Formative Assessment 4 (40572/24) 7MER Managing Employment Relations


You have recently joined a business as a consultant and have noticed that the organisation has opportunities for employees to raise a grievance or tribunal and the business doesn’t seem that interested in ensuring this doesn’t happen. The organisation in question is a call centre outsourcing firm and employees are working more hours per week than they are supposed to be.

You are very concerned about the level of risk which is exposed and you decide to write a short proposal on ways in which things could be improved to negate this risk. In your proposal, you may consider tighter management of grievances, disciplinary, policies and practices which seem to be lacking presently


Executive Summary

This report explores ways through which an organisation can promote its grievances management system. The report is centred on the consultancy for an organisation that has reported opportunities for employees to raise a tribunal or grievance, but the business is not interested. Also, the employees are working more hours per week than required. This report proposes a tighter grievance approach that comprises of six stages. These include attempting the informal process, writing to the HRM, meeting the employer, appealing the employer’s decision, using mediation, and having a tribunal. From the report, the work practices and policies are essential in ensuring the employees work according to the required period and are compensated for overtime.










Table of Contents

Executive Summary. 2

1.0 Introduction. 4

2.0 Issues and Risks. 4

2.1 Tighter Management of the Grievances. 5

2.2 Disciplinary Process. 6

2.3 Work Practices and Policies. 6

Conclusion. 7

References. 8





1.0 Introduction

Complaints and grievances are inevitable in an organisation and form an essential element in employee relations. They demonstrate the employees’ dissatisfaction and issues with the organisation. Failure to address these grievances may result in poor employee relations and low motivation and commitment of the employees to the organisation. According to ACAS (n. d), raising a problem, issue, or grievance can either done formally or informally. It is however recommended for the employee to raise the matter informally, and the employer should be allowed to respond to the issues raised informally. The formal process of raising grievances is considered in case the employees feel that their issues have not been addressed informally, is a serious aspect, and one prefers the concerns not to be resolved informally. This formative assessment entails the approaches of negating the risk or a poor process of raising grievances and the poor working hours.

2.0 Issues and Risks

There are two significant concerns in the presented case. These include the existence of opportunities for the employees to raise their grievances and tribunal, but the organisation does not seem interested. Another concern revolves around the employees who are working more hours as opposed to the required duration. Several risks present in this regard. First, the lack of a profound system and process of raising grievances is a challenge in employee satisfaction. Notably, an organisation that lacks a profound grievance system is characterised by poor employee relations, individual frustrations, and the intention to leave the organisation. Another risk is low employee motivation, which can be attributed to dissatisfaction with the working hours. These risks have severe impacts on organisational performance, thus require effective interventions.

2.1 Tighter Management of the Grievances

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