ICS Learn Formative Assessment 4 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.


The process of ‘global interlinking of economies’, accelerated by technological development, has intensified competition in today’s business environment (Kuruvilla & Ranganathan, 2010; Steven & Gregory, 2002).

In this economic environment, the retention of valuable employees becomes an extremely important strategy for human resources managers and organisational leaders.  

Today, however, retention of valuable employees is a global challenge. Managers and top‐ level authorities are constantly met with the issue of retaining employees, and there is a wealth of evidence that worldwide, retention of skilled employees has been of serious concern to managers in the face of ever increasing high rate of employee turnover (Arthur, 1994; Buck & Watson, 2002; Budhwar & Mellahi, 2007; Debrah & Budhwar, 2004; Samuel & Chipunza, 2009; Tayeb, 1997).  

There are major challenges in attempting to retain employees (Barney, 1991; Price, 2003; Sinangil, 2004; Woods, Heck, & Sciarini, 1998) which become an increasingly important aspect of building organisational capabilities to ensure sustained competitiveness (Holland, Sheehan, & De Cieri, 2007). These challenges, among other things, are essentially linked with the infrastructural support, remuneration packages, leadership styles and cultures within an organisation (Lok & Crawford, 1999; Pamela, 2003; Sheridan, 1992). Such challenges are further complicated by the fact that highly skilled employees tend to change jobs for better financial rewards and improved working conditions. In addition, highly‐ skilled employees are often poached by large‐scale international organisations that can provide them with better remunerations and other benefits (Zheng & Lamond, 2010).

Job Satisfaction Job satisfaction refers to ‘the attitudes and feelings people have about their work’ (Armstrong, 2003, p. 239). Spector states that ………………………………………………………………………………………………Please contact us to receive guidance, support and tutorial services on this assessment in full Customised to your expectations

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