Supporting Good Practice in Managing Employee Relations

Since there is little or no difference between the salaries increases of employees who meet production goals and those who do not, some employees have said they are not motivated to achieve the goals, even if they are capable of doing so. The company must ensure that employees meeting company goals are rewarded with bonuses, salary increases, or other incentives that are greater and more appealing than those received by employees not meeting the goals. The company could further differentiate the

Workers are entitled to some employment rights including the national minimum wage, holiday pay and protection against unlawful discrimination but not covered by all statutory rights.

The definition of 'employee' and 'worker' differs slightly from one area of legislation to another, but generally workers have less rights

Management styles are wide and varied across the entire world of work. The specific type of management that works for one particular set of workers does not always work for another group of employees. Almost everyone has come into direct contact with a manager at some point in their careers. It is the relationship between the employee and the manager that must be keenly developed; in order for an office, factory, restaurant, or similar organization to run smoothly and effectively. When an organization is being managed efficiently, workers are much more upbeat, production levels are optimal, and the overall working environment has a fragrance of positivity. In sharp contrast, when an organization is ineffectively managed, more times than

2. I would also give employees bonus tied up to their work, but not just focus on profit, we need to balance the expectations of different constituencies. I will well design performance measurement and control systems provide a fundamental way of recognizing and balancing these trade-offs.

This managerial theory shows different styles of management managers could take when dealing with staff. It varies whether the task in hand is to do with productivity for the business or whether the staffs are more important to handle.

Being an effective manager means knowing when to use the right management style. The six management styles are coaching, strategic, laissez- faire, bureaucratic, autocratic, and democratic. Managers have to perform many roles in an organization and knowing how they would handle difficult situations will depend on their style of management. The purpose of the paper is to understand a little about all the management styles and then which one best fits my personality and how it should be handled. Being able to be an effective Manager and knowing when to use it and how to handle a situation when it comes

Our management must ensures that workers perceive distribution of rewards equitable. Furthermore, our organizations to attract, motivate and retain qualified and competent employees, they be offered rewards comparable to their competitor.

Effective managers must also reward employees for a job well done. Rewarding not only signifies appreciation, but, according to Searles (2015), it also will

Management should identify ways of rewarding employees for the outstanding performance and have time to interact with the employees. Employees should be rewarded where they dually deserve. The manager should use rewards and incentives to appreciate for the work well done. If employees believe good work is performance

The catering industry has long being attributed to the autocratic style with its low pay, poor working conditions, speedy service and high staff turnover. When analysing the theory aspect the Mc Gregor Theory X & Y is the most obvious example to use for the purpose of this report. According to (Businessballs 2013) Mc Gregors ideas suggest that there are two fundamental approaches to managing people. Many managers tend towards theory X and generally get poor results. Enlightened managers use theory Y, which produces better performance and results and allows people to grow and develop. Theory X managers are widely associated with an authoritative management style. The autocratic leadership style is best used in situations where control is necessary, often where there is little margin for error. When conditions are dangerous, rigid rules can keep people out of harm’s way. Many times, the subordinate staff is inexperienced or unfamiliar with the type of work and heavy oversight is necessary (CIOB 2015). A theory X manager instinctively adopts an autocratic management style because he assumes amongst other negative features that people are lazy and wish to avoid responsibility (Walker 1984). Autocratic decisions may undermine work

i.     Pay for Performance. This gives employees rewards in relation to their performance on the job.

In this method of management, the manager becomes the main decision maker. the director won 't think about the subordinates and their involution in choice making. Accordingly, the choices reflect the identity, phrenic originations and presumptions of the administrator. The decision does not reflect the team 's collective opinion. In some cases, this style of management can move a business towards its goals rapidly and can fight through a challenging state. If the manager has a great personality, experience and exposure, the decisions made by him or her could be more preponderant than collective decision making. On the other hand, subordinates may become dependent upon the manager 's decisions and may require exhaustive supervision.

Linking pay to performance involves twelve critical steps. The first step involves succinctly defining the organization’s strategic objective. The second step involves establishing the structure and size of the resources in the organization. Thirdly, the resources are then linked to the objectives and budgets. Fourthly, the objectives are shared with the workforce while the fifth step involves aligning the workforce with the work. The sixth step entails setting production quotas for employees while the seventh and eighth step involves performance review and competencies and training respectively (Martocchio, 2013). The ninth step

Firstly, the literature review will begin with the use of source 1, books; this source will give an expert outlook from highly respected authors and academic professionals. This will include different perspectives, approaches and definitions of “what employee relations is”.