Cipd supporting good practice in managing employee relations

For example at Pershing, a line manager promised full responsibility on a project to an employee but did not deliver, therefore the trust was affected, the psychological contract was broken resulting in decreased loyalty, lack of discretionary effort and an earlier exit.

Come up with new ideas A pleasant and safe working environment The psychological contract is rarely explicitly discussed. Indeed there is now evidence that states a company takes at least 2 years to fully recover from a period of redundancy. It is good practice to allow the employee to appeal against the decision to make their positionredundant.

Key elements of good practice include job design, skills development, and a climate of regular, consistent consultation and involvement.

Ways in which this can be done are: The function of the psychological contract is to reduce insecurity, as not all aspects of the employment relationship are addressed in a formal written contract; the psychological contract is a concept that attempts to balance mutual expectations and encourage discretionary effort.

Direct costs include redundancy payments, cost of recruitment and training in the future if the business recovers. This is the most common status, and applies to the largest group of people in the workplace. Legalisation plays a vital role on how work-life balance can be implemented.

Maternity allows female employees to have the basic rights including, time off for anti natal care, not to be unfairly dismissed, and the choice to return to work after their child has been born. The key stages that need to be implemented and followed for the redundancy procedure to go smoothly are as follows: After a redundancy has been carried out, employees can often feel deflated, so at Pershing advice is offered on seeking alternative employment and in some cases counseling is suggested.

If redundancy occurs employees will be informed in writing and be given an explanation of the redundancy payment that they will receive. The organisation is then better placed to delivery on its aim to be.

It is best practice to provide a positive psychological contract based on trust and fairness, tied into an organisational culture that delivers positive outcomes linked to performance. An employee is entitled to a four week trial period in the new role — and if there is an agreement that the new role is not working, then the situation reverts back to redundancy.

The organisation can invite people to apply for voluntary redundancy; however the organisation does not have to accept their application. At Pershing this is seen in the form of a change to working hours, working times, and which location the employee is based. At Pershing we believe that it is important for employees to be able to balance their life at work and at home, as having an equal balance can lead to a motivated and retained workforce.

The meaning of merit [internet], http: Improve the chances of successfully obtaining and transferring useful knowledge, contacts, insights, tips and experience, from the departing employee to all those needing to know it, especially successors and replacements.


Employees can be badly affected by redundancy and need support to accept reality and mount an effective job search. By having strong organisational policies and practices in place, Pershing are more able to support and maintain a healthy psychological contract, which results in employees feeling motivated, high performance levels and reduced absenteeism.

This should be followed by at least one further consultation meeting, depending on what the employee has to say. As the employer we must be seen to consider any argument that the employee puts forward.Documents Similar To Supporting Good Practice in Managing Employment Relations Supporting-Good-Practice-in-Performance-and-Reward-Management 5/5(7).

3MER Supporting Good Practice in Managing Employment Relations A Guidance leaflet CIPD 3MER Supporting Good Practice in Managing Employment. My Account. Search. Therefore it is essential that a business identifies any issues that can impact on employee relations as soon as possible.

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Supporting Good Practice in Managing Employee Relations

Supporting Good Practice in Managing Employee Relations. Aim The aim/objectives of this assignment are to explore employee relations in detail, including the psychological contract, differences between fair and unfair dismissals, redundancy, and the direct link to.

CIPD Foundation 3MER Page 1 of 4 Supporting Good Practice in Managing Employment Relations Purpose and aim of unit Managing the employment relationship effectively is a key part of the role of the human resources (HR).

CIPD HR ASSESSMENT 3MER FA_HR Supporting Good Practice in Managing Employee Relations 2 internal factors. Cipd Supporting Good Practice In Managing Employee Relations. 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.

Managing the employment relationship

Establishing and maintaining good .

Cipd supporting good practice in managing employee relations
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