The Chartered Institute of Personnel and Development-CIPD- states its principal purpose as championing better working lives for all by enhancing people practices so that individuals, societies and the economy as a whole benefits.
According to the CIPD (2019), the concept of better working lives has even dimensions. In other words, there are seven perspectives from which job quality may be assessed. These are pay and benefits; contracts; job design; work-life balance; work relationships; health together with wellbeing; and voice as well as representation. All the seven dimensions indicate that a good work environment, which is essentially the emphasis of the better working lives concept, is strongly linked to employee engagement. This is because seeking to maintain a good work environment shows an organisation’s commitment to the ‘people first’ culture- employees take first priority for the employer (Acas, 2020). CIPD’S concept of better working lives may be applied to solve most of the problems being witnessed at Evergreen International.
Based on the case study, claims of unfairness in pay and benefits, as well as lack of objectivity in recruitment are some of the complaints that employees have. Reviewing the remuneration and benefits package that the company currently uses would be a great measure of restoring calm. Any inequalities in pay structure should be addressed. At the same time, the company should provide non-pension benefits like paid leave to its employees.
Secondly, managers should increase the magnitude of employee voice to reduce the discontent employees currently feel. As it is, employees are not satisfied with the company’s leadership. Managers should therefore engage employees more when making decisions; they also need to be kept informed about any developments in the company (CIPD, 2019).
For designing better working lives, the most appropriate strategy entail;
Total Rewards– According to CIPD (2022d), recognition and the rewards offered to the employees is an antecedent of respecting the employees and also appreciation of their input. For MNGHA, this is evidenced by the organisation management assigning staff with critical functions which are sensitive and critical. This lead to being encouraged to remain in a substantial duration and put immense efforts towards their operations.
Capacity development opportunity– As evidenced in Findlay et al. (2021), for organisations providing their staff with opportunity for training and development, they are in a position of attracting and retaining highly qualified staff. This is at the same time promoting job satisfaction levels, morale, performance and profits acquisition. For MNGHA, by continually capitalising on training and development, staff are well placed to implement their functions.

Section 2