3MER SUPPORTING GOOD PRACTICE IN MANAGING EMPLOYMENT RELATIONS

 Unit Overview

MER unit of cipd level 3 helps students understand how to manage employee relations and build strong relationships between employers and employees in CIPD's lesson on the subject. Participants in this module, who are HR professionals, will have a better understanding of their role in helping employees know what their rights are at work and what they need to do to foster a relationship with them. Employers' well-being is prioritised in this subject, which examines how employment regulations are implemented in the workplace. 

This has to do with the companies' responsibility to provide their employees with a range of work options. A company with a good atmosphere for employee relations is considered to be in excellent health, and it tries to take its workers' well-being into account. Taking this view means that workers should be given the opportunity to communicate openly and effectively with their supervisors about any difficulties that may affect their well-being or their ability to contribute to the company's achievement of its goals.

Learning Outcome 

After finishing the module, the students should do the following:

• Understand the internal and external elements that influence employee relations and how they interact with one another
• Understand and be able to distinguish between different sorts of employment status
• Learn about the legal rights of employees, as well as the law that pertains to achieving a healthy work-life balance, in this course.
• Learn about the laws that prohibit discrimination, harassment, and victimisation against employees.
• Be familiar with the concept of a psychological contract as well as real examples of policies and procedures that can be used to support this concept.
• Understand the difficulties that will need to be handled when the work relationship comes to an end.

Influences on employee-management relationships

An organization's internal and external relations are intertwined. Employee relations are impacted by both internal and external factors, both of which are under the control of management and the organisation as a whole. An internal issue could be anything from the company's ethos, which dictates how employees should behave, to their salary. Examples of external influences include technological and societal issues, as well as competition in the industry in which the organisation operates (Noe et al., 2017).

Status of employment

Employees are employed in a variety of ways, including on a permanent contract, on a temporary basis, or on a fixed-term basis. Be aware of the conditions of employment in an organisation and be sure to explain the terms of employment to the employees you're hiring at this course. A confrontation between the HR and the employees can be avoided by this. When employees understand their employment contracts, they learn about their legal rights, which is critical to fostering a healthy work environment. As a result, employees are better equipped to understand their roles and responsibilities inside the company. Students who take this course should make it a point to learn as much as possible about employment contracts so that they can better assist their coworkers in understanding and contributing to the smooth operation of the company where they work.

Rights of employees

This lesson sheds light on the obligations employers have to protect their employees' rights and responsibilities. There are laws in place to ensure that employers do not take advantage of their position to disregard the rights of employees. In the United Kingdom, for instance, laws have been enacted governing employee work hours, yearly leave, sick leave, and even maternity leave. These laws serve as a framework for businesses to follow when it comes to how they handle their employees under various work conditions. Learners should be aware of the importance of employees' rights in improving employee happiness since it helps companies maintain a decent work-life balance.

Employers have a responsibility to ensure that all employees are paid fairly and equally. This means that no employee should be treated differently because of how much money they make at the company.

Harassment of any kind, as well as victimisation

A student's obligation is to ensure that he or she is aware of the laws governing employment discrimination, harassment, and victimisation. Discrimination on the basis of a person's gender, age, ability, race, religion, culture, or sexual orientation is against the law in the workplace. This is a critical factor in ensuring that all employees are treated fairly and that workplace relations can improve as a result (Sharma and Mann, 2018). Students should be able to tell the difference between direct and indirect forms of discrimination, as well as the ramifications that each has on the working relationships of their colleagues. In order to guarantee that students are aware of the scenarios in which they should not harass or victimise their coworkers, it is important to discuss harassment and victimisation.

Contract of the mind

The term "psychological contract" is used to describe the relationship between an employee and their employer. Learners of the employee relations module should be familiar with this notion in order to better understand the workplace behaviour of both sides. Despite the fact that the legal contract and the psychological contract are distinct, it is crucial for HR specialists to understand that they must build a common understanding with their employees in order to foster a sense of trust between them.

Employment contracts can be terminated.

There are protocols that must be followed by HR practitioners in order to ensure that employee contracts are terminated in a favourable way. As a result, human resources must become familiar with state and federal regulations governing the termination of employees. When ending a contract, HR should consider conducting exit interviews as a strategy. In the event of redundancies, HR experts should use positive ideas to engage employees and take the proper steps to improve the relationship between the organisation and the employees who are leaving and those who are staying.