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Higher Business Management

HumanHuman ResourceResourceManagementManagement

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BM Unit 2 - LO2 2

You should be able to:

Describe the role and importance of HRM

Describe the changing patterns of employment

Describe the modern UK workforce

To introduce Human Resource Management

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What is the topic about?1 Workforce planning

2Motivation theories

3 Recruitment Process

4 Training

5Employee Relations

6Appraisal

7 Legislation affecting the workplace

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tRole and importance of human Role and importance of human resource managementresource management

The most valuable asset in any organisation is its workforce.

It is the human resources that generate wealth by providing services and producing goods.

Care must be taken over employees, especially if the business wants to secure and retain staff.

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tFunction of human resourcesFunction of human resources

Human resource planningRecruitment and selectionTraining and developmentMaintenance of personnel recordsLegislationEmployee relationsGrievance and discipline

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Workforce PlanningWorkforce Planning

Learning and Teaching Scotland

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tChanging patterns of Changing patterns of employmentemployment

In the UK 26 million people (70% of the working population) are employed.

Decline in full-time, permanent work.Decline in heavy engineering.Increase in tertiary (service) sector employment

(call centres, IT).Increase in women working (suited to new areas

of employment).

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tChanging patterns of employmentChanging patterns of employment

Part-time work Variable hours Home working/teleworking Flexi-time Zero hours contracts Temporary work Self-employment More mature workforce – meaning people are working

beyond 60 Increased automation

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Human resource planningHuman resource planning

Changing goals of a business

Changes in marketChanges in

technology

CompetitionPopulation changesTrades unionsGovernment

legislation

Factors affecting human resource planning

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Workforce planningThis is forecasting future recruitment requirements.

The will mean estimating:

-the number of employees required per department

-the labour turnover (how many/often) staff leave

-Customer demand – this determines staff required

-Company finances – this could determine redundancies

Factors that will determine the level of staff required:

- Retirements - Promotion

- Maternity/paternity leave - Work-life balance requests

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Workforce planningWhat should the HR department consider when looking to increase/decrease the number of staff?.....

-Finances available – is there a budget to recruit?

-Local area – are there suitable employees nearby?

-Training – is there a cost to employing new staff?

-Current economic climate – are redundancies likely?

-Grants – are there incentives to employ? to employ?

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ContractorsContractorsContractors are people/businesses who

provide goods and services that the organisation does not wish to provide for itself.

Examples: cleaners, consultants, security guards, suppliers.

Because they are not permanent they are less expensive (no pension pay or holiday entitlement, for example).

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tReasons for Reasons for subcontractingsubcontracting

Potentially better skilled workforce.

Professional expertise.Economies of scale.Can focus on what you’re good at

(sticking to the knitting).Saves money in equipment and

training.

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BM Unit 2 - LO2 15

You should be able to:

Describe motivational theory with the aid of a diagram

Describe motivational techniques

To introduce motivational theory

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tArguably one of the most influential factors is how an employee is treated or how their ‘boss’ communicates with them.1Autocratic Their way or no way! Dictating instructionsLack of consultation Staff feel they are being controlledDon’t feel valued May create ‘them and us’ vibeDoesn’t encourage independent thinking

May be appropriate when:deadlines have to be metconsistent message needed

Motivation: Leadership styles

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tArguably one of the most influential factors is how an employee is treated or how their ‘boss’ communicates with them.2 Democratic Employees views sought Feedback is part of ethosEncourages independence Promotes togethernessPromotes a can-do attitude Encourages open-nessCould generate more ‘meetings’ and slow decision making

May be appropriate when:Change is required – opinions on best way forward

Motivation: Leadership styles

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tArguably one of the most influential factors is how an employee is treated or how their ‘boss’ communicates with them.3 Laissez-faireEmployees given much more responsibility Less direction from the ‘manager’Promotes personal responsibility

May prove ineffective:Projects/targets could drift/lack focus without directionWith less supervision this may result in less productivity

Motivation: Leadership styles

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Motivation (what makes people work)

Write down 3 reasons why people work

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MoneySecurityJob SatisfactionTo make friendsTo make progress To make use of talents

Why is it important for a business

to be aware of this?

Motivation (what makes people work)

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Question!A motivated workforce can lead to …..

Better quality of customer serviceBetter relationships between staffImproved time-keepingReduced absenteeismReduced labour turnoverIncreased workrate

Motivation

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t(a) Heirarchy of Needs(a) Heirarchy of NeedsMotivation theories

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tMotivation and needsMotivation and needs

Maslow’s hierarchy of needs

Needs at the top more important than those at the bottom.

Lower needs have to be satisfied first.

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t(b) Theory X and Theory Y (b) Theory X and Theory Y (McGregor)(McGregor)

McGregor researched how people work and came to the conclusion that employers usually think of their staff as being either an X or a Y type person.

Theory X assumes staff are Theory Y assumes staff areLazy and can’t be bothered Enjoy their workAre not to be trusted Like to take responsibilityHave no initiative Will want to progressHave to be supervised Can work on their ownMoney is the only motivator Motivated by non-financial

Motivation theories

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t(c) Hertzberg Hygiene (c) Hertzberg Hygiene factorsfactors

Herztberg researched how people work and came to the conclusion that there two main factors that businesses should consider when trying to motivate employees.

1 - Hygiene factors: the ‘basics’ a workplace should haveThey don’t motivate as such but are likely to cause conflict or resentment if these are not present or are not prioritised-a company policy - suitable wage/salary-supervision to staff - good staff relationships-working conditions - job security

Motivation theories

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t(c) Hertzberg Hygiene (c) Hertzberg Hygiene factorsfactors2 – Motivational factors:

Research indicated that most people are motivated by the desire to progress, be recognised and achieve at their work.If staff are motived to achieve the above then ….-Staff will have greater job satisfaction-Staff will work above and beyond the minimum -Staff will try to achieve status – go for promotion-Staff will try to take responsibility, take on leadership

Herzberg said business should create a culture that allows this to flourish so that employees are

empowered.

2 – Motivation theories

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t(d) Mayo – (d) Mayo – Hawthorne Studies (2.48) (2.48) (1927)(1927)Mayo researched the physical and environmental

influences of the workplace (e.g. brightness of lights, humidity) and later, moved into the psychological aspects (e.g. breaks, group pressure, working hours, managerial leadership).

In summary he proposed that what motivates staff are:-Their work colleagues -Group norms (what the group ‘accepts’ as good or bad, hard work or lazy…)-The role of supervisors and the amount of attention they gave

Motivation theories

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t(1) Financial methods (1) Financial methods

Time rate £x per hour. At least the Minimum WagePiece rate£x per unit produced. (not as common now)Commission % of a sale added to basic payOvertime time and a half, double time eg weekends

Performance related pay a bonus if targets are achieved Profit sharing employees share profitsShare ownership part of salary given in sharesRemuneration packages perks eg cheaper health care, subsidised meals, gym membership

Motivational methods

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t(2) Non-Financial methods (2) Non-Financial methods

Pension/insurance joining company scheme

Employee rewards employee/dept of month

Work environment modern IT, café, sports/leisure facility

Company car use of car for business/personal use

Leadership opportunities eg leading working groups/projects

Job rotation working in different areas

Quality circles regular discussion to improve standard

Flexible working staff choice in hours/home working

Support assistance with bereavement, stress

Career structure opportunities to progress

Motivational methods

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tFactors of motivation -SummaryFactors of motivation -Summary

Pay levelsJob securityPromotional prospectsResponsibilityWorking conditionsFringe benefitsParticipation in decision-makingWorking in a team

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t RECRUITMENT AND

SELECTION

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BM Unit 2 - LO2 32

You should be able to:

Identify key terminology and describe the main steps in the recruitment process.

Eg Job analysis, Job description, person specification, internal and external advertising, internal and external recruitment.

To introduce recruitment terminology

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tTwo clips to watch and be prepared to answer Two clips to watch and be prepared to answer questions on….questions on….

1 - listen out for what they look for in their 1 - listen out for what they look for in their employeesemployeeshttp://www.youtube.com/watch?v=A7HVt3xgTn4

2 - What skills and qualities are required for a person doing this job?

http://www.youtube.com/watch?v=5vmBdSyyPls

This is a bit random…. But hopefully interesting.

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t Task Task

Go to http://www.s1jobs.comSearch for a - Human Resource ManagerWrite down the job titleWrite down at least 4 things they have

responsibility for

Location – anywhere!

Core Skill – HR/Training

Click Search

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tSteps in recruitmentSteps in recruitment

1. Is there a vacancy in the organisation?

2. What does the job involve?3. Where are we going to attract our

applicants from?4. Process of selection.

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tIdentify job vacancyIdentify job vacancy

Could occur due to:

an employee leaving the organisationretirementan employee being

promoteda new post being created.Someone may be sacked

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tConduct job analysisConduct job analysis

This identifies:tasks to be performedskills needed (both physical and

mental)duties and responsibilities (and

accountability)environment job takes place in

(including any hazards).

Gives an idea if a position is needed.

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tPrepare job descriptionPrepare job description

This states:job titlelocationtasksduties and responsibilitieshoursholiday entitlementsqualifications required by applicant.

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Prepare person specificationPrepare person specification

A description of the type of person suitable for post. This includes:qualificationsskillsexperiencepersonal qualitieshobbies and interests.

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tAdvertising postAdvertising postinternally and externallyinternally and externally

Internal

NewslettersNotice board

External

Newspaper advertsInternetJob centreRecruitment agencySchools/colleges/

universities

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tInternal recruitmentInternal recruitment

AdvantagesApplicant and ability

familiar to organisationOrganisation may have

invested in person through training

Individual aware of culture (no need for induction training)

DisadvantagesLimited skills poolOwn job needs to be filledResentment from

overlooked staff

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t Task Task

Go to http://www.s1jobs.com Search for one job in these categories:

‘Marketing/PR’ and ‘Any’‘Production/Operation’ and ‘Quality Control’

Write down the 3 things that would be examples of person specification

Write down 3 things that would be examples of job description

You have 15 minutes maximum to do this…

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Methods of External Recruitment

Radio Internet Employment Agencies

Newspapers Job Centres

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tNEWSPAPERS/MAGAZINESNEWSPAPERS/MAGAZINES

Different magazines and papers have different readerships.

Examples?....

The type of paper used will depend on the what the type of job vacancy – targeted approach is used.

Less likely now due to declining readership as a result of Internet.

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tJOB CENTRES

Provide a service to employers and workers as they advertise jobs.

Services are free to businesses and those seeking jobs.

Each centre keeps a database of those seeking work.

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tRecruitment using the Recruitment using the INTERNETINTERNET

•The internet is becoming an increasingly popular method of advertising job vacancies

•Relatively nexpensive method of advertising

•Applicants can upload CVs online and apply much quicker.

•Often used by recruitment agencies – eg Stafffinders

•Agencies may specialise in particular occupations.

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tRADIORADIO

Different radio stations have different audiences

Different radio programmes have different audiences

Mostly used to advertise local job vacancies

Radio stations charge for their services

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t

These agencies charge for their services

Hold a database of suitably qualified workers

Tend to specialise in different types of worker eg office staff, hotel and catering.

RECRUITMENT AGENCYRECRUITMENT AGENCY

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tExternal recruitmentExternal recruitment

AdvantagesCan target specific

sections of the population

Wider job skills pool

No need to fill another post

DisadvantagesExpensiveTime taken can be

longSuccessful

candidates may turn down job

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tAnswer a questionAnswer a question

Describe the recruitment process that may be used by a human resources department.(5 marks) 2009

10 minutes

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tSolutionSolution

Identify a job vacancy, which could arise due to retirement or an employee leaving the firm.

Carry out a job analysis that will detail the requirements of the job.

Prepare a job description outlining the roles, duties and responsibilities of the job.

Draw up a person specification outlining the skills, qualifications and experience required, both essential and desirable, by candidates.

Advertise the vacancy either internally or externally.Send out application forms to candidates.

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BM Unit 2 - LO2 52

You should be able to:

Identify and describe key terminology associated with selection.

To introduce selection terminology

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tSelection at GoogleSelection at Google

http://www.youtube.com/watch?v=w887NIa_V9w

What are they looking for?

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tFirst steps in selectionFirst steps in selection

When applications are received they

should be divided into three categories:

1. seems suitable – invite to interview

2. possibly suitable – invite for interview if not enough in category 1

3. unsuitable – send polite letter of rejection.

A shortlist is created.

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Application formsApplication forms

Initial contact.

Information gathered checked against the person specification to select suitable candidates for the vacancy.

Usually read in conjunction with CV.

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CVCV

Curriculum vitae or life history:personal detailseducationqualificationswork experiencehobbies/interestsadditional information.

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InterviewsInterviews

One-to-one interview

Successive interview

Panel interview

Click for clip

Now watch some good and bad interviews…

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tInterview adviceInterview advice

Be prepared – know about the organisation

Be smartly dressedBe earlyHave a firm

handshakeMake eye contact

Be positiveSit up! Don’t slump in

your chairDrink lots of water for

concentrationTake your time when

answering a questionStructure your

answers

Click for clip

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tA ‘good’ interviewA ‘good’ interview

An interviewer should:be open minded and unbiasedbe preparedwelcome the intervieweecontrol the interviewsupply the informationclose the interviewfollow up.

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tTestsTests

Attainment testsAptitude testsIQ testsPsychometric

testsMedical tests

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tAssessment centresAssessment centres

Activities:team buildingrole playinterviews

Qualities looked for:social skills,

leadership qualities and personality

Intensive assessment held over one or two days

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tAnswer a questionAnswer a question

Describe a selection process that an organisation could use to ensure it employs the best workers.(4 marks) 2010

8 minutes

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tSolutionSolution

Compare application forms and CVs to the job description and person specification to identify potential interviewees.

Send for references, to check that what is said in the application packs is a true reflection of the candidate.

Interview the candidates to discover what skills they have and what they can bring to the job.

Test the candidates by using a test that is measurable, eg psychometric, aptitude etc.

On some occasions a second set of interviews may be conducted.

Use assessment centres for some candidates – used for high-powered jobs.

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BM Unit 2 - LO2 64

To introduce training within business

You should be able to:

•Identify and describe suitable training methods for business organisations

•Describe the costs and benefits of training for an organisation

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ent TRAINING

Training is teaching workers new skills or improving their

existing skills.What are the benefits that

training brings to the workplace?

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tReasons for training and Reasons for training and developmentdevelopmentImprove staff performanceImprove productivityStaff more flexibleIncrease job satisfactionStaff more motivatedUpgrade staff skillsReduce injuries and accidents

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tTrainingTraining

Costs

Sending people for training is expensive

Cost of trainersLoss of output

Benefits

FlexibilityUpgrade skillsEmployee satisfactionImproved image for

organisationMotivation and

productivity

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TYPES OF TRAINING

•INDUCTION TRAINING

•VIRTUAL LEARNING (VLE)

•MULTI-SKILLING

•ON THE JOB

•OFF THE JOB

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Induction trainingInduction training

For new employees.

Covers:company

proceduresmeeting colleaguestasks of jobhealth and safety.

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ON-THE-JOB TRAINING

Takes place at the workplace. The employee trains alongside an experienced worker while doing the job. ADVANTAGES

•Possibly cheaper as done in-house by the business itself.

•Workers do not have to leave the workplace. Normal work may be able to continue.

•Skills improved in workplace

DISADVANTAGES

•Bad habits might be passed on

•Training is not done by a qualified instructor

•Don’t benefit from meeting other employees and sharing ideas.

Think of occupations where this is best suited. Why?

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VIRTUAL LEARNING ENVIRONMENT (VLE)

Using IT such as a website whereby there are tasks, challenges and assessments to complete.

Could be a tailor-made programme that employees work through at their leisure or as part of formal training.

Could be linked to a ‘mentor’ who the employee regularly speaks to

Staff could collaborate with each other on projects. Think of a situation/occupation where

this is most likely?

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Multi-skilling

Multi-skilling allows workers to perform different tasks

Allows the workers to be more flexible

Allows the business to make efficient use of resources

Allows the business to save costs eg not hiring extra staff

What is it?

Why?

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OFF-THE-JOB TRAININGOff-the-job training occurs when workers are trained away from the business. Often with employees from other businesses and/or at college.

ADVANTAGES

•Delivered by qualified and trained instructors

•A formal qualification or certificate may be given at the end of the course

•May pick up tips & skills from other industries

DISADVANTAGES

•More expensive than on-the-job training

•Employees have to catch up when returning to workplace

•Staff may need covered (costs) when on training

Think of occupations where this is best suited. Why?

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tOther Training methodsOther Training methods‘Sitting next to Nellie’ – task demonstrated

then trainee undertakes task.

Coaching – trainee taken through task step by step by trainer.

Job rotation – trainee learns tasks in different departments/jobs.

Self-paced/distance learning – trainee receives resources and works on their own.

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tAnswer a questionAnswer a question

Describe the benefits to an organisation of staff training.(5 marks) 2010

10 minutes

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tSolutionSolution

The flexibility of staff to carry out different jobs is increased as they will learn new skills.

Staff ability to carry out jobs is improved as they will have learned new skills.

Staff knowledge of systems and processes is improved as this knowledge will be regularly updated.

This should increase productivity within an organisation as employees become better at their jobs.

Training will be motivational to staff, as they feel they are being developed and nurtured by the firm.

The overall image of the organisation is improved as the firm is seen as one that develops staff and is progressive.

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t

AppraisalAppraisal

Learning and Teaching Scotland

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BM Unit 2 - LO2 78

You should be able to:

Describe appraisal

Give reasons for carrying out appraisal

To introduce Appraisal

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tStaff developmentStaff development

Set targets and have appraisals.

Motivate staff through:bonuses and financial rewardsemployee of monthteam building/social events.

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tAppraisalAppraisalAssessment of staff performance, usually held annually. Uses appraisal form then interview.

Job focus – looks for success in meeting goals and targets.

Person focus – looks for person’s skills and qualities.

ProblemsDifficult to measurePersonality clashes

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tReasons for appraisalReasons for appraisal

To identify future training needs.To consider individual’s development

needs.To improve employee performance.To provide feedback on performance.To identify promotion hopefuls.

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tAnswer a questionAnswer a question

Discuss the value of an appraisal system.(4 marks) 2006

8 minutes

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tSolutionSolution

To identify future training needs, which can then be planned for over the coming year.

To consider development needs of the individual in order for the employee to progress.

To improve the performance of the employee and therefore increase productivity and efficiency.

To provide feedback to the employee about their performance, and so improve long-term results.

To identify people who have promotion potential, who can be nurtured and developed.

To identify people who have additional skills that could be useful to the organisation and who may otherwise be overlooked.

To identify targets for the coming year. May demotivate employees if the system highlights them

as underperforming.

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Employee RelationsEmployee Relations

Learning and Teaching Scotland

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BM Unit 2 - LO2 85

You should be able to:

Describe the term employee relations

Describe the term trade unions

Describe the term collective bargaining

Describe ACAS and its involvement in business organisations

To introduce employee relations

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tEmployee relationsEmployee relations

‘The formal relationship between employees and employers’.

Refers mainly to the way employers deal with employees either as individuals or as part of a group.

Industrial relations (IR) is the part of employee relations that involves dealings between employers and trade unions.

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tMain areas covered by Main areas covered by employee relations policiesemployee relations policies

Trade union recognitionCollective bargainingEmployee relations proceduresThe employment relationshipParticipation and involvement

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tAdvisory, Conciliation and Arbitration Advisory, Conciliation and Arbitration Service (ACAS)Service (ACAS)

Provides impartial information to people with problems at work.

Prevents and resolves problems at work.

Settles complaints about employees’ rights.

Runs workshops and seminars on latest employment issues and legislation.

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tEmployers’ associationsEmployers’ associationsThese are organisations that represent the

views and interests of companies within one sector of industry, eg Newspaper Society, Engineering Employers’ Association.

They provide a range of services:• pressure group• collective market research organisation• public relations voice for the industry• provider of negotiating teams.

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tTrade unionsTrade unions

Organisation representing workers on pay negotiations, working conditions, dismissal, redundancy. NUM and EIS are examples of unions.

Collective bargaining is the basis of unions – giving a group of workers a better negotiating position.

Trade unions are funded by annual subscriptions from their members.

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BM Unit 2 - LO4 91

Current UnionsCurrent Unions

Current Unions

•Association of Headteachers and Deputes in Scotland AHTS (www.ahds.org.uk)

•Association of School and College Leaders ASCL (www.ascl.org.uk)

•Association of Teachers and Lecturers ATL (www.atl.org.uk)

•Bakers, Food and Allied Workers Union BFAWU (www.bfawu.org.uk)

•British Air Line Pilots Association BALPA (www.balpa.org.uk)

•British Association of Colliery Management BACT - TEAM (www.bacmteam.org.uk)

•British Association of Dental Nurses BADN ([6])

•British Association of Journalists BAJ (www.bajunion.org.uk/)

•British Association of Occupational Therapists BAOT (www.baot.co.uk/)

•British Dental Association BDA (www.bda.org/)

•British Dietetic Association BDA (www.bda.uk.com)

•British Medical Association BMA (www.bma.org.uk/)

•British Orthoptic Society BOS (www.orthoptics.org.uk/)

•Educational Institute of Scotland EIS (www.eis.org.uk)

•EQUITY (actors)

•Fire Brigades Union FBU (www.fbu.org.uk)

•Fire Officers Association (www.fireofficers.org.uk)

•GMB (General workers' union) (www.gmb.org.uk)

•‡General Federation of Trade Unions

•Unison

•NUJ

 

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tTrade union aimsTrade union aims

Improve the pay of its members.Improve working conditions.Support training and development of

members.Ensure members’ interests are

considered by employers.

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tCBI vs TUCCBI vs TUC

The Confederation of British Industry (CBI) and the Trade Unions Congress (TUC) are counterparts.

The CBI represents the employers associations, whereas the TUC represents the different workers’ unions.

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tProfessional associationsProfessional associations

These organisations represent ‘professional’ occupations, eg the British Medical Association (BMA) for doctors, the Police Federation for the police and even the Professional Footballers’ Association (PFA) for footballers.

They sometimes perform similar roles to unions, and also are involved in maintaining standards, etiquette and codes of conduct.

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tCollective bargainingCollective bargaining

Begins with a change in existing contracts.Employers make offer to employee

representatives (reps).Reps tell members and counter-claim occurs.Negotiations begin.Eventually a compromise is reached.

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tAnswer a questionAnswer a question

Describe the role of the following in supporting employees and employers when disputes occur in the workplace: trade unions ACAS (6 marks) 2006

10 minutes

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tHintHintThink about the kind of things unions

get involved in, eg pay, working conditions, negotiation etc

Also think of ACAS as a peace envoy sent by the United Nations to help bring two warring countries to the negotiating table!

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tSolutionSolution

Trade unions represent employees with regard to wage negotiations, conditions of service, dismissal, redundancy and other work-related matters.

They undertake collective bargaining on behalf of employees and have greater negotiating power than individuals.

Unions offer employers advice in work-related matters. Unions are involved with industrial tribunals.

ACAS give advice to employers, employees and trade unions on matters such as contracts of employment, human resource policies, legislation and other work-related matters (advice).

At the request of management, ACAS can intervene in a dispute and offer a solution that both parties may accept (conciliation).

ACAS can look at the problem and recommend a course of action which both parties agree to abide by (arbitration).

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BM Unit 2 - LO2 99

You should be able to:

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tGrievanceGrievanceGrievance is a complaint by employee

against employer.

Can be taken up by:industrial tribunalACAStrade union.

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tDisciplineDiscipline

Discipline procedures are taken out by employers against an employee.

Employees must be aware of the rules.

Verbal and written warnings given for breaking rules.

Suspensions can follow then dismissal.

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ProcessesProcesses

Negotiation

Consultation

Arbitration

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tNegotiationNegotiation

Where employers and employees discuss matters of mutual concern and come to an agreement on what should happen.

The essence of this process is that both parties must agree to the final outcome.

Negotiation usually involves bargaining and compromise.

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tConsultationConsultation

Where organisations discuss matters of mutual concern with their employees and listen to the views expressed.

However, the final decision lies with the organisation and there is no obligation to come to any agreement.

In making its decision the organisation may or may not take account of the opinions of its employees.

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tArbitrationArbitration

Where employers and employees decide that a decision will be made by an independent, neutral arbitrator.

Both parties agree to accept the decision, whatever it may be.

This process usually involves both parties putting their case separately to the arbitrator, who may also collect other relevant evidence.

This often happens when negotiations have broken down and employers and employees have failed to agree on the matters under discussion.

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tWorks councilsWorks councils

Set up by an organisation and contain the same number of employees and employer representatives.

Groups meet to discuss any proposed changes before they are implemented.

Decisions reached by the council are usually accepted by the workforce as their representatives have been involved.

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tAnswer a questionAnswer a question

Describe the role of human resource management in employee relations.(5 marks) 2010

10 minutes

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tSolutionSolution

Recognition of trade unions, who represent employees.

(Written) procedures for dealing with staff complaints to ensure every employee is fairly treated.

(Written) terms and conditions for all staff – required by law.

Use of works councils to give employees a say in the running of the business.

Ensure employees are aware of the goals and objectives of the organisation.

The role of appraisal by ensuring performance reviews take place.

Work with ACAS and take part in collective bargaining process in order to agree to working conditions.

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BM Unit 2 - LO2 109

You should be able to:

Define the term industrial action

Give examples of industrial action in terms of the employee and the employer

Describe the effects of industrial action

To introduce industrial action

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tIndustrial actionIndustrial action

Employee action

Sit inOvertime banWork to ruleGo slowStrike

Employer action

Withdrawal of overtime

Lock outClosure

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tAnswer a questionAnswer a question

Describe the types of industrial action employees can use.(4 marks) 2008

8 minutes

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tSolutionSolution

A strike is when employees refuse to do their work and do not enter the workplace – this is the most extreme form of industrial action.

A sit-in is when employees are in their place of work but do not do any work.

Work to rule is when employees only undertake the exact jobs written in their job description.

Go-slow is when employees deliberately work at a much slower rate.

Overtime ban is when employees do not do any overtime. This can affect overall production.

Picketing is when employees protest at the entrance to the place of work, trying to dissuade other employees from going in to work.

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tRecord keepingRecord keeping

A key element of human resource management is

maintaining records of personnel. By doing this, the

human resource management department is able to: find out information about employees in the

organisationmonitor the work of the human resource

management departmentprovide information that the organisation can use in

the development of strategyprovide advice to line managers and others in the

organisation.

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tInformation storedInformation stored

Basic employee data, eg address, employee number, National Insurance number etc.

Training, eg courses attended, qualifications obtained.Absence, eg because of sickness.Applicants for posts, eg to comply with equal

opportunities legislation.Holidays.Wages and salaries, eg pay scale, method of

payment, bonuses.Labour turnover.Occupational health.

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t The Law and Employment

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tEQUAL OPPORTUNITIESEQUAL OPPORTUNITIES

Workers must not be discriminated against on the grounds of

. disability

….. race….. ..colour….. ....gender..…religion.

“YMCA...”

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tEquality Act 2010Equality Act 2010The Equality Act 2010 is the law which bans The Equality Act 2010 is the law which bans unfair treatment and helps achieve equal unfair treatment and helps achieve equal opportunities in the workplace and in society.opportunities in the workplace and in society.Replaces all previous equality legislation in England, Scotland & Wales:-Race Relations Act - the Disability Discrimination Act -Sex Discrimination Act - Equal Pay Act-Employment Equality (Age) Regulations

The protected characteristics (PC) are:age disabilitygender reassignment religion or beliefmarriage and civil partnership sexpregnancy and maternity racesexual orientation

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119

Equal Opportunities FactsEqual Opportunities Facts

Strong occupational segregation by race and gender still persists eg one in 4 Pakistani men is a taxi driver; one in 3 women is in a managerial job while more than ¾ of administrative jobs are done by women.

People with mental health problems face significant difficulties accessing work eg only 23% of people with depression are in employment.

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120

Equal Opportunities FactsEqual Opportunities Facts

Lesbian, gay or bisexual adults are twice as likely to report harassment, discrimination or other unfair treatment at work compared to other employees.

The gender pay gap widens significantly as a result of motherhood, with mothers with mid-level qualifications facing a 25% loss in lifetime earnings and those with no qualifications a 58% loss.

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121

The Equality Act 2010The Equality Act 2010

Replaced previous anti-discrimination laws with a single act

To make the law simplerTo remove inconsistenciesEasier for people to understand and

comply withStrengthened protection in some

situations

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122

AgeAge

Refers to a particular age or a range of ages

“I’m dismissing you because you’re 65”

“No applicant over 50 will be considered for this job”

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123

DisabilityDisabilityA physical or mental impairment and the

impairment has a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities.

Physical: eg arthritis, sciatica, diabetes, heart disease

Mental: eg depression and anxiety, learning difficulties, autism, Asperger’s syndrome

Long-term: 12 months, rest of life

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124

Gender reassignmentGender reassignmentPerson is proposing to undergo, is

undergoing or has undergone a process (or part of a process) for the purpose of reassigning the person’s sex by changing physiological or other attributes of sex.

Process does not need to be a medical procedure.

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125

RaceRaceIncludes: colour eg black or whiteNationality eg British, Columbian or SlovakianEthnic or national origins eg Roma or Irish traveller background

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126

Religion or beliefReligion or belief

Includes:

Any religion or philosophical beliefLack of religion or philosophical belief

Religions covered include:

ChristianityHinduismIslamJudaismSikhism

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127

Sexual orientationSexual orientation

Outlaws discrimination in employment based on sexual orientation towards:people of the same sex opposite sexthe same sex and the opposite sex

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tEQUAL PAY ACT 1970

I know. Probably a man!How’s it going? See someone

has put a largetowel in the coffee pot!

The Equal Pay Act of 1970 ensures that men and women, if they do the same or similar jobs, are paid the same.

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tHEALTH AND SAFETY AT

WORK ACTI think there’s been a breach of the Health and Safety at Work Act 1974.Work Act 1974

Employers must take responsibility for the health and safety of workers. Employees are expected to be responsible for their safety and the safety of others.

The main law which deals with health and safety is the Health and Safety at Work Act 1974.

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tHEALTH AND SAFETY AT

WORK ACT

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tNATIONAL MINIMUM

WAGE ACTEmployers are obliged to pay a minimum wage (Oct 2015) of:

21 and over 18 to 20 Under 18Apprentice*

£6.50 £5.13 £3.79 £2.73£6.50 an hour!! Idon’t think the business

can afford that. Och well,I’ll continue to develop my idea

for writing on black paper.

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tData Protection Act

This controls how your personal information is used by organisations, businesses or the government.

Everyone who is responsible for using data has to follow the ‘principles’, so that information is …. •used fairly and lawfully•used for limited, specifically stated purposes•used in a way that is adequate, relevant and not excessive•accurate•kept for no longer than is absolutely necessary•handled according to people’s data protection rights•kept safe and secure•not transferred outside the UK without adequate protection

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tAnswer a questionAnswer a question

Describe the purpose of:

the Health & Safety at Work Act 1974the Race Relations Act 1976the Equal Pay Act 1970

(3 marks) 2006

6 minutes

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tSolutionSolution

Health & Safety at Work Act 1974

States employers’ and employees’ duties with regard to health and safety. Employees have a duty to take care of their own health as well as that of other employees.

Race Relations Act 1976

Unlawful to discriminate on the grounds of race, colour, religion or ethnic origin with regard to recruitment, training, promotion or conditions of service.

Equal Pay Act 1970

All employees should receive the same rate of pay where work of equal value is undertaken.