy

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  1. Problems at work, types of workers,dismissals and redundancy

  2. How do business grievance procedures help to resolve disagreements? • Fair and unfair dismissals. • Other definitions, like types of contracts and core vs. peripheral workers

  3. Problems at work Contract of employment (see example)...is legally binding It will contain information on grievance and disciplinary procedures, or where this information can be found employment contract = a legal document that sets out the terms and conditions governing a worker’s job.

  4. Disciplinary procedures An employer will usually institute a formal disciplinary process in cases where an employee has committed a serious breach of their contract, or where a resolution cannot be found informally to a problem. Poor quality of work, constant lateness, not turning up for work, turning up drunk for work, or theft would all constitute serious breaches of contract.

  5. Types of dismissal If an employee is legally sacked for a good reason, this is known as fair dismissal. If they are sacked for no good reason, this is unfair dismissal (and will lead to compensation plus damages).

  6. Legal reasons for dismissal An employee can only legally be dismissed for the following reasons: • Breaching the terms as stated in their contract of employment. • If they are incapable of doing the work. • If they are involved in illegal activities. • Some other significant reason (e.g. continually refusing to comply with reasonable requests). • Redundancy – when there is no longer work for that person to do.

  7. Rememberourdiscussionsabouttheprofitability of thecompanybeingthenumberonepriority…… Redundancy – thisis a ‘fairdismissal’, duetothefactthatthe position occupied no longerexists.

  8. Otherimportant HR definitions

  9. Types of Contracts

  10. Temporaryemploymentcontract – for a fixedamount of time, forexample, 6 months

  11. Flexi-time contract - allowsstafftowork at times convenienttoemployers and employees

  12. Part-time employmentcontract– isforlessthan a full week of work, usuallylessthan 40 hours

  13. Outsourcing– notemployingstaffdirectly, insteadyou use anoutside agencyororganization

  14. Teleworking– staffworkingfrom home butkeepingcontactwiththe office bymeans of IT communications

  15. Peripheral vs. CoreWorkers • Peripheral– Temporary and part-time employees • Core – Full-time, permanentemployees

  16. Advantages and DisadvantagesforCompany • Staff can berequiredtowork at particularlybusyperiods, company can avoidpaying regular staffovertimepay • More staffavailabletocallon • Efficiency of worker can beevaluatedbeforeofferingthem a full-time position • Teleworking can lead tocostsavings (such as needingless office spaceforworkersornotofferingthemcertainbenefits) • More stafftomanage • Effectivecommunicationis more difficult

  17. Advantages and Disadvantagesforpart-time workers • Ideal forstudentsorparentswithyoungkid, orelderly • Can workfortwocompanies at thesame time • Earningless • Paid at a lowerrate • No security (assurance of futureearnings)

  18. THE SHAMROCK ORGANIZATION • CORE WORKERS – STRATEGISTS, KNOWLEDGE AND CORE PROCESSES (ex: Head of Sales) • FLEXIBLE WORKERS – PART-TIMERS, CONTRACTORS AND CONSULTANTS (ex: Consultanthiredtostudyhowtoincreasemotivation) • OUTSOURCED WORK – IT, MARKETING, PAYROLL, TRAINING, FRANCHISING (ex: outsidecompany produces thecompany´sadvertisementsfortelevision)

  19. Hard HRM vs. Soft HRM • Hard HRM – managestaff, focusingoncostcutting and utilizingpart-time staff, temporarycontracts, and outsourcing, formaximumflexibility • Soft HRM – focusonmaximizingthemotivation and output of yourcorestafftoincreaseprofitability (Mayo, Maslow and Herzbergfollowerswill use this)

  20. Two final definitionswedidnotcoverpreviously…………..

  21. HRM – BOOK DEFINITION- • IS THE STRATEGIC APPROACH TO THE EFFECTIVE MANAGEMENT OF AN ORGANIZATION´S WORKERS

  22. WorkforceAudit A check of theexistingqualifications of existingemployees

  23. SKIT FOR 1ST CLASSES AFTER BREAK

  24. Business Studies, 2nd termSkit • 20 marksassessment • Top team - eachteammembergets 3 extra pointsonnext HW (tobecarriedoveruntilusedentirely) and Academic GHM • 2nd bestteam – eachteammembergets 1 extra pointonnext HW

  25. Eachteammember MUST participate in theskit • Evaluatedonpresentation of oneor more of the ideas westudiedfor HRM section • Creativity, excellence of presentation, accuracy, educationalusefulness

  26. Two full 40 minute classesto prepare • One 40 minute classforthepresentations (skits) • Randomorder • Teamswillbemixed, bedifferentthanthefirstgroupproject

  27. Option A 3 groups of 3 students 1 group of 2 students Option B 4 groups of 3 students 2 groups of 2 students

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