Solution

Table of Contents

Task- Written Answers. 2

1.1 Employee involvement and participation. 2

1.2 Union and non-union forms. 3

1.3 Employee voice and organisation performance. 4

1.4 Better working lives. 6

2.1 Organisational conflict and misbehaviours. 7

2.2 Emerging trends in conflicts and industrial sanctions. 8

2.3 Third-party conciliation, mediation and arbitration. 9

3.1 Principles of legislation. 10

3.2 Causes of employees grievances. 12

3.3 Importance of handling grievances. 13

References. 15

Task- Written Answers

1.1 Employee involvement and participation

Employee involvement entail initiatives put in place for encouraging employees to have an input on ideas and suggestions (van Assen, 2021). It enhance how they are committed with no power in decision making by use of initiatives including suggestion schemes and quality circles.

Employee participation is defined as inclusion of employees in making decisions by exercising their direct say and acknowledgement of their input legally with examples including joint consultation and work councils.

Differences

The main difference of employee involvement is evidenced by scope of how they are included in an organisation. Also, employees involvement evidence level of employees opportunities in participating in active decision making strategy. The process entail consultation with opinions put in place prior making the eventual decision by administration (Mohsen & Sharif, 2020).

Conversely, employees participation entail inclusion of staff in active decisions making. According to Tros (2022), employees leverage on powers of providing input and involved in making ultimate decision. Another difference is evidenced by extent of inclusion. For example, the employees involvement employees are majorly involved in commenting and advising the employees. Nevertheless, with their input recognised, the ultimate decision have their hand. Through an active employees involvement, their roles are inclusive of commenting and advising continuously.  Nevertheless, despite of their input recognised and appreciated, the ultimate decisions is in hand of management., This is aligned with development of sense of ownership and staff responsibilities. Conversely, for employees participation, employees demonstrate substantial input to end outcomes. They are included in decision making process and input influencing results of determination made (Meijerink et al., 2020).

Employment Relationships

Employee involvement and participation are directly correlated with initiation of successful employment relationships. To begin with, Tortorella et al. (2021) identify involvement for staff assume a feeling of providing their input on different issues which affect them hence sense of ownership enhanced. These activities are used in developing an increased staff trust with administration if their opinions are prioritised.  Appropriate work relations are fostered with a likelihood of enhancing staff satisfaction in working environment and loyalty enhanced (Yandi & Havidz, 2022).

Also, employees participation entail employees direct role in active decision making with an opportunity offered for being active in identified organisation goals.  Also, they are engaged to formulate organisation current strategies an solve all challenges. The process is encouraging to staff and make decision democratically with employees interests prioritised. The use of diverse point of views and innovativeness assists in developing a culture of mutually respecting all and team-based working therefore improved staff relations.

1.2 Union and non-union forms

Union Representation (Trade Unions)- The different trade unions including Unite operating in UK business environment is an evidence of union representation. According to Meardi et al. (2021) trade unions exist through a formal arrangement bargaining on behalf of employees in terms of pay, working terms and different working conditions (Visser, 2024). Trade unions legally work on negotiations on behalf of employees hence having support in engaging the admin. Other services by the trade unions include legal support in issues affecting them hence employees safeguard.

Non-Union Representation (Work Councils)– This is identified as existing formally for different bodies inclusive of employees offering input in terms of policies and initiatives with management. According to Addison et al. (2023), they are not engaged to negotiate on prices but ensuring work conditions are optimal in negotiation and consulting. They guide elimination of hindrances for successful engagement of employees and employers and playing the role of suggesting and having an input in making decisions on aspects impacting their work.

Similarities

A core similarity of trade unions and work councils is that they enhance protection and advocating of rights and interest of staff. According to Rosenbohm and Tros (2023), by implementing a collective bargaining and direct engagement, the focus is to improve work practices, pay, and good work environment.

A second similarity is both leading to provision of chances an approaches to deal with workplace issues. They work in an independent arrangement as intermediary of the employees and admin for determining appropriateness of the practices by the management and enforcement of policies which are a common practice amongst the involved stakeholders (De Spiegelaere et al., 2022).

Differences

The union representation being formalised and good structure, it entail legal binding collective bargaining agreement. By involving union reps, agreements negotiations are pursued for the employees focusing on areas of employment which are pay, workplace environment and gains/benefits.

In the contrary, non-union forms are not formalised. They are involved in facilitating a process of engagement by staff and admin with no legal supporting arrangement (Lammers et al., 2023). Another difference is the union reps offering staff with a good placement for negotiations as there is collective power with the union. the outcome of this is successfully improving the pay and benefits offered and working environment. On the other hand, non-union reps exercise reduced negotiation power since negotiation is personal or lower formalised teams. The outcome include prompt solutions despite of not at all times achieving similar gains compared to union representatives.

1.3 Employee voice and organisation performance

From the reviewed literature, employee voice has been linked to organisation performance (Badru et al., 2024). This is in regard to enhancement of a successful work environment where employees feeling of appreciation and trust is attained. Hence, employees empowerment in making specific decisions lead to their satisfaction and commitment hence increased performance. Further, with employees voice enhanced, improved engagement, increased retention and improved performance as collective outcomes. The rationale of this is successful communication and relationships of employees and management lead workplace giving freedom to employees to exercise their roles. Also, according to Edezaro (2022), this assists in developing an environment of employees feeling readiness of issuing their suggestions and employee voices noting issues which enhance organisation success and performance.

Also, employee voice has a significant impact on organisation performance by enhancing dynamism and responsiveness in workplaces. According to Ghani and Malik (2023) developing a working environment with employees have the freedom to give their point of view, issues in place and criticisms all impacting organisations performance. Further, participating organisations through actively listening amongst the employees and implementing feedback demonstrating reduced turnover levels and increasing performance.  Further, enhancing the employees voice similarly assists to address issues in their work environment.  These findings are supported by Ullah et al. (2020) noting that enhancing the employees voice similarly assists in developing a culture of innovativeness and using technologies hence successful organisations performance.

Also, the relationship of employees voice and performance have various disadvantages//shortcoming. To begin with, the prevalence of the relationship lead to possibility of conflicts emerging in workplaces (Badru et al., 2024). The rationale of this is that employee voice lead to occurrence of conflicts amongst people or between individuals and organisations as all people have varying opinions of expectations for being heard.

Another shortcoming is that immense time is used in collecting and analysis of answers obtained from employees leading to averse implication on effectiveness of decision making.

Also, according to Ghani and Malik (2023), implementation of employees voice is characterised by issues with implementation with failure of the process leading to frustrated employees. This is with a possibility of creation of hostility in workplace since a group-think mentality is established where the employees are supposed to be adhering to decisions of the groups, opinions presented and strategy irrespective of personalised values, beliefs set and conviction. Lastly, creation and sustainability of healthy-based platforms for employees voice is costly in terms of initial costs of investments and draining an organisation.

Summary

In line with the provided evidence,  employee voice is core for achieving an improved organisation performance. By embracing appropriate employee voice strategies, an appropriate workplace environment enhancing commitment, satisfaction and performance is achieved (Badru et al., 2024). Organisations giving a listening ear to their staff similarly evidenced increased employees retention in their job functions. This is with a culture of continuous growth achieved hence increased performance. Hence, despite identified shortcomings, investing in employee voice is core for harnessing long-term based organisation performance.

1.4 Better working lives

Better Working Lives

Please click the following icon to access this assessment in full