Employment Law and Labour Markets - Essay Example

Employment Law and labour Markets Introduction The nature of work that we do as human beings is usually affected by the societies or the community in which we live in and achieving better work and living conditions therefore requires that we understand the trends that shape the economy and the society as well as their implications. The Chartered Institute of Personnel and Development (CIPD) is dedicated to strive for better work and working lives, for the benefit of persons, business enterprises, economies and the society at large (CIPD Megatrends 2013, p.1). The trends that shape the economy and the society in the field of work as shown by many indicators have impacts on the human resource profession in terms of the persons involved, the task and the manner it is done. This change that has been registered in the economy and the world of work makes it important to ensure that the way we work, the workforce and the workplace culture can drive performance and growth of every facet of life now and in the future. The purpose of this research paper is to evaluate why the goals aforementioned are important for different parties to employment relationships such as employees, organizations, trade unions and the UK government. The paper will also look at how organizations and other parties try to achieve the above goals and finally a discussion on how some of the organizations trying to achieve the goals at times face problems and what they are. Further, the paper will highlight some of the important trends that shape the economy so that there may be a debate amongst the concerned stakeholders. It is important make the working conditions of the work better as well as appreciate the changing character of work. Therefore, Taylor and Woodhams (2012) state that in the management of the human resources present within an organization, the human resources need to be structured to be in line with the business objectives of the organization (Kew and Stredwick 2010, p.28). i) Better Work Lives for the Employees in Employment Relationships According to the Chartered Institute of Personnel and Development (CIPD), it is important for employers to provide better working conditions in an employment relationship in order to reap the benefits from the employee. It is important to note that workers who perform their duties under better working conditions are more productive, and potentially healthier if not more creative. Having sustainable better working conditions can be achieved from several variables within the work and the workplace itself including the work culture, which affects the attitude of the employee as well as his personality. Therefore, in order to have maximum satisfaction, employers must ensure that the employee feels fulfilled as this will directly have an impact on the measurable for business success. Moreover, it is important to make the lives and working conditions of workers in an employment relationship in order to make them be in tandem with the trends that are already shaping the United Kingdom labour market. Working conditions refers to the working environment and the terms and conditions of employment and covers matters such as the organization of work and work activities, training, skills and employability amongst other aspects of making the life of the employee comfortable and better. Every employer who has entered into an employment relationship with an employee must strive to promote employment that is aimed at improving the living and working conditions of the employee. The CIPD therefore has a policy that states that the increasing involvement of labour and management in the economic and social decisions in an employment relationship is desirable. Therefore, the main aim of any employer is to ensure that he improves the living and working conditions, increased involvement of management and labour in the economic and social decisions of the enterprise and of workers in the life of undertakings. In ensuring that employees and employers have better working conditions for benefit to both of them, it is imperative that the employer informs the employee of the conditions applicable in their employment relationship. The ways in which organizations champion the work and work lives of their human resources may also be through high commitment practices that will improve the business performance through the production of a workforce that is of high quality (Marchington and Wilkinson 2012, p.6). The net effect of this is that it will lead to more fulfilling working lives that make the employees have a greater sense of identification with the organization in question as well as decision-making. According to Williams and Adams-Smith (2010), it will also create the discretionary work effort meaning the human resources in the organization will work, feel engaged and contribute more to the objectives of the organization. The economic or business benefits of improving the workers lives through healthy employee relations are numerous with both parties achieving their desired goals. In such an arrangement, there is increased employee satisfaction that results in lower turnover of employees, improved ability to cope with change and trends, increased productivity, significant savings for the business and retention of knowledge. There is also a better name recognition for the business, improved reputation and a larger talent pool that has a direct bearing on reduced costs of recruitment. An important benefit is that there is reduced absenteeism, injuries, accidents or compensation costs and other costs such as fines and premium as the employees will be in most instances skilled and competent. Employers who offer their employees’ better conditions of work have a competitive advantage over their peers as they are able to satisfy their customers, grow revenue and increase overall profitability. ii) How Organizations Champion Better Work and Working lives While many scholars in labour law and relations agree that human beings are the most important and strategic resource for the successful running of any organization, the employees may at times not feel motivated in a number of ways that requires that organizations rectify them. There are numerous strategies, policies, procedures and structures that organizations may adopt in order to champion the work and working lives of their human resources (Williams and Adam-Smith 2010, p.191). These approaches will have an impact on the living standards of employees and the quality of working life. They also have an impact on how the organization will be competitive in the wider economy. Therefore, having better work and work lives of employees by the employers is one of the major roles that organizations must try to execute. In building a happy and comfortable workforce, it is important that the organization continually develops and learns in order for it to be productive and able to support and build future-fit organizations. Pay, Job-satisfaction and Well-being Every person usually wants to improve the quality of life through work and one sure way of increasing productivity and job satisfaction (Stride, Wall and Catley 2007, p.13). The pay is an important factor in championing of the work and working lives of an employee and plays a key role determining how an employee will live his life and the motivation to continue working for the organization. Pay affects how employees feel about their jobs and has a direct bearing on job satisfaction and well-being in the workplace or the organization. When the pay is good, the employee will be satisfied with the job as shown in satisfaction in terms of sense of achievement, influence and involvement in decision-making (Van Wanrooy et. al., 2013, p.29). Therefore, employers in these organizations are called upon to pay wages and salaries that match the corresponding cost of living at the time that can sustain the employees in their daily lives. Working Hours The distribution of working hours affects how the employee feels comfortable or uncomfortable in the workplace (Messenger 2004, p.206). It is important for organizations to have working hours that suit the needs and conveniences of the workers in order to make them comfortable in their place of work. This may also be achieved for example through flexible working hours known as flexitimes, homeworking, reduced hours, compressed hours or job-sharing amongst many modes of having flexible working hours. Having flexible working hours is one way of making the lives of employees better in that the organization makes the hours of work be flexible in that he can work within certain hours or alternatively work from home. This occurs especially in cases when the employee cares for someone at home such as an elderly person or a child who will be qualified for flexible working obtained through making a statutory application. Employee Relations and Voice Rollinson and Dundon (2011) argue that organizations can also help in championing the work and work lives of employees by taking a keen interest in the employee voice that will have a positive impact on the workplace culture as well as creating environments of mutual trust. Job quality is usually a key objective of any employer and happy employees will definitely produce the desired results. This calls for employment relationship that is fair, respectful, healthy and democratic place that values the participation of the employees. It is important that organizations listen to and involve the employees in the running of the organization as they can generate goodwill and opportunity for the enterprise that helps in positive growth. Safety, Health and Wellness In order to have and improve the work and work lives of employees within an organization, it is important to give a consideration on the safety, health and wellness of employees. This is because improved wellness and health of employee translates to the satisfaction of the employees as they feel protected from injuries and are assured of their safety. The improvement of the health and safety of the employee in an organization depends on the commitment of the management of the organization and the engagement of all employees as well as the resources and the health policy of the organization to ensure safety and health. Through this, the organization will have healthier and safer employees who are likely to be more productive and will replicate the returns on investments. In achieving a healthy and safe workplace, it is important to communicate the commitment of the leadership of the organization to the leadership through the creation of policies that address the same to the staff. It is important to involve the employees of the organization in the development of the policy and its implementation as well as ways of improving them for the betterment of the welfare of the employees in whatever task they undertake for the organization. Also, make regular checks to ensure that the organization is always in compliance with the health and safety regulations in order to ensure that the work and work lives of employees are improved upon. Diversity Employee diversity is one way that organizations consider to make their firms have a competitive advantage as it focuses on inclusivity that values differences rather than tolerating them (Siegel 2003, p.75). Including persons from all communities regardless of their affiliations in terms of gender, ethnicity or age amongst other tenets can be a way of the firm having a competitive advantage over its rivals. This is so because employees from diverse backgrounds can enable the business better understand and serve the clientele served by the organization. Diversity is achieved through adaptation of hiring practices in a manner that takes consideration of the need for diversity and a commitment from the organization that the diversity shall be upheld. Through the bringing of people from diverse backgrounds and interests together, it is possible to maximize the fair share and equal treatment of the employees in an effort to make it a better place to work in. Training Training can help employees of an organization succeed in the job and position them for future responsibilities as well as helping them build the overall capacity of a business as a highly skilled organization leads to increased employee satisfaction that fosters their loyalty for generation of business (Blazey 2004, p.51). Training may be trough on-the-job training and off-the-job training as well as being part-time and the fact that it improves the skills and knowledge of the employee is one sure way of improving their welfare. iii) Problems for Organization Seeking to Champion Better Work and Working Lives Organizations usually face many problems in their attempts to champion better work and work lives of their human resources especially in the current global environment. In the 2000s, many world economies including the United Kingdom entered into recession that has led to workplace closures, impacts on wages and insecurity over jobs (CIPD 2013, p.10). When recession occurs, much attention is usually on unemployment and losses of jobs that may lead to pay-cuts or reduction in non-wage benefits. This has the effect of making their lives not move in a positive direction that the workers and the employers are always trying to move towards. In the current employment practice, there has been greater diversity in employment relationship, which has brought more challenges despite its numerous advantages. As much as diverse forms of employment potentially widen the opportunities both for employers in the best way that it meets their operational requirements, it also brings problems with it. A bigger problem arises when it increases the complexity in the management of human resources within the organization. The complexity may also come with increased costs that make it difficult for the organization to undertake other measures and projects that may be geared towards improving the work and working lives of the employee (CIPD Megatrends 2013, p.13). Technology also poses a serious problem in the realization of endeavours to improve the work and work lives of the business or the organization as the technological changes creates a dislocation and disruption in the employment relationship. The implications of technology raise many problems in how the organizations will implement the efforts to improve the work and work lives of employees in an organization. A serious challenge to the implementation of strategies to improve the lives of workers is the differing values among employees who have different perspectives that do not allow compromise in whatever manner. These beliefs at times conflict with the values held by fellow employees or has opposing interests at heart that hinder the development of the welfare of employees in an organization. Further, poor communication leads to misunderstanding amongst employees that may make them not co-operate in the proper implementation of strategies aimed at improving the lives of organizations. Conclusion As already discussed, it is important that organizations ensure that they improve the work and work live of the employees within the organization. The offering of incentives aimed at improving the work and work lives has a direct bearing on the performance and profitability of the enterprise. In making the practices that help in the improvement of conditions for workers, organizations are able to have a competitive advantage amongst its peers. Engagement of the human resource makes a huge difference in the survival of an organization that helps the organization produce more and of quality amongst their employees. References Blazey, M. L., & Blazey, M. L. 2004. Insights to performance excellence, 2004: an inside look at the 2004 Baldridge Award criteria. Milwaukee, Wis, ASQ Quality Press. CIPD. 2013. Megatrends: The trends shaping work and working lives, CIPD: London CIPD. 2013. Labour Market outlook, CIPD: London Kew, J and Stredwick, J (2010): Human Resource Management in a Business Context. London: Chartered Institute of Personnel and Development Stride, C., Wall, T. D., & Catley, N. (2007). Measures of job satisfaction, organisational commitment, mental health, and job-related well-being: a bench-marking manual. Chichester, West Sussex, John Wiley & Sons. Marchington, M and Wilkinson, A. 2012: Human Resource Management at Work. London: CIPD. Messenger, J. C. 2004. Working time and workers preferences in industrialized countries: finding the balance. London, Routledge. Rollinson, D and Dundon, T. 2011: Understanding Employment Relations. London:McGraw Hill. Siegel, D. J. 2003. The call for diversity: pressure, expectation, and organizational response in the post-secondary setting. New York, RoutledgeFalmer. Taylor, S., & Woodhams, C. 2012. Managing people and organisations. London, Chartered Institute of Personnel and Development. Williams, S., & Adam-Smith, D. 2010. Contemporary employment relations: a critical introduction. Oxford [u.a.], Oxford Univ. Press. Van Wanrooy, B. 2013. The 2011 Workplace employment relations study: first findings. 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