Description
Solution
Explain the concept of wellbeing in the workplace and why it is important. (AC3.2) If you use secondary sources you should include your short references in the narrative here. Wordcount: Approximately 250 words. |
Wellbeing
Employees wellbeing is defined as emotions, psychology and physical state of health or contentment of the employees. It entail a feel of high-level engagement, energy, value and support in their roles (CIPD, 2023). Importance Work-life balance is essential for employees and employers. With appropriate work-life balance, stress and fatigue management is possible which reduce how people are struggling in balancing their workplace expectations and individual lives (Wedgwood, 2022). The staff with appropriate balance are happier, less likelihood of going to burn outs and engagement increased. In an event the work-life balance is not a priority, staff could be experiencing an increase in stress levels, being anxious and a feel of overwork and overwhelmed (AMFM, 2023). In Clean Quarter for example, this can lead to reduced motivation, engagement, and satisfaction. Further, physical health could be noted to have reduced when sufficient rest or self-care is not a priority. Considering employers, they are affected with poor working in terms of quality and productivity, increase in rates of being absent and turnover levels. Benefits Lower rates of Absenteeism– In an event the priority is on work-life balance, employees stress are reduced, burnout cases and fatigue. Hence, sickness days and mental health absenteeism is decreased.. Less absenteeism lead to costs savings in areas of reduced productivity (Folgers, 2021). The staff morale and consistent role implementation is also achieved. Increased Performance– Employees provided with appropriate work-life balance benefit from an increase in engagement, motivation and ability of optimum performance. The reduced stress means that the employees energy/focus is not affected (Wedgwood, 2022). |
Summarise the main points of discrimination legislation. (AC3.3) If you use secondary sources you should include your short references in the narrative here. Wordcount: Approximately 250 words. |
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- This was established after the post-negotiation review which brought out fundamental lessons about the supplier and our company’s negotiation pattern.
- As for certain important aspects, we indeed secured favourable financing conditions; yet, problems arose in attempting to synchronize delivery schedules since such conditions are affected by external supply chain factors.
- The supplier had the better BATNA and acted in a cooperative but very assertive way, and elaborated why the correct approach to negotiations is more equal.
- Further, the experience showed how flexible one has to be, how innovative, and how it pays to be more interested in long-term partnership rather than quick profit. Therefore, it will be useful in the future to improve the techniques of negotiation, improve the knowledge about the actions of suppliers, and improve intercompany and supplier cooperation.
- This will ensure that in future procurement negotiations; better outcomes are achieved.
- ROSHN should ensure that all negotiations within the next 6 months include specific metrics for delivery timelines, quality standards, and service levels, aiming for a 90% satisfaction rate in supplier compliance with these criteria. This approach will help secure more balanced and sustainable agreements.
- Over the next 12 months, ROSHN should develop a supplier relationship management program with bi-annual assessments to track and improve partnership quality. Target at least a 15% increase in supplier engagement scores by the end of the year to gain favorable bargaining positions during market downturns.
- Within 1 month of each major negotiation, conduct debriefing sessions to analyze performance, identify strengths, and address weaknesses. The goal is to improve negotiation effectiveness by at least 10% in the subsequent quarter through targeted adjustments based on these evaluations.
- Within the next 4 months, involve at least 80% of key stakeholders in sourcing strategy meetings to ensure alignment and gather input on critical decisions. This engagement aims to reduce misalignment issues by 20% within the year, resulting in smoother implementation of sourcing strategies.