Workplace Issues & Resolution Strategies

This assignment delves into the importance of establishing clear grievance procedures and conflict resolution strategies within the workplace. It emphasizes the need for well-defined rules, accessible channels for employee feedback, and a commitment to fair and reasonable action in case of formal complaints. The document highlights a multi-stage grievance process, encouraging proactive communication between employees and management at each level. It also stresses the role of investigative methods, employee empowerment, and appealing mechanisms in creating a safer and more equitable workplace.

Running head: EMPLOYMENT RELATIONS PRACTICE
Employment Relations Practice
Name of the Student:
Name of the University:
Author note:

1EMPLOYMENT RELATIONS PRACTICE
Answer 1
For best industrial practice, it is very important to understand the agreements between
the employees and employers, as it may affect the organization in a huge manner. These
agreements assist in outlining the organizational terms and conditions to the employees. The
industrial agreement is not applicable on the awards and remuneration of the employees.
However, the basic pay rate mentioned in the agreement will not be less. There award system
may modify on the basis of their skills and abilities. The registered agreements are applicable
until they are replaced or terminated. If the employees are not provided with proper awards
and recognitions, it may mar the progress of the organization and also hamper its business
structure (Purcell 2014).
Employees must be protected from unlawful or unfair means of termination. They
must be provided with workplace safety and security and it is the duty of the organization to
ensure the wellbeing of both the employer and employee. If an employee faces any issue with
the policies and procedures of the organization, he/she must feel free to refer the complaint in
an appropriate manner, to the higher authorities. Following the complaint, a meeting must be
arranged within seven days of working, where the matter needs to be discussed openly. In
addition to this, the employees must be protected from discrimination, workplace bullying
and other ill practices. The agreements must include matters like; flexible working hours, safe
working conditions, conflict resolution processes, pay rates, overtime benefits and others. If
an organization lacks all these, it will prove to be disadvantageous for the company itself
(Saundry, McArdle and Thomas 2013).
The first stage
employee grievance
procedure states that if
In the second stage, a
meeting will be
arranged in a similar
In the third stage, as
per the instructions, a
meeting will be
If the issue is still not
resolved, the employee
can refer to the rights

2EMPLOYMENT RELATIONS PRACTICE
any employee is having
any issues, he/she can
apply to the
management. This
includes; intellectual
disability, mental and
physical stress and
more. Taking the
matter into
consideration, a
meeting will be
conducted and the
decision must be
conveyed within seven
working days. A
representative or
colleague may
accompany the
employee. If the
agreement does not
reach in the first stage,
the matter can be
conveyed to the senior
department.
manner and the
decision will be
conveyed to the
employee within seven
days of working. If the
matter is not cleared in
the second stage, it can
be referred to the
human resource
department of the
organization or the
third stage.
conducted within seven
days and the matter
will be discussed.
commission, labor
relations commission,
labor court and
equality tribunal that is
the fourth stage. If an
employee is terminated
in an unjustified
manner, he/she can
take help of legal
procedures.
However, there are several disciplinary procedures which exist in this context. If an
employee’s work or attendance or conduct is falling below the standards of the workplace, an

3EMPLOYMENT RELATIONS PRACTICE
oral warning must be given at the first stage. The warning will be removed after six months,
after observing his/her performance level. In the second stage, if the employee still does not
improve a written and formal warning must be given to him/her by the senior department.
Written warning is more impactful and if the employee fails to improve himself/herself, the
senior management team can take actions against him/her. However, it can be removed after
nine months of continuous observation and keeping a track of his/her performance level
(Hse.ie 2017).
Even after this, if the employee fails to improve himself/herself a final written
warning must be given by the higher authorities of the workplace, in the third stage. This
will extend up to a period of twelve months or more, based on the circumstances. The final
written warning will give a brief detail of the issues created by the employee (Gauri 2013).
Failing to improve can lead him/her to severe consequences and the last stage of disciplinary
procedure. However, in the last or fourth stage, if the employee still fails to improve, the
higher authorities have the power to terminate him/her. The senior department will impose a
dismissal or short of dismissal. This occurs in severe stages, when the employee fails to
meet the requirements and standards of the work, even after continuous warning (Hse.ie
2017).
It is the responsibility of the organization management to deal with such issues fairly
as well as promptly. If any complaints are raised by the employees, the management team
must handle the issues in a formal and professional manner. The senior authorities are highly
responsible for handling such complaints in the manner, so that it does not affect the
employees’ rights and duties. They must always be encouraged and motivated to raise their
voice and opinion without any fear of dismissal (Bond 2015). If an organization is corrupted,
it can never have a successful future. If the organization is unable to handle the employees’
issues effectively and efficiently, it will severely hamper its progress. Employees can take

4EMPLOYMENT RELATIONS PRACTICE
legal actions in such situations. However, referring to the third party is seen as the last resort.
Managers must handle the issues internally ensure that no employee suffers from such
situation (Mogorosi 2014).
The workplace agreements help in resolving various issues between the employees
and the employers. It helps in maintaining a safe and secured workplace, excluding unfair and
unlawful contexts like discrimination, stereotypes and others. The safety of the workplace is
totally dependent on the environment of the organization as well as their legal systems. If the
organization lack strong strategies or policies, it will be difficult for both the employees and
their employers to maintain a good environment (Wood, Saundry and Latreille 2014).
Moreover, the employees will also not feel safe while working with the company. The
employees can raise their opinion if they feel that the organization is ethically wrong.
However, if any employee suffers physical issues due to work load, it is the duty of the
organization to provide him/her with all sorts of medical facilities, counseling, treatment and
other services. The organization must also grant paid sick leaves for the betterment of the
employee. Therefore, these agreements must be made before hand, in order to maintain a
good workplace environment (Martin and Class 2012).
Answer 2
The code of practice has been designed to help the employers as well as the
employees and senior authorities to deal with the grievance situations and disciplinary issues
at the workplace. However, transparency and fairness must be promoted at the workplace, by
using and developing several rules as well as procedures in order to handle the issues. These
must be in written form, clear and easier to understand and specific to the point. In any cases,
if any formal action is taken against an employee, it must be justified and reasonable.
Employees need to be more cautious regarding such factors (Saundry 2012).

5EMPLOYMENT RELATIONS PRACTICE
For instance; if any employee faces a situation which contravenes the law, he/she
should immediately inform the management in the first stage, instead of handling the
situation single handedly. If it is not resolved he/she can move to the second stage and file a
complaint to the senior management. If it is still not resolved, the employee should move to
the third stage, or human resource department. However, if the human resource department
fails to resolve the issue, the employee can now move to the last or fourth stage and take the
help of third party.
Therefore, the authorities need to be more active in each stage. Each department
needs to see that none of the employees are facing any issues. However, if any discrimination
or stereotyping occurs, employees can carry out investigative methods, to establish their
points in the case. The employers must allow the employees to voice their opinion and views,
fearlessly in the first stage itself. They must motivate and encourage their employees, so that
the issues get resolved in the first place. Moreover, the employers must allow the employees
to appeal against the formal decisions which are being made. Implementing such strategies
will prove beneficial for the company and promote a safer workplace (Roche and Teague
2012).

6EMPLOYMENT RELATIONS PRACTICE
References
Bond, T., 2015. Standards and ethics for counselling in action. Sage.
Gauri, V., 2013. Redressing grievances and complaints regarding basic service
delivery. World Development, 41, pp.109-119.
Hse.ie (2017). [online] Hse.ie. Available at:
http://www.hse.ie/eng/staff/Resources/hrppg/Grievance_and_Disciplinary_Procedure_2004.p
df [Accessed 20 Nov. 2017].
Martin, C. and Class, R., 2012. Department of Health & Human Services. Cdr.
Mogorosi, L., 2014. Employee assistance programmes: their rationale, basic principles and
essential elements. Social Work/Maatskaplike Werk, 45(4).
Purcell, J., 2014. Disengaging from engagement. Human Resource Management
Journal, 24(3), pp.241-254.
Roche, W.K. and Teague, P., 2012. Human resource management and ADR practices in
Ireland. The International Journal of Human Resource Management, 23(3), pp.528-549.
Saundry, R., 2012. Conflict resolution and mediation at Bradford MDC: A case study. Acas
Research Papers, 8, p.12.
Saundry, R., McArdle, L. and Thomas, P., 2013. Reframing workplace relations? Conflict
resolution and mediation in a primary care trust. Work, employment and society, 27(2),
pp.213-231.

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Wood, S., Saundry, R. and Latreille, P., 2014. Analysis of the nature, extent and impact of
grievance and disciplinary procedures and workplace mediation using WERS2011. Acas
Research Papers, 10, p.14.