....1 Aims and objectives of employment regulation Origins of employment law date back to the 14th century, with the first labour legislation, the Ordinance of Labourers, being passed in 1349. It maintained wages at rates to be fixed from time to time by justice of the peace. However, it is not really until the early 19th century that we see a significant increase in change in employment law, and an ever-increasing speed of change and innovation, giving more and more legal protection to workers. Laws are critical to every society in every country and in Britain we have three main varieties of law at work; statute laws, European laws and common laws. Statute law is government lead. Made either directly through passing of Acts of Parliament, or indirectly through the creation of statuary Instruments that contain rules and regulations. On an annual basis government will generally create around one hundred laws through Acts of Parliament, and around two hundred thousand statutory Instruments. European law can often override national laws of those countries who have chosen to join the European Union. Britain joined in 1973, therefore agreeing to be subject to European Community Laws. Hugely important to development of the English Legal System, Common Law has developed over centuries from judgements given in courts. The judge sets the precedent for future laws by its interpretation and ruling, which are then usually used in similar cases with similar facts. 1.2 The role played...
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...Management. With regards to ‘Reward Intelligence’ and the use of ‘Strategic Rewards’ both come from the core of the company. From a Human Resources professional view point, key factors surrounding the ‘Ultimate Reward Package’ can include bottom line profit along with what type company holds the employment. The general corporate values of the company and on going ‘employer and employee expectations and over all relationship. The term ‘reward’ generally covers a wide range from financial packages made to the employees to pensions, annual paid leave and further cash incentives such as bonuses. These financial packages (reward package / benefits) would be classed as Extrinsic rewards. Rewards can also include small incentives such as for example; leaving work early every Wednesday to attend an appointment as you are in early most days for work. This could be classed as a small incentive and become the norm for some employees. Although this sort of incentive would not be written in a contract of employment it can be classed as a ‘Psychological Contract’ thus defining ‘the perceptions of the two parties, employee and employer, of what their mutual obligations are towards each other' (“CIPD, The psychological contract” July 2014). This could also be defined as an Intrinsic reward. Key factors surrounding the reward environment can occasionally depend upon the employee. Of what said employee may class as either an incentive and or reward. Non financial rewards may be important to...
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...Student 12199710 University of South Wales Abstract This paper focuses on the effect that temporary employment such as zero hour contracts have on the wellbeing of employees, it gives a brief definition of what a zero hour contract is, and how they have changed throughout the years eg how they were used in previous years before being called zero hour contracts, why the use of zero hour contracts is on the rise in the UK business market, and investigates the benefits and detriments of these contracts in regards to employees, it will also look at the financial benefits to the employers who use these contracts, and the type of culture that surrounds the employees who are employed on these contracts, It will also investigate what the government plan to do once their consultation is complete to help individuals on these contracts. Introduction This paper provides a brief definition of what a zero hour contract is, an employee perspective on the benefits and detriments of the use of zero hour contracts. The effect on the employee’s wellbeing whilst employed on said contracts, and also what sort of organisational culture surrounds those on zero hour contracts, how this in turn may have an effect on their wellbeing. Why the use of zero hour contracts are on the rise, and so prevalent in the UK market, it will also investigate what the government plan to do once their consultation is complete to help individuals on these contracts. The aim of this research...
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...HUMAN Md. Shahidul Islam RESOURCES Program: MBA (Regular) MANAGEMENT Semester: Fall 2011 ID: 136-34-22 The Chartered Institute of Personnel and Development (CIPD): The Chartered Institute of Personnel and Development (CIPD) is Europe's largest HR and development professional body. As an internationally recognised brand with over 135,000 members across 120 countries, we pride ourselves on supporting and developing those responsible for the management and development of people within organisations. We know what good HR looks like and what you need to know and do at every stage of your HR career, wherever you are in the world. With over 135,000 individual members we’re in the business of supporting you to keep up to date with the latest thinking and best practice, as well as providing you with products and services to help you do your job including: . CIPD has links with over 100 similar global institutions and associations and are active members of the World Federation of People Management Associations (WFPMA), the European Association for People Management (EAPM) and the International Federation of Training and Development Organisations CIPD is setting global standards for HR and supporting the development of HR professionals and building HR capability within organisations around the world. Our members represent over 120 countries throughout the world and are supported by a network of 48 branches, led by volunteers, in the UK and Ireland. There’s...
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...ACTIVITY 1 1.1. Explain the knowledge, skills, and behaviours required to be effective in an identified HR or L&D role Jackie Orme, ex-chief executive of CIPD said: “The HR profession is changing. More will be required of the HR professional of the future, and today’s practitioners need to be equipped with the capabilities to meet these demands. Roles are more diverse, career paths more complicated and the capacity to impact on the strategic future of the business greater than ever before” As part of the overhaul, the CIPD has introduced an HR Professional Map (HRMP), which will set out the new foundations for professional competency in HR and the criteria for new and revised CIPD qualification. The map highlights 10 professional areas at four different levels and the eight key behaviours HR professionals need to operate. CIPD’s HRPM sets out the activities, knowledge and behaviour needed for success. Use the standards in the CIPD HRPM for professionals and their organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership The 2 core professional areas: The HRPM has two cores sitting at its heart – Insights, strategies and solutions and Leading HR. The cores are the building blocks of a successful HR career irrespective of the role, location and stage of the career. The cores combine strategies for sustainable organisational performance...
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...this problem have been to slightly increase the employee’s wages, in the hope that they would respond by increasing their effort. However in the UK, nearing the end of the nineteenth century, firms such as Cadburys and Quakers began providing accommodation and education for their workers (Wilton, 2011). This marked the initial shift in the nature of the employment relationship, and drawing on Maslow’s hierarchy of needs it can be seen that this would help satisfy the two basic tiers of ‘psychological’ and ‘safety’ (Maslow, 1954). This essay aims to critically evaluate the concept of the psychological contract, then analyse why in managing the modern day employment relationship and understanding of the psychological contract is important, relevant theories and academic models will be used where appropriate. The question will be addressed in three sections; firstly the concept and history of the psychological contract will be briefly covered, secondly and critical focus will be shown towards the concept of the contract, and finally we will examine the practicality of utilising the contract to manage the contemporary employment relationship. The concept of the psychological contract was initially termed and documented by Chris Argyris in 1960 (Argyris, 1960), later being described as “A set of unwritten reciprocal expectations between an individual employee and organisation” (Schein, 1978, p. 48). Blau suggests that the psychological contract uses social...
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...The CIPD Profession Map consists of eight behaviours, eight specialist professional areas, and two core professional areas which are in the centre of the map. The HR Profession Map also includes bandings. Each area is set out in four bands, which enables you to check your level of professional competence in your current role. The HR Profession Map helps determine the required strategies, behaviours and planning needed to have a successful career in HR. “The concept is simple. Covering ten professional areas and eight behaviours set out in four bands of competence, CIPD’s HR Profession Map sets out the activities, knowledge and behaviour needed for success.” (Charity-Works 2015) The eight Professional Areas on the map detect the specific activities and knowledge you need based on your competency in HR which would allow you to have an idea of the banding you currently come under on the HR Profession Map. Throughout your HR Career you are bound to face transitional changes in your competence which in effect will change your banding on the HR Profession Map. “The 10 Professional areas describe what you need to do (activities) and what you need to know (knowledge) for each area of the HR profession at four bands of professional competence.” (CIPD, 2015) In the centre of the HR Map you have the two core professionals which include insights, Strategy and Solutions and Leading HR. Most HR Professionals works deeply into developing their staff, leading your team and looking at potential...
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...P. (2004) (3rd edition) The Dynamics of Employee Relations Basingstoke: Macmillan. Rose, E. (2008) (3rd edition) Employment Relations London: Prentice Hall. Recommended Ackers, P, Smith, C. & Smith, P. (1996) The New Workplace and Trade Unionism London: Routledge. Ackers, P. & Wilson, A. (2003) (eds.) Understanding Work & Employment: Industrial Relations in Transition Oxford: OUP. Cully, M., Woodland, S., O’Reilly, A. and Dix, G. (1999). Britain at Work: As Depicted by the 1998 Workplace Employee Relations Survey. London: Routledge. Daniels, K (2006) Employee Relations in Organisational Context London: CIPD Edwards, P (2003) (ed.) (2nd edition) Industrial Relations: Theory and Practice Oxford: Blackwell Publishing. Fairbrother, P. (2000) Trade Unions at the Crossroads London: Mansell. Gennard, J., Judge, G. (2010) (5th Edition), Employee Relations, CIPD, London Heery, E. and Salmon, J. (2000). The Insecure Workforce London: Routledge. Hollinshead, P., Nicholls, P. & Tailby, S. (2003) (eds.) (2nd edition) Employee Relations London: FT Pitman. Hyman, R. (1975) Industrial Relations: A Marxist Introduction Basingstoke: Macmillan. Kelly, J. (1998) Rethinking Industrial Relations London: Routledge. Kersley, B. Alpin, C. Forth, J. Bryson, A. Bewley, H. Dix,G. Oxenbridge, S. (2004) Inside the Workplace: First Findings from the 2004 Workplace Employment Relations Survey (WERS 2004) London: DTI Kessler, S. & Bayliss, F. (1998) (3rd edition) Contemporary British Industrial...
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...zerohours contracts 4. Zero-hours contracts and jobseeker benefits 5. Coalition Government review of zero-hours contracts 6. Coalition Government consultations 7. Small Business, Enterprise and Employment Act 2015 8. Draft Regulations 9. Opposition proposals prior to the 2015 General Election 10. Scottish Affairs Committee report 11. Comment www.parliament.uk/commons-library | intranet.parliament.uk/commons-library | papers@parliament.uk | @commonslibrary Number 06553, 10 November 2015 Contents Summary 3 1. Introduction 4 2. 2.1 The prevalence of zero-hours contracts Number of people employed Estimates from the Labour Force Survey Estimates from other sources Prevalence by business size and sector Health and social care sector Further and higher education sector Characteristics of people on employed on zero-hours contracts 5 5 5 6 6 7 8 8 2.2 2.3 3. 3.1 The legal implications of zero-hours contracts Zero-hours contracts and employment status The reality of the agreement 10 10 11 4. Zero-hours contracts and jobseeker benefits 13 5. Coalition Government review of zero-hours contracts 14 6. 6.1 6.2 Coalition Government consultations Consultation outcome: banning exclusivity clauses Consultation on banning exclusivity clauses 16 16 17 7. Small Business, Enterprise and Employment Act 2015 18 8. Draft Regulations 19 9. 9.1 9.2 9.3 Opposition proposals prior to the 2015 General Election The Pickavance Report Private Members’ Bill Labour Party Manifesto 2015 20...
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...------------------------------------------------- What is the process of selecting candidates? Selecting candidates involves two main processes: shortlisting, and assessing applicants to decide who should be made a job offer. It is a crucial stage in the overall recruitment process. This factsheet focuses on interviewing, psychometric testing and assessment centres. * For more on recruitment generally, see our factsheet Candidates’ applications may arrive as a curriculum vitae (CV) or an application form. Whatever form they are in, it’s important to make sure that everyone involved in the selection process, from the shortlisting stage onwards, understands not just the need to avoid unfair discrimination and the potential risk to the organisation’s reputation should a candidate make a tribunal claim, but the benefits a diverse workforce can bring to an organisation. Technology plays an increasingly important role in recruitment ranging from attracting candidates through to the selection process. Online recruitment can mean employers receive large numbers of applications from unsuitable candidates, but there are tools and techniques that can help slim down the number of potential candidates. A range of different methods can be used to assess candidates. Some are more reliable than others in terms of predicting performance in the job, and some are easier and cheaper to administer than others. Whatever method is used, recruiters should tell candidates in advance what to...
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...Development record NAME: James Markerera COVERING THE PERIOD FROM: September MEMBERSHIP NUMBER: TO: 54354341 August This record sheet is for your guidance only – you may present your development record in any other format. Key dates What did you do? Why? September Attended the Diploma in HRM course lecture on the relationship and perceptions between the Line Manager and HR. I’m studying the CIPD qualification to increase my knowledge of HR. November Went to a lecture on employment legislation. I’m studying the CIPD qualification to increase my knowledge of HR. January Attended the Diploma in HRM course. This week the lecture was on contractors. I’m studying the CIPD qualification to increase my knowledge of HR. August Attended a lecture on performance management. I’m studying the CIPD qualification to increase my knowledge of HR. What did you learn from this? Discussed the perception of Line Managers towards HR; how this can be improved through a greater understanding of HR objectives; and potential methods to measure the value of HR. This week the new regulations for fixed term employees were discussed, specifically regarding the ‘need’ (obligation) to offer them any full time role that is available. In order to improve contracts with external suppliers you should review successful external contracts and apply to future contract agreements. I learnt about the importance for management and employee appraisal training. How this provides a greater understanding...
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...the extension of the franchise, the influence of trade unions and the labour movement, and the campaigning of enlightened employers, often Quakers, for what was called ‘industrial betterment’. As the role grew there was some tension between the aim of moral protection of women and children and the needs for higher output. The First World War accelerated change in the development of personnel management, with women being recruited in large numbers to fill the gaps left by men going to fight, which in turn meant reaching agreement with trade unions (often after bitter disputes) about ‘dilution’– accepting unskilled women into craftsmen’s jobs and changing manning levels. During the 1920s, jobs with the titles of ‘labour manager’ or ‘employment manager’ came into being in the engineering industry and other industries where there were large factories, to handle absence, recruitment, dismissal and queries over bonuses and so on. Employers’ federations, particularly in engineering and shipbuilding, negotiated national pay rates with the unions, but there were local and district variations and there was plenty of scope for disputes. During the 1930s, with the economy beginning to pick up, big corporations in these newer sectors saw value in improving employee benefits as a way of recruiting, retaining and motivating employees. But older industries such as textiles, mining and shipbuilding which were hit by the worldwide recession did not adopt new techniques, seeing no need to...
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...employers plan redundancies • Managers need to regain trust of employees, says CIPD ! Diminishing job security has pushed up levels of stress-related long-term absence. It has also led to more employees reporting for work while sick, to avoid being targeted for redundancy Photograph: Robert Kent Canada Inc./RK Studio/Dean Sanderson Worries about job losses have helped stress become the most common cause of long-term sick leave in Britain, according to a report that underlines the pressures on workers in a deteriorating labour market. Stress has overtaken other reasons for long-term absence such as repetitive strain injury and medical conditions such as cancer. Workers blame workloads and management styles, according the survey by the Chartered Institute of Personnel and Development (CIPD) and healthcare provider Simplyhealth. The report highlights the strong links between job security and stress levels, with employers that are planning redundancies most likely to see a rise in mental health problems among staff. Such problems appear particularly acute in the shrinking public sector with half of employers reporting an increase in stress-related absence over the past year. The report praised many workplaces for increasing their focus on worker well-being despite squeezed budgets. Counselling services were being offered by almost three-quarters of the 592 employers surveyed. But CIPD adviser Jill Miller seized on evidence of the downturn's repercussions for mental ...
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...CIPD Assessment Report: To be completed by candidate and assessor: Centre name: | University Croydon College | Candidate name: | PLEASE DO NOT INCLUDE YOUR NAME ON THIS SHEET | | CIPD Membership/ registration No: | | Unique Learner No (ULN) (if applicable): | 535885 | Qualification title: | Certificate in Human Resource Practice | Module title(s): | Recording, Analysing and Using Human Resources Information | Module code(s): | 3RAI F20I3B | Assessment activity (and assignment title if applicable) and the learning outcomes addressed: | Human Resource Management of Data | Date due for assessment: | 11.05.2015 | Extension request date: | N/A | | | Extension granted: | N/A | Actual date evidence submitted: | 08.05.2015 | Revised due date: | N/A | Candidate declaration: | * I confirm that the work/evidence presented for assessment is my own unaided work. * I have read the assessment regulations and understand that if I am found to have ‘copied’ from published work without acknowledgement, or from other candidate’s work, this may be regarded as plagiarism which is an offence against the assessment regulations and leads to failure in the relevant unit and formal disciplinary action. * I agree to this work being subjected to scrutiny by textual analysis software if required. * I understand that my work may be used for future academic/quality assurance purposes in accordance with the provisions of the Data Protection Act 1998. * I understand that the work/evidence...
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...Critically discuss why it is important for an organization to have effective processes for recruitment and selection. Word count (excluding references and front page): 2,995 In 21st Century, tight labour market affects in more complicated and difficult task for organizations which crave to recruit and select talented employees. Fewer qualified applicants, influence in ever greater competition for precocious employees. Deficiency of talented aspirants beg the doom of necessity for successful attract, selection and remaining talented people. Larry Bossidy said that:”If you do not get the right people, you will never fulfil the potential of your business”. Building on that point, future employees are essential to provide the organization with a competitive edge. Bering in mind, that from candidates’ effectiveness depend prosperity of the company, it is essential to recall Jim Collins quotation “People are not your most important asset. The right people are.” Adoption of an effective recruitment and selection process will assure the organization with identification and admittance of ‘right people’. This essay will discuss the aim, most important stages and techniques in recruitment and selection process. It reviews the impact for an organization as a whole and explains importance of effective recruitment and selection process for the business. The particular importance of legal context will be explained and suggestions would be provided. Recruitment process Dowling and...
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