Human Resource Management Relations and Rewards - Essay Example

Human Resource Management Relations and Rewards not Underwords Task 1. Critically explain the key skills required to prepare, conduct and conclude grievance and disciplinary cases effectively. Human resources are considered as the most important resources in an organization. An organization cannot achieve the goals without the proper human resources. There should be a strong and healthy relationship between the employer and the employees. But there at times problems and disputes occur in the relationship between the both. Grievances are one of such problem. “Grievances are concerns, problems or complaints that employees raise with their employer” (Raising a Grievance at Work n.d.). The management should see that this problem is solved for the smooth functioning of the organization. “A grievance is defined in the regulations as "a complaint by an employee about an action, which his employer has taken or is contemplating taking in relation to him". The grievance procedure applies to constructive dismissal situations” (Duncan 2005). The following are the problems of the employee for making the grievances: Dis-agreement with the colleagues. Failed to get the employment rights from the organization. Disagree with the terms and policies of the employment. Dissatisfaction with the wages and working conditions. “Grievances are best dealt with at an early stage, informally, with the immediate line manager. However, organizations should have formal procedures in place to handle cases left unresolved. Having formal grievance procedures in place allows employers to give reasonable consideration to any issues which can't be resolved informally and to deal with them fairly and consistently” (Grievances n.d.). The problems are solved in the grievance hearing meeting. The line manager will hear the complaint of the employee first and then it is taken a open discussion by the group about the issues. Disciplinary cases include poor performance or misconduct by the employee during his work .If an employee’s performance does not meet the set standards, the employer has to improve the performance through informal discussion with the employee. But if the employee continues his poor performance, the employer has to take disciplinary actions against him. There is no prearranged system to handle the grievances. Basic useful direction is given in the Acas Code of Practice on Grievance and Discipline issues. It provides a detailed guidance and advice for the employers and employees which will be useful to them in their current and future career. This code is adopted to help the employer and employee to handle the disciplinary and grievance issues in the working environment. “If the employer decides to a take disciplinary action or dismiss the employee, they should follow the procedures which are laid out in the Acas Code of Practice on disciplinary and grievance procedures” (Dealing with Disciplinary Action and Dismissal at Work 2012). When an employee put up a grievance during a disciplinary process the disciplinary process may be for the time being suspended for handling the grievance. Where the disciplinary and grievance issues are associated it may be suitable to handle both cases at the same time. “Disciplinary and grievance procedures are frameworks which provide clear and transparent structures for dealing with difficulties which may arise as part of the working relationship from either the employer’s or employee’s perspective. They are necessary to ensure that everybody is treated in the same way in similar circumstances, to ensure issues are dealt with fairly and reasonably, and that employers are compliant with current legislation and follow the Acas Code of Practice for handling disciplinary and grievance issues” (Discipline and Grievances at Work 2011). Disciplinary Processes are Required to: Let workers identify what is probable of them in terms of values of performance. Recognize obstacles to persons attaining the necessary standards and to permit employers to take suitable action. Enable employees and employers agree appropriate aims and timescales for development in an individual's performance. Try to determine problems without recourse to an employment tribunal. Grievance Processes are Required to: Give persons with a rule if they contain a complaint. Give points of timescales and contact to determine issues of concern. Try to decide matters without recourse to a service tribunal. “As a general rule, an attempt should be made to resolve grievance and disciplinary issues between the employee concerned and his or her immediate manager or supervisor. This could be done on an informal or private basis” (Code of Practice: Grievance and Disciplinary Procedures 2000). The consequences of a variation from the regulations and employment conditions of the organization must be clearly set out in actions, mostly in respect of breaches of discipline which if proved would warrant dismissal or suspension. The process of grievance and disciplinary process needs the maintenance of sufficient records. As previously stated, it also requires that every members of organization, containing managerial personnel and all workers and their representatives be common with and adhere to their conditions. Task Two: 1. Critically Evaluate the Skills Required to Conduct Negotiations with Trade Unions Effectively: Excellent Industrial Relations are fundamental to assist business establishment to improve performance and finally support the accomplishment of business objectives. Efficient Negotiation Skills with national and local representives of Trade Unions are not learnt suddenly on the other hand it will provide with the skills and information that facilitate to lift the game. Competent negotiating is necessary to HR so that it is necessary to possess all the shills require to solve the problem. “Much modern thought on interest-based negotiation is derived from earlier studies of the bargaining process between labor and management. Nonetheless, labor-management negotiations - or collective bargaining - are a unique negotiation process. There are elements of the collective bargaining process that parallel other negotiation situations” (Shea 2000). Human resource managers of the organization spend large quantities of time assisting both upper management and employees deal with daily subjects concerning two or more stakeholder groups frequently with conflicting interests. The HR outcomes are high worker dedication to organizational aims and high person performance leading to cost- efficient products or services. “HR professionals who hone their negotiating skills are in a tremendous position to influence company morale, improve productivity, boost the bottom line, and foster a company culture that is harmonious and competitive. In other words, being a better negotiator makes you better at managing your workforce, with all of its complexities” (10 Essential Negotiating Skills for Managers 2012). Trade unions can provide their full-time administrators to act as negotiators for their associates. Employers' companies and some organizations of solicitors or other expert advisers can provide negotiators to employers. It might be more cost efficient to teach particular employees in negotiating abilities. One of a trade union's most significant aims is to advance and protect the interests of all the members in the particular workplace. “Most trade unions are independent of any employer. However, trade unions try to develop close working relationships with employers. This can sometimes take the form of a partnership agreement between the employer and the trade union which identifies their common interests and objectives” (Joining a Trade Union 2012). Various Essential Skills that Required to Conducting Negotiations with Trade Unions are: 1) Taking initiative to solve the problem. 2) Skill related to problem solving. 3) Being knowledgeable and numerate. 4) Applying various types of theoretical information in practical circumstances. 5) Having communication technology and information skills. 6) Listening skill. 7) Sourcing and managing information successfully. 8) Communicating writing and in orally. 9) Working efficiently in group situations. 10) Understanding safety and physical condition issues. All these skills are necessary to conducting negotiations with trade unions. “HR professionals who hone their negotiating skills are in a tremendous position to influence company morale, improve productivity, boost the bottom line, and foster a company culture that is harmonious and competitive. In other words, being a better negotiator makes you better at managing your workforce, with all of its complexities” (10 Essential Negotiating Skills for Managers 2012). At the core of each negotiation are two groups of interests that require getting resolved so that all the parties associated with can move forward in a productive way. HR experts spend many hours of daily knocking out contracts, small and large, so that the business organism can carry on functioning efficiently. Reference List Code of Practice: Grievance and Disciplinary Procedures 2000. The Labour Relations Commission. [Online] Available at [Accessed on 09 April 2012] Dealing with Disciplinary Action and Dismissal at Work 2012. Advice Guide. [Online] Available at [Accessed on 09 April 2012] Discipline and Grievances at Work 2011. CIPD. [Online] Available at [Accessed on 09 April 2012] Duncan, N 2005. Features: Disciplinary and Grievance Procedure: Rights and Best Practice. Personal Today. [Online] Available at [Accessed on 09 April 2012] Grievances n.d. Acas. [Online] Available at [Accessed on 09 April 2012] Joining a Trade Union 2012. Directgov. [Online] Available at [Accessed on 09 April 2012] Raising a Grievance at Work n.d. Directgov. [Online] Available at [Accessed on 09 April 2012] Shea, ME 2000. The occasional newsletter of The Negotiation Skills Company, Inc. (TNSC). The Negotiation Skills Company, Inc. [Online] Available at [Accessed on 09 April 2012] 10 Essential Negotiating Skills for Managers 2012. People Central. [Online] Available at [Accessed on 09 April 2012] 10 Essential Negotiating Skills for Managers 2012. HR Arabia. [Online] Available at [Accessed on 09 April 2012] Read More