Intermediate 1 BM – 3.2

Why do people work?

Possible reasons – To make money Job satisfaction Security – financial and personal Friendship and social reasons To make progress To use skills and abilities

Why do people work?

Think of an example of a job for each of the reasons previously seen.

How can a business ensure they get the right person for the job?

Go to www.learndirect.co.uk and click on the link for job advice then follow the link to job search.

Research the desired qualities and qualifications required for each job.

Getting the right person

Different jobs will have different requirements

For example – a zoo keeper and a medical consultant will have different skills.

Zoo keeper – Love animals, scientific knowledge, safety conscious, experience with animals

Medical consultant – appropriate degree, interpersonal skills, experience etc..

Getting the right person

When a business is looking to employ staff there are several steps normally undertaken

Advertise the post – as seen in your earlier search

The advertisement normally tells people how to apply – either a letter of application and a C.V. (curriculum vitae) or by completing an application form – both normally require references

Getting the right person

If applicable applications forms are issued The business receives applications for the

job These are studied and compared with job

and person specifications A short list of applicants is created of

those who seem most suitable for the post Interviews and proficiency tests are

carried out

Getting the right person

The final candidate is chosen and offered the position

Within 13 weeks of starting work the new employee must be given a Contract of Employment which includes information like job title and description, date job commenced, hours of work, rate and method of pay, period of notice required, holiday arrangements, pension information, disciplinary procedures and information concerning trade unions

Getting the right person

Pick a job as a class group Working on your own design the

application form for the job you have chosen. Create a list of 10 questions you would be looking for an applicant to answer in an interview for this job along with your perfect answers to them.

LI – 07/09/2010

By the end of today I will have a better understanding of appraisal systems and the relationship between staff and employer

Appraisal

Initial thoughts?

Appraisal

Informal staff appraisal – a subjective evaluation of staffs performance by their manager. This relies on the managers feelings regarding the staff member and has no agreed criteria or structure. This would not normally be discussed with staff.

Essentially a managers opinion of an employee

Appraisal

Formal staff appraisal has several characteristics – Carried out regularly e.g. yearly or 6 monthly Usually carried out by managers/supervisors

for subordinates but can be done by peers or by yourself

Forms are normally used to record the appraisal

Can involve grading which can effect promotion chances, bonuses or salary

Work performance normally matched against job description

Appraisal

Appraisal is a form of monitoring, it can Check a persons suitability for the job Monitor suitability for promotion Allow for ambitions to be recognised and

accounted for Help motivate Identify training needs Identify strengths and weaknesses of

staff

Appraisal

A successful staff appraisal can Set targets agreed by both appraiser and

appraisee, timescales and decisions on criteria are agreed upon. Target setting can help to measure performance at next appraisal

Recognise employee achievements Identify difficulties Be objective – not an opinion Identify skills requiring development for

progression Create 2 way communication between

employee and employer

Appraisal - advantages

Positive feedback can increase motivation amongst staff

Encourages employees to build upon strengths

Identifies training needs amongst staff

Identifies and clarifies promotion pathways for staff

Appraisal - disadvantages Could cause job specification to be

altered – this may end up increasing workload

Negative feedback could be discouraging to employees if it is not handled tactfully

If carried out too often can be seen as overbearing – possibly discouraging staff

Appraisal - links

Go to www.acas.org.uk In the search box type employee

appraisal Have a read through some of the

information booklets available for employers from there

Employer/employee relations The relationship between employers

and employees is important. Important factors to be considered include: Two way communication Understanding each others job Accountability should be recognised by

both Teamwork Training courses for both

Employer/employee relations To keep relations positive many

employers will look for employees to become more active in the business Team working – employees can be

involved in setting their own targets, e.g. 500 units per day. Since the target is employee based this is participation in the businesses decision making process. This method of working can encourage and motivate staff as they are more in control of their own performance than a simple target from management

Employer/employee relations

Quality circles – Employees work in groups focused on a particular skill or area of specialist knowledge. These groups focus on a particular problem and suggest solutions – increasing motivation and providing a sense of worth for participants

Work councils – Employees and managers work together discussing things such as working conditions. Changes – especially large or significant ones – are agreed here before roll out throughout the organisation

Legislation

There are many factors affecting the relationship between employees and employers – legislation is one.

Acts of Parliament provide laws and rules for the workplace

An act is quoted including the year e.g. The Health and Safety at Work Act 1974

Legislation – Acts

The Disabled Persons (Employment) Act 1944 and 1958

The Factories Act 1961 The Equal Pay Act 1970 Contract of Employment Act 1972 The Health and Safety at Work Act 1974 The Sex Discrimination Act 1975 and 1985 The Race Relations Act 1976 Disability Discrimination Act 1995 The National Minimum Wage Act 1998

Legislation – Acts

You are not expected to know each act in detail

It will be helpful for you to know the names of some of the acts

What some of the acts are referring to and deal with

How the laws from these acts affect a business

Trade Unions

Is an organisation that represents employees and workers

Its main aim is improve working terms and conditions for its members – wages, leave, benefits etc..

Negotiate with employers on behalf of employees

Different trade unions for different groups of workers

Unions strength lies in their size

Industrial action

If relations between employers and employees breakdown employees may decide to part in industrial action

Can take many forms: Picketing – union members gather outside

the business entrance and try to persuade others not to cross the picket line. Standing outside another business for this reason is illegal

Go slow – workers deliberately work at a slower rate than normal

Industrial action

Work to rule – the workers complete their job to the exact letter of their contract, sometimes this results in a go slow effect

Overtime ban – workers refuse to work any hours over their contracted minimum hours

Strike – workers completely withdraw their labour for a period of time

ACAS – the Advisory Conciliation and Arbitration Service – is an independent organisation funded by government who’s job is to offer advice and arbitration when employees and employers cannot resolve the situation themselves.