Policy Document

Section One

AC 1.1

Companies now know that empowered and engaged workers can boost output and morale.

Understanding the most recent trends, tools, and methods for motivating and engaging people is

becoming increasingly important (Lartey, 2021, 136). The use of technology to increase

employee engagement is one of the most prominent trends. Its platforms, which include well-

liked applications, make it simple for staff members to participate in conversations and share

ideas. Additionally, one may make it possible for their staff to use mobile applications to submit

comments, report problems, and obtain company information. The usage of performance

management systems is another significant development. These solutions improve the

effectiveness of performance reviews and enable employees to offer input without worrying

about negative consequences. Technology can monitor growth and goal-setting, allowing

managers to rapidly spot areas where workers need additional training.

Businesses are starting to understand the value of benefits in the workplace. These consist of the

availability of wellness programs, flexible work schedules, and mental health assistance.

Organizations are also starting to understand how important diversity and inclusion are. Both are

necessary to develop an atmosphere where workers feel confident and empowered. In

conclusion, numerous recent advancements have been made in employee ownership and

engagement. To foster an atmosphere where employees feel valued and included, organizations
want to consider implementing new technologies, performance management programs, and

employee benefits initiatives (Lartey, 2021, 137). Increased morale, engagement, and production

may result from empowered and engaged workers.

AC 1.2

Employee participation and employee involvement are similar ideas yet differ slightly. Employee

involvement often refers to the employees' more active participation and input in decision-

making. The conducting of focus groups where employees are requested to share their thoughts

and offer feedback on a particular project or procedure is one example of an employee

involvement technique (Arifin et al., 2019, 43). This enables the workers to participate more

directly in decision-making, which helps foster connections and trust between management and

the workforce.

On the other hand, employee participation takes a more deceptive approach to interact with staff

and is frequently employed in the form of surveys and polls. Although this form of involvement

can still be successful in fostering relationships, it is more constrained because it does not

provide workers with a direct voice in decision-making (Arifin et al., 2019, 44). The input is

utilized to support decision-making and guarantee that the viewpoints of the personnel are taken

into account. The employees can offer their comments without feeling pressured or compelled to

commit to a certain course of action, which is one advantage of this indirect approach.

Overall, fostering relationships between management and employees can be accomplished

through both employee involvement and employee participation. But ultimately, the decision

between the two comes down to personal preference and what would work the best. Employee

involvement may be the most excellent option if a more direct strategy is required (Arifin et al.,
2019,45). However, employee participation might be preferable if a more indirect approach is

preferred.

A.C.1.3

Employee engagement is a critical factor for the success of any organization, and one

way to improve it is by using employee voice tools. These tools give workers a platform to

communicate with their employers and share their thoughts, which can provide employers with

useful insights about their staff and lead to a better work environment.

One type of employee voice tool is surveys. Surveys are easy to administer and provide

employers with quantifiable data that can be analyzed to gain insights into employee engagement

levels (Singh, 2019, 427). However, surveys have some limitations. They can be time-consuming

to design and administer. Focus groups are another employee voice tool that can be used to

engage employees. Focus groups provide employers with qualitative data that can be used to

develop more personalized and effective engagement strategies (Singh, 2019, 426). However,

focus groups can be costly and time-consuming. One-on-one talks are another approach to

employee voice. This approach involves employers getting to know their employees personally

and hearing their thoughts and opinions. This approach can help build trust and rapport between

employers and employees, leading to better communication and a more positive work

environment (Singh, 2019, 426). However, one-on-one talks can be time-consuming and may not

be feasible in larger organizations.

A.C.1.4

While employee voice can create a more positive work atmosphere and foster trust and

teamwork, it can also lead to conflict or even legal action if not handled properly (Edezaro, 2022,

5). Moreover, it can be challenging to measure the impact of employee voice on organizational

performance.

To ensure that employee voice tools are effective, companies must use them

appropriately and ethically. Employee input can be obtained through a variety of formal and

informal methods, including surveys, focus groups, one-on-one talks, team discussions, and

policy advocacy. These methods can help organizations gain a deeper understanding of

employee perspectives and needs, leading to better decision-making and improved performance.

However, when employees feel that their voice is not being heard, their motivation and

engagement can decrease, which negatively impact organizational performance.

By using employee voice tools appropriately and addressing employee concerns,

companies can foster a positive work environment and improve organizational performance.

A.C.1.5

The concept of "better-working lives" refers to a strategy aimed at improving the working

conditions of employees in order to create happier, healthier, and more effective workplaces.

This can be achieved by fostering a culture of communication, trust, and respect within the

organization, which can be accomplished through various techniques such as maintaining an

open-door policy, promoting constructive criticism and conversation, and creating clear policies
and procedures. The ultimate goal is to create an environment where employees are motivated to

perform their best and feel content with their work.

In addition to the above, companies should also strive to create a safe and supportive

work environment by ensuring physical safety, providing suitable training and development

opportunities, and promoting an inclusive and diverse culture. It's essential for businesses to

make sure that their employees have access to resources and assistance when needed, such as

employee assistance programs, counseling services, and health and wellbeing programs (Lious,

2021,65).
 Section 2

A.C.3.1

Under English law, employers must follow certain principles when dealing with

capability and misconduct issues that could lead to dismissal. Capability issues arise when an

employee is unable to perform their job duties to the expected standards. Misconduct issues can

be ordinary, involving unacceptable but not necessarily serious behavior, or gross, involving

serious behavior that could justify immediate dismissal.

In cases of capability, the employer must take reasonable steps to assist the employee in

improving their performance, such as providing training or support. Before considering

dismissal, the employer must provide the employee with clear information about the issues and

the opportunity to improve their performance (Government of the United Kingdom, 2020 2). An

example of a capability issue is when an employee, despite receiving training and support, is still

unable to perform their job duties to the expected standards.

In cases of misconduct, the employer must conduct a fair and thorough investigation to

determine the facts of the case. The employer must inform the employee of the allegations

against them, provide evidence, and allow the employee to present their defense. An example of

ordinary misconduct is repeated lateness or minor breaches of company policy, while an example

of gross misconduct is theft or physical violence in the workplace.

A.C. 3.2

Employee grievances are a serious issue that can negatively impact an organization's

productivity and well-being. Grievances refer to employee complaints and discontent with work

policies or conditions, which can arise from various causes.

One significant cause of employee grievances is a lack of job security. Employees who

feel that their jobs are insecure may become resentful and unhappy with their work environment,

leading to a decline in production, morale, and overall job satisfaction (Korsnes et al., 2020, 5) .

To prevent grievances related to job security, organizations can provide clear communication

about job expectations, opportunities for growth and development, and fair policies that ensure

job security. Inadequate pay is another major cause of employee grievances. Employees who feel

that their pay does not reflect the value of their job or workload may become resentful and

dissatisfied, which can result in lower motivation and productivity. Unjust treatment is another

common cause of employee grievances. Discrimination, favoritism, or other forms of unjust

treatment can make employees feel undervalued and demotivated. This can lead to a decline in

morale and overall job satisfaction. To prevent grievances related to unjust treatment,

organizations can create a culture of fairness and respect.

A.C.3.3

Procedures for resolving complaints and disciplinary actions are crucial for every

organization because they guarantee that all workers are treated fairly and that workplace

problems are handled professionally. First, a company needs to have a complaint and

disciplinary procedure that is both clear and efficient. This policy should provide precise

information on the expectations of the company and should define the various processes that an
employee must take to file a grievance or request disciplinary action (Price et al., 2021, 2). In

addition to having a clear policy, businesses must have knowledgeable staff who can manage

complaints and disciplinary actions. These employees ought to be knowledgeable about the

pertinent laws and rules and be ready to offer wise counsel and suggestions on how to deal with

any problems. Finally, businesses must ensure that any disciplinary or grievance action is

conducted promptly. The action calls for all complaints and disciplinary measures to be looked

into and resolved immediately. If a grievance or disciplinary action is not handled promptly, it

may result in further problems, including increased stress and maybe decreased productivity.

Disciplinary action is a necessary aspect of managing a team in any workplace. To

effectively carry out disciplinary action, there are several personal skills that a manager or

supervisor should possess. These include communication skills, conflict resolution, and active

listening. Good communication skills are important for delivering the disciplinary action in a

clear and concise manner, while also being empathetic and avoiding misunderstandings. Conflict

resolution skills are needed to manage any conflicts that may arise during the process, ensuring a

productive discussion. Active listening skills are also important to fully understand the

employee's perspective and provide a fair and just resolution.

A.C .3.4

Grievances are problems at work that need to be resolved. They can be about a variety of

things, including disagreements between coworkers, claims of discrimination, or unfair

treatment. Effective grievance management is crucial because it can preserve employee morale,

minimize workplace productivity disruptions, and safeguard against further issues.

 Effective grievance management guarantees that staff members believe their problems

are taken seriously and are being addressed. This shows staff members that the company respects

their concerns and is prepared to take action to manage them. Effective grievance management

can also stop problems from emerging in the future (Monish, 2022, 261). Failing to handle a

grievance effectively can have serious negative implications for both the organization and the

employees involved. If employees feel that their concerns are not being addressed, this can lead

to decreased morale and disengagement, which can impact productivity and job satisfaction.

Furthermore, if employees do not feel heard or supported, this can lead to a decrease in trust and

a breakdown in communication between employees and management. It is essential that

grievances are handled with care, sensitivity, and efficiency to ensure a fair and just resolution,

and to prevent any negative implications that may arise.

 Advisory Briefing Note

AC 2.1

Conflict within an organization occurs when two or more parties disagree. Conflict could

result from miscommunication or conflicting objectives for a specific work or project. Any

organization will have conflict naturally, and when it is correctly managed, it can result in

creative solutions and better performance (Hann and Nash, 2019, 2). Misbehavior is a type of

aberrant behavior that deviates from the organization's norms. Bullying, harassment, and

prejudice are a few examples of improper behavior. Organizational conflict and misbehavior are

distinct from one another since the former occurs within permissible behavior parameters while

the latter deviates from the norm.

Informal conflict is a disagreement between two or more persons in a company that is not

acknowledged or handled by the company. It usually involves a quarrel between two people

who, despite still working together, have different opinions on specific topics. Informal conflicts

can arise from disagreements between coworkers over one particular project or subject or from

personal differences between two people (Hann and Nash, 2019, 6). A formal conflict is a

disagreement acknowledged and handled by the organization between two or more individuals

working there. It usually involves a dispute that cannot be settled amicably between two or more

parties. Formal processes like arbitration, mediation, and talks are typically used to resolve

formal conflicts.

AC.2.2

Employees who perform official employee actions are approved and supported by their

company or organization. Official actions refer to formal measures taken by an organization,

government or other entities that have legal or regulatory authority. These actions are typically

documented and can have legal consequences. Following a chain of command, finishing duties

within a deadline, abiding by safety procedures, and engaging in team-building exercises are

examples of official employee behavior.

Any activity conducted by employees that is not sanctioned or approved by the company,

including participating in activities other than those required by the job, is referred to as an

unofficial employee action that includes speaking out against business rules, working on

personal projects while at work, participating in political causes, and participating in activities

that could harm the employer's reputation (Saslaw et al., 2019, 20).

AC.2.3

The increased use of economic sanctions is one of the most obvious new developments in

industrial sanctions. As nations strive to exert economic and political pressure on targeted

nations, economic sanctions are becoming more common and effective. A recent example is the

industrial action done by The New York Times employees on the 8th of December 2022. The

industrial action represents a trend of shorter industrial actions in the US, considering that it only

took 24 hours. The mass action was done by a total of 1,100 employees over wages and remote-

work policies (Fortune, 2022). The large mass of people involved and the minimal duration of

the mass action made it more efficient. Similar scenes are anticipated in the UK, where the

Public and Commercial Services Union (PCS) announced a strike scheduled for the 28th April,

with more than 133,000 civil and public servants expected to take part.

In recent years, there has been an increase in strike action across different industries in

several countries. For instance, in the United States, there were 25 major work stoppages in
2019, involving nearly 425,000 workers, which was the highest number since 2001. While the

number of strikes has increased in some countries, the duration of each strike has decreased.

According to data from the International Labor Organization (ILO), the average duration of

strikes has decreased globally from 6.5 days in the 1980s to 3.6 days in the 2010s. Some possible

explanations include changes in labor laws, economic conditions, and shifts in public attitudes

towards unions and collective bargaining.

AC.2.4

Arbitration, mediation, and third-party conciliation are all examples of alternative conflict

resolution (ADR). Third-party conciliation is a type of ADR in which a conciliator a neutral third

party assists two or more parties to a dispute in coming to an amicable conclusion. The

conciliator does not make choices on behalf of the parties; instead, they help them communicate

and offer viable solutions. In mediation, a neutral third party (the "mediator") assists two or more

parties in resolving a dispute in reaching a mutually acceptable resolution via mediation, a type

of ADR. In contrast to a conciliator, a mediator can impose a resolution on the parties, albeit this

is rarely done. The mediator helps the parties reach a mutually agreeable agreement (Potočnik et

al., 2019, 330). If the parties cannot agree on their own, the resolution may be used as evidence

in court but is not required to be legally binding. In arbitration, a neutral third party, known as an

arbitrator, renders a binding ruling about a dispute. This ruling can be made legally binding with

the consent of both parties.

AC.4.1

The resolution of disputes between employers and employees is governed by collective

labour legislation. Employers and employees must be aware of their rights and obligations under
collective employment law, which is a complicated and significant area of the law (Vinković,

2022, 197). The collective employment law of the UK provides laws, policies and procedures

concerning collective worker consultation, organization, trade unionization, collective

bargaining, and industrial actions. These laws make it easy for workers to negotiate their

employment terms and conditions with their employers, who in many cases are beyond their

hierarchical reach.

Some relevant provisions related to UK labor law include the statutory recognition

process and picketing. The relevant law in the UK is the Trade Union and Labour Relations

(Consolidation) Act 1992. Under this act, trade unions can apply for recognition if they can

demonstrate that they have the support of a certain percentage of the workforce. If the employer

refuses recognition, the matter can be referred to the Central Arbitration Committee (CAC) for a

decision. The relevant law in the UK is the Trade Union and Labour Relations (Consolidation)

Act 1992. The act sets out rules on picketing, such as requiring the trade union to appoint a

picket supervisor and informing the police in advance. The picket must be peaceful and not block

access to the workplace.

AC.4.2

The acknowledgment of employee rights at work and the participation of employees in

decision-making and collective bargaining are examples of employee representation. When a

group of workers collectively organize a union and negotiate with their employer, this is referred

to as union employee representation (Dobbins et al., 2022, 2). Unions can bargain for improved

pay, benefits, and working conditions for their members through collective bargaining. Union

membership is declining in the United States, but its influence is still very powerful.
 When an individual employee or a group of employees directly approach the employer to

request improved pay, benefits, and working conditions, that is known as non-union employee

representation. Forms of employee representation that are union and non-union have different

advantages and disadvantages (Dobbins et al., 2022, 3). Although they can be expensive and

time-consuming to organize and operate, unions can negotiate for better pay, benefits, and

working conditions for their members. Non-union employee representation is less expensive and

time-consuming to set up, but it also has less negotiating strength when improving individual

employees' pay, benefits, and working conditions.

An employee body is a group or entity that represents the interests of employees within

an organization. This can take the form of a union or non-union representation. Unionized

workers may pay union dues to support their union's activities and may engage in collective

bargaining to establish contracts that set terms and conditions of employment. Non-union groups

are groups of employees who are elected to represent their colleagues on workplace issues, such

as working conditions, health and safety, and training opportunities. The primary difference

between union and non-union representation is the level of collective bargaining power that

employees have.

AC 4.3

In the labor market, collective bargaining is crucial for employees to discuss

compensation and working conditions with their employers. Workers and employers meet to

discuss and negotiate the specifics of the collective bargaining agreement during the collective

bargaining process (Julius, 2020, 3). The first benefit is that it gives employees a voice at work.

Second, collective bargaining enables employers and employees to agree on how to resolve
disputes at work. Third, collective bargaining can also improve working conditions because

when employers are aware that a union represents their employees, they may be more inclined to

spend money on better tools, offer better training, and increase safety.
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