CONTRACTS OF EMPLOYMENT
Today employees are faced with a variety of different working contracts.
· Part-time contracts – can be permanent or temporary
· Full-time contracts – can be permanent or temporary
· Temporary contracts – for an indefinite period of time
· Fixed term contracts – will have a fixed start and end date
· Outsourcing – work is contracted out either to gain services more cheaply and cost-effectively eg cleaning, catering or for specialized services eg call centre, accountancy
THE CONTRACT OF EMPLOYMENT
This is a legal agreement between employer and employee. Under the Employment Rights Act 1996 an organisation is required by law to give an employee a written statement of the main terms and conditions of employment within 8 weeks of starting employment. The following information must be included in the contract:
· The job title
· Working hours
· Required duties
· Wage/salary details
· Holiday details
· Pension details
· Discipline and grievance procedures
· Date of employment
The Act also specifies the right to an itemised pay slip and rights relating to working on a Sunday, maternity/paternity leave and the termination of employment.
Some terms of employment may not be written down but are implied by law in the workplace. For example, the employer has an implied duty to provide a safe, secure and healthy environment. If something has been done for a long time eg allowing employees to finish at lunchtime on Christmas Eve, then this might not be written in the contract but the employee could expect it because it has become a custom.
THE WORKING ENVIRONMENT
The work environment has changed greatly in the last 20 years. There will be a mix of traditional desk areas, but there will also be touch down areas for using laptops and other mobile technologies and chill out areas for staff to socialize. It is much more common to find people working in open plan offices rather than in traditional cellular offices for one or two people. Employees who work in large open plan offices sometimes complain of illnesses such as headaches, sore throats and tiredness, which they believe are associated with the building they work in. This is known as sick building syndrome.
DISADVANTAGES TO EMPLOYER
· It can be difficult to offer training and staff development to all part-time workers
· It is not always easy to ensure health and safety in home environment
· It is harder to organise and control a large number of part-time workers
· Technical difficulties when equipment breaks down
ADVANTAGES TO EMPLOYEE
· It is easier to combine work and family especially for single parents and carers
· Part-time workers tend to have lower stress levels as they have some time to “recharge” themselves on days off
· Freedom to choose when and where to work
· Reduction in travel
· More accessible for people with disabilities
DISADVANTAGES TO EMPLOYEE
· There might be fewer opportunities for staff development and training
· There can be feelings of isolation when working from home
· Hot desking may result in a feeling of not belonging to an organisation
· It can be more difficult to develop new relationships
· Difficult to balance work and home commitments, need for discipline to work working hours
CAREER BREAKS – often offered by large organisations like banks and insurance companies. The aim of a career break is to keep a valued and competent employee and allow him/her to have an agreed period of time off. This can range from 6 months to 5 years depending on why the break is being taken. Some people take a career break to bring up children, others to travel the world and some do it in order to recharge their batteries, and avoid “burnout”. During the career break there will usually be some contact between the employer and the employee. Depending on the length of absence some retraining may be offered before a return to work. This helps the employee to restart their career revitalised. Another example of flexible working arrangements is granting non-paid leave to parents during school holiday time, especially during the long summer break when parents often find it difficult to find child care.
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ERGONOMICS
Office ergonomics is about fitting the workspace environment and the employee together in the best way to prevent physical and mental health problems. Increased use of technology means that more employees use workstations with PCs and VDUs resulting in musculoskeletal disorders – carpal tunnel syndrome, repetitive strain injuries, neck and shoulder pain. The right type of furniture and equipment, lighting, ventilation, décor, pictures, plants and personal possessions in the right place can help to create a feeling of well-being in the workplace.
FEATURES
· Suitable furniture – adjustable chairs, desks of the right height
· Wall colours – pastel colours tend to be more relaxing
· Lighting – soft lighting without too much glare – desk should not be in direct sunlight
· Ventilation – good circulation of air, but no draughts
· Noise control – well-proofed walls, double glazed windows, carpets on the floors
· Workstations – should be as private as possible – could use carrels.
· Protective equipment for use with ICT – anti-glare screen, wrist rests
A well-designed, well laid-out ergonomic work environment reduces the risk of “sick building” syndrome.
IMPACT ON BOTH THE INDIVIDUAL AND THE ORGANISATION
· Improves motivation and helps productivity
· Ensures effective flow of work
· Promotes health and safety at work
· Gives a positive image of the organisation
· Can be cost-effective as a result of the above
Health and safety legislation is constantly changing and being updated. The most important act is the Health and Safety at Work Act 1974 which covers all aspects. The main regulations under this act are:
· Health and Safety (First Aid) Regulations 1981 – this states that there needs to be a qualified first aid person and suitable equipment in the organisation.
· Workplace (Health, Safety and Welfare) Regulations 1982 – this covers the 4 main areas of the office – working environment, safety, toilets and maintenance of equipment
· The Health and Safety (Display Screen Equipment) 1992 – this provides protection for employees working at workstations with VDUs and PCs.
HEALTH AND SAFETY EXECUTIVE
If an organisation does not follow health and safety guidelines then the Health and Safety Executive can do the following:
· Enter and inspect premises unannounced
· Issue improvement notice and provide advice
· Question and interview people and provide advice
· Shut down premises
· Fine or prosecute when necessary
An employer who does not comply with health and safety policies may face disciplinary procedures:
· A verbal warning
· A written warning
· Suspension
· Fine
· Dismissal
· Criminal or civil prosecution
It is important that all parties know why disciplinary procedures have been taken. When an employee is given a verbal warning, they must know what will happen if they do not heed the warning. A written warning is the next step and may be the last chance before serious action is taken. If the employee is suspended his/her reputation will be damaged and he/she may not receive any pay. A fine could cause financial problems but dismissal and prosecution are the most serious steps. There should be a procedure for the employee to be given the opportunity to appeal.
Health and safety legislation is constantly changing and being updated. The most important act is the Health and Safety at Work Act 1974 which covers all aspects. The main regulations under this act are:
· Health and Safety (First Aid) Regulations 1981 – this states that there needs to be a qualified first aid person and suitable equipment in the organisation.
· Workplace (Health, Safety and Welfare) Regulations 1982 – this covers the 4 main areas of the office – working environment, safety, toilets and maintenance of equipment
· The Health and Safety (Display Screen Equipment) 1992 – this provides protection for employees working at workstations with VDUs and PCs.
HEALTH AND SAFETY EXECUTIVE
If an organisation does not follow health and safety guidelines then the Health and Safety Executive can do the following:
· Enter and inspect premises unannounced
· Issue improvement notice and provide advice
· Question and interview people and provide advice
· Shut down premises
· Fine or prosecute when necessary
An employer who does not comply with health and safety policies may face disciplinary procedures:
· A verbal warning
· A written warning
· Suspension
· Fine
· Dismissal
· Criminal or civil prosecution
It is important that all parties know why disciplinary procedures have been taken. When an employee is given a verbal warning, they must know what will happen if they do not heed the warning. A written warning is the next step and may be the last chance before serious action is taken. If the employee is suspended his/her reputation will be damaged and he/she may not receive any pay. A fine could cause financial problems but dismissal and prosecution are the most serious steps. There should be a procedure for the employee to be given the opportunity to appeal.
ADMINISTRATION
HIGHER
HOMEWORK
OUTCOME 2
- Why were flexible working practices introduced? 3
- What is meant by outsourcing? 2
- List 4 of the traditional working practices and give a short
explanation of each. 8
- List 4 of the newer working practices and give a short
explanation of 2 of them. 6
5 What has been the main advantage to organisations of introducing
Flexible working practices. 1
ADMINISTRATION
HIGHER
HOMEWORK
OUTCOME 2
1. Why were flexible working practices introduced? 3
2. What is meant by outsourcing? 2
3. List 4 of the traditional working practices and give a short
explanation of each. 8
4. List 4 of the newer working practices and give a short
explanation of 2 of them. 6
6 What has been the main advantage to organisations of introducing
flexible working practices. 1
HIGHER ADMINISTRATION
OUTCOME 2
HOMEWORK FOR WEDNESDAY 22 OCTOBER 2008
- A key feature of the labour market over the past 30 years has been the growth of “flexible contracts” of employment.
Describe the impact of flexible working practices on both an organisation and its employees. 8 marks
- Differentiate between a permanent and a fixed-term contract of employment.
6 marks
- Differentiate between a part-time and a job share contract of employment.
4 marks
- Describe what is meant by the term “career break” and give an example of when an employee may wish to take a “career break”. 4 marks
HIGHER ADMINISTRATION
OUTCOME 2
HOMEWORK FOR WEDNESDAY 22 OCTOBER 2008
1. A key feature of the labour market over the past 30 years has been the growth of “flexible contracts” of employment.
Describe the impact of flexible working practices on both an organisation and its employees. 8 marks
2. Differentiate between a permanent and a fixed-term contract of employment.
6 marks
3. Differentiate between a part-time and a job share contract of employment.
4 marks
4. Describe what is meant by the term “career break” and give an example of when an employee may wish to take a “career break”. 4 marks
OFFICE LAYOUT
There are 2 main types of office layout – cellular and open plan.
CELLULAR LAYOUT
Advantages
Privacy
Status
Quiet – can close the door
Secure – can lock the door
Can change heat/light to suit yourself
Disadvantages
Wastes space
Cannot share resources eg printers
Employees may feel isolated
Uneconomic – heat/light
Difficult to supervise
OPEN PLAN LAYOUT
Advantages
Less wasted space
Easy to supervise
Can be designed to suit work flow
Resources can be shared
Staff do not feel isolated – more sociable layout
Disadvantages
Can be noisy
Lacks privacy
Does not give status of “own office”
Can’t regulate heat/light to own needs
The layout of an office will affect work in a number of ways. Poorly designed layout will disrupt the efficiency of the workflow. Staff should not have to walk from one end of the building to the other just to retrieve work from the shared printer. Staff are motivated by pleasant surroundings and being able to access resources easily, so morale and productivity can be affected by poorly designed conditions.
Workflow describes the flow of people and paper around the office, if the layout leads to unnecessary movement around the building and results in delays and frustration then there is a problem of design.
GOOD DESIGN PRINCIPLES:
· Associated work areas
· No unnecessary barriers to get from A to B
· Shared equipment eg printers should be centrally sited
· Layout should meet the needs of the employees who work in it
QUESTIONS ON OUTCOME 2
- Outline one advantage to the employee and one to the employer of the following work practices:
a career break b flexi-time
- State when outsourcing may be advantageous for an employer
- Suggest two reasons why hot-desking has become more popular with organisations.
- state when an employer may use a fixed-term contract instead of a temporary contract of employment to hire an employee.
- Explain what is meant by an “implied” term of employment. Give an example.
QUESTIONS ON OUTCOME 2
- Outline one advantage to the employee and one to the employer of the following work practices:
a career break b flexi-time
2. State when outsourcing may be advantageous for an employer
3 Suggest two reasons why hot-desking has become more popular with
4 State when an employer may use a fixed-term contract instead of a temporary contract of employment to hire an employee.
5 Explain what is meant by an “implied” term of employment. Give an example.