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Solution
Table of Contents
1.1 Employee Voice and Engagement 7
1.2 Employee involvement and participation. 7
1.3 Employee voice tools and approaches of employee engagement. 9
Employee Engagement Approaches. 10
1.4 Employee voice and organisational performance. 10
1.5 Better working lives and designed. 11
2.1 Organisation conflict and misbehaviour; informal and formal conflicts. 11
Formal and informal conflicts. 12
2.2 Official and Unofficial Employee Action. 12
2.3 Emerging trends in Conflicts and Industrial Sanctions. 13
2.4 Third Party Conciliation, Mediation and Arbitration. 14
3.1 Unfair dismissal, capability and misconduct. 16
3.2 Employees Grievances Cause. 17
3.3 Skills for Grievance and Discipline Handling. 18
3.4 Importance of handling grievances. 18
4.1 Collective Employment Law.. 18
4.2 Employee bodies, unions, and non-union forms. 19
4.3 Collective Bargaining and Implementation. 20
Section 1
1.1 Employee Voice and Engagement
Employee Voice
Adopting the definition of CIPD (2024), employee voice entail the process followed in people communicating their views to their employer and influence on issues impacting them in their roles. Conversely, employees benefit from a positive self-expression of their voice hence feeling valued, increase in job satisfaction, higher influence and better development opportunities. For GO Quest, the issues identified as including conflicting in roles and discipline issues would be resolved by having the employees voice.
For the trend, transition from use of suggestion boxes to use of annual pulse-check surveys is evident (Azevedo et al., 2021). This transition is meant to improve the ability to gather appropriate employees feedback and as such improved commitment in their assigned functions. Further, the process improve overall voice offering opportunities of an increased application of Zoom and Microsoft Teams to share issues which affect staff performance.
Employees Engagement
Through the application of Khan earliest definition of engagement, CIPD (2023) identify it as how individuals are expressing themselves physically, cognitively and emotionally in their interactions. For example, for Go Quest organisation, through a successful employees engagement, there would be a possibility of guaranteeing an increase in engagement.
A recent trend is the increase in direct participation (Baran & Sypniewska, 2020). This is evidenced by the employees having an influence on making of decisions and evaluating assigned roles. This trend is identified in People managing people (2023) where the report note that 30% of organisations are preferring to work on direct participation where they access to information of managing issues which affect them in their workplace.
1.2 Employee involvement and participation
Similarities– Employees involvement (EI) and Participation (EP) are appropriately used in building better relations of employees and employers. According to Yaquot et al. (2021) the rationale of this is fostering a sense of owning the organisation processes and feeling involved in organisation operations. Nevertheless, lack of an appropriate implementation would mean ineffective outcomes in the organisation. Further, application of suggestion boxes cannot necessarily be engaging all employees with work committees often lacking detailed approaches.
Differences– Employees involvement normally focus on receiving a direct feedback in order to offer the employees with a voice and improve the communication of employees and employers. Conversely, employee participation focus on representation by attending to work committees for discussing issues impacting on work conditions. The suggestion boxes which are used in the employees involvement prioritise on individualised input from the employees with work committees in EP facilitating holistic group discussions.
Building Relationships
Employees Involvement– According to CIPD (2023a) the employees involvement occurs in an event the employees take part in core management meetings. For GO Quest for example, this can contribute to improvement of staff knowledge, skills development and improving the overall performance.
For building relationships, van Assen (2021) note that EI play a core role in building and maintaining healthy workplace relationships. By EI, sense of ownership is similarly evident in workplace as a major determining factor for the healthy relationships. However, a negative implication of this is the suggestion boxes being inefficient in regard to maintaining the developed relationships in the organisation.
Employees Participation– this is identified as a process followed to solicit input from the employees and offering them with a major influence over decisions impacting them in their workplace. It offers an appropriate chance for active inclusion in their structures including suggestion systems, problem solving and representative committees for incorporating employee voice (CIPD, 2024).
To build relationships, employee participation guide different members of committees in different entities to guide their operations. This is in line with Industrial Disputes Act 2021 (Ukokhe & Florah, 2022) applied in local articulation of employees challenges in their local business environment. The work committees are successful in roles attainment when genuine expression of the various parties is evident evidencing the relevance of workplace relations. Further, negatively, other than fulfilment of the different roles assigned in these work committees, they can lack holistic strategies of developing relations.
1.3 Employee voice tools and approaches of employee engagement
Employee voice tools
Online Surveys– These are defined in Ashiru et al. (2022) as quantitative strategy for sourcing employees voice. The relevance of using surveys is for guiding closed-ended questioning of the employees to acquire their perceptions on different areas of their working. The strengths linked with the use of surveys include low costs incurred to implement, straightforwardness in their application and ease of getting appropriate results. The disadvantages however entail lacking an opportunity to question or probe detailed issues which arise.
In terms of appropriateness, online surveys can be used in GO Quest to describe and explain characteristics of different groups in workplace or multiple groups. As evidenced in Li et al. (2022) the rationale of this is for prompt obtaining of generalised information regarding the employees voice.
Idea Streets– This comprise of the modern and highly developed type of suggestion boxes. According to Bain et al. (2021), the employees ideas are provided by use of online-based platforms where evaluation and voting for or against the raised issues by different team members is achieved. By sourcing multiple ideas, distinct views are encouraged and selection of best view acknowledged and allowed.
The advantages of using idea streets entail convenience and providing a chance for anonymous data and sense of belonging in generating honest outcomes. In regard to disadvantages, Morrison (2023) highlight that it is not coordinated well which is particularly evident when handling individual based cases.
Idea streets are best used in an event needs arises to encourage staff to have strong say/input in their organisation decision making process. Additionally, it is used to differentiate actions and strategies and as such successfully implemented.
Suggestion Schemes– As evidenced in Mowbray et al. (2022), this employee voice tool is used as a formal-based strategy to encourage staff to raise their views to manage or avoid issues in their working area. In Go Quest, suggestion schemes could be used for encouraging their employees in sharing of ideas, identifying areas to improve and manage challenges.
The advantages of this approach entail offering a support to develop a culture of continuous improvement process and involvement of all employees. The disadvantages are biased outcomes particularly when the employees are not willing to disclose what is ailing them in their organisation.
The appropriateness, they are better used to tap into a broad pool of knowledge and sharing ideas which are different for the various employees. In GO Quest for example, this can include appropriately management of the customer service issues which have already been noted in the case as a huge limitation in their performance.
Employee Engagement Approaches
Team Meetings– In EE, this is used to bring different people together to brainstorm on the organisation success in its operations and also appreciating best practice in meeting organisation targets. The strengths of use of this approach include detailed in nature in terms of the issues solved and effective in integrating ideas from different people with productivity increased (Chanana & Sangeeta, 2021). The disadvantage of this approach include requiring immense amount of time and resources which would have otherwise be used in performance.
For appropriateness, team meetings are best used when need arise for establishing an organisation culture which is dependent on continuous improvement for acquiring a high-level engagement.
Focus Groups– As part of the employees engagement, the focus groups entail inclusion of approximately 10 individuals who come together to share views and ideas with detailed feedback sourced. The series of discussion pursued is guided by a moderator who assist reviewing of core issues (Bailey, 2022). The strengths of this approach entail being detailed or holistic in its application. Also, it is not dependable with data use being limited.
In employee engagement, this method is most appropriate for use to improve active and open-based engagement on various issues with mutual respect for all achieved.
1.4 Employee voice and organisational performance
In Badru et al. (2022) study, a direct relationship of employee voice and organisation performance has been provided. Also, Ullah et al. (2020) has identified on the view that by improving the employees voice through direct participation, organisation performance is improved by providing a chance to employees to make most appropriate decision and control of how jobs are implemented. It is in this regard that Bhuiyan et al. (2020) recommended on use of employees representatives go guide employees voice in performance by ensuring staff are recognised for their input in their organisation.
Considering direct participation and employee representatives, it has an impact on organisation performance impacted largely by different external players. Albeit of direct participation theoretically facilitating staff influence in decisions and workplace strategies with management playing the role of making core decisions. For the cons, there is a possibility of employees misusing the opportunities for expressing their opinions. Also, employee voice is used as a process of venting their frustrations as opposed to constructive contribution. Cumulatively, this affects negatively the organisation performance.
In conclusion, from my own understanding, employee voice is directly related to organisation performance. Nevertheless, there exist different external pressures and influence which affect their success. Also, there are also difficulties in measurement of performance, variations in approaches of voice in practice and impacts of other variables. Therefore, the people practice professionals must show Genuity in employee voice, challenges management and successful staff voice.
1.5 Better working lives and designed
In line with CIPD (2023b) report findings, better working lives are noted to champion better working lives to all people. This is by enhancing people practices functions to ensure individuals, societies and economies have mutual benefits. There are different dimensions of better working lives including pay and benefits, contract development, job designs, working life balances, work relationship, health and wellbeing. The 7 CIPD Wellbeing dimensions evidence the presence of good work environment.
The importance of better working lives is enhancing the relevant work environment which evidence the scope of commitment of the organisation to people culture while staff having their priority to employees (Tuzovic & Kabadayi, 2021).
To design better work lives, the best strategy entail;
Address of overall inequality which are in place in an entity pay structure. This is at the same time providing non-pension benefits such as paid leave for entire employees.
Section 2
2.1 Organisation conflict and misbehaviour; informal and formal conflicts
Conflict and Misbehaviour
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