Formative Assessment 4 7MER Managing Grievances, Disciplinary, Policies and Practices


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

There are potential sources of grievances in the described scenario, including a high workload. This grievance relates to the working structure of the organisation. Some of the situations that can result in issues with the employees include a high workload for the employees due to inadequate staff and poor pay of the employees despite the additional work or efforts. It is, therefore, essential to have a profound grievance management process. There are six stages in this regard, as outlined below.

Attempt to raise the issue informally: This entails the informal engagement with the HRM to express one’s concerns without following the formal approach, including writing. The importance of the line managers in this regard is to act as the link between the HRM and the employees in raising their grievances.

Writing to the human resources management (HRM): In case the grievance cannot be addressed informally, the employee can write directly to the organisational management detailing the issue, date, and other relevant information. The employee is expected to maintain a copy of the letter.

Meeting the employer: This stage entails scheduling the initial meeting with the employee to analyse the grievance. It is imperative for the employee to be accompanied by another colleague from the workplace or a trade union representative. The employer should provide an opportunity to discuss the grievance and potential suggestions for resolving the issue. The employer should write a letter detailing the next course of action or confirming the decisions regarding the grievance.

Appealing to the employer: This arises in case the employee does not agree with the employer’s decisions. The appeal should detail the reasons for the appeal and request another meeting.

Use mediation: This entails the use of a mediator to resolve the problem or challenge. The mediation process should be confidential and voluntary. An impartial and independent person should be consulted to assist in addressing the issue (Ojelabi and Noone, 2017).

The employment tribunal claim: This stage is considered after the mediation or any other procedure to address the grievance has failed. The tribunal decides according to the presented facts and evidence.

2.2 Disciplinary Process

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