Managing Employee Relations

This document discusses the laws of employment and their impact on employability, payment, and work-life balance. It also covers internal and external factors that can impact employee relationships, different types of employment status, and the importance of employment terms. Additionally, it discusses the impact of legislations concerning holidays, rest periods, working hours, and night working on work-life balance, maternity leave, equal pay, discrimination, psychological contracts, fair and unfair dismissal, exit interviews, and managing redundancies.

Running head: MANAGING EMPLOYEE RELATIONS
Managing Employee Relations
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Running head: MANAGING EMPLOYEE RELATIONS
The laws of employment can have various
impacts including,
 Increased chances of employability
 Regular payment and good work-
life balance.
1.1 2 internal and 2 external factors
which can impact the employee
relationship are:
Internal factors
1. Flexibility of the organization
2. Compliance with the employment laws
External factors
1. Politics
2. Social
1.2 The three different kind of
employment status are:
Permanent employment: employees who
are supposed to work with the organization
for longer and will enjoy the full benefits
such as annual leaves and paid leaves.
Contractual employment: when workers
are employed for a limited not exceeding 4
years, they are contractual workers.
Casual workers: these workers are
generally appointed as need basis and the
organization has no responsibility towards
them at all.
1.3 It is important because it enables both
the employer and the employees the terms
on which the recruitment takes place and
the expectations that they should have
from each other.
2.1 The work life balance of the
employees increase job satisfaction and
employee retention rate. The legislations
concerning holidays (articles 54, 77, 81),
Rest periods (articles 31, 70, 73, 81),
working hours (articles 25, 31, 33, 54, 65,
66, 67) and night working (articles 23, 26,
66, 67, 68, 69) ensure that the employees
are able to maintain work-life balance
(Mohre.gov.ae, 2019).

1MANAGING EMPLOYEE RELATIONS
2.2 Maternity leave (article 30, article 53)
ensures three months fully paid period if
the employee is working more than a year
and half pay for the same for less than a
year tenure. Male employees get three days
leave during the delivery month if it
happens in UAE (Government.ae, 2019).
There is no provision for adoption leaves
in UAE law. Five days are granted as
dependents of first degree and three days
for second degree dependents.
2.3 The two reasons are equal pay ensures
motivation for the employees to perform
better and it improves organizational
culture, which creates a good work
environment (O’Reilly et al., 2016).
2.4 Article 17 of UAE legislation prohibits
discrimination on the grounds of race,
sect, creed, colour, religion or origin.
Equality should be practiced on sex and
age. Direct discrimination happens when
someone faces unfavourable treatment due
to a protected attribute while indirect
discrimination happens when an attribute
covered in an act is used to treat somebody
unfavourably to an unreasonable effect as
they have that attribute. Victimization
happens when someone is bullied or
treated unfavourably if they complain
about discrimination. Harassment happens
when someone does unwelcome conduct
of sexual nature including jokes, emails
and physical contacts.
2.5 Psychological contracts are set of
verbal promises that are established before
employment. UK Labor law The
Employment Rights Act 1996 says that
employers must provide the employees
with written employment terms within two
months of employment. The UAE Labor
Law No. 8 of 1980 underpins the laws
related to psychological contract (Haider,
Fatima and Asad, 2016). Most employees
also consider verbal agreement as their
employment terms which is also
supported by the UK labor law (Faruk
2019).

2MANAGING EMPLOYEE RELATIONS
3.1 The differences between fair and
unfair dismissal are that Fair dismissal
conforms to the terms of your employment
and the state laws while in unfair
dismissal, the contract is violated without
proper justification.
3.2 For the employees, the exit interview
ensures that they can understand the terms
of their terminations and penalties and can
have a clean exit with release documents.
For employers, it ensures that they avoid
lawsuit for unfair dismissal.
3.3 The stages followed in managing
redundancies are informing the employees
likely to be affected, review performance
both past and present, hold interviews with
the employees, exit interviews and penalty
and other payments.
The impact of redundancy in the
organization is mostly negative. It brings
down organizational performance,
decreases employee morale, confidence
and trust. It decreases key talent retention
by the organization (Nyasha 2016).

Running head: MANAGING EMPLOYEE RELATIONS
References
Government.ae, 2019. Maternity and paternity leave - The Official Portal of the UAE Government. [online] Available at:
https://government.ae/en/information-and-services/jobs/working-in-uae-government-sector/maternity-and-paternity-leave [Accessed 2 Dec.
2019].
Haider, S.H., Fatima, M. and Asad, M., 2016. A study on the issues of employment contracts and practices of employment contracts in
UAE. Paradigms, 10(1), pp.58-65.
Mohre.gov.ae, 2019. Labour Law | Laws & Regulations | Ministry of Human Resources & Emiratisation. [online] Available at:
https://www.mohre.gov.ae/en/laws-legislation/labour-law.aspx [Accessed 2 Dec. 2019].
Nyasha, M., 2016. Imact of Redudancy on Organizational Performance. Internaional Journal of Innovative Research and Development, 5(6),
pp.530-536.
O’Reilly, J., Smith, M., Deakin, S. and Burchell, B., 2015. Equal pay as a moving target: International perspectives on forty-years of addressing
the gender pay gap. Cambridge Journal of Economics, 39(2), pp.299-317.

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Faruk, S., 2019. The Mediating Effect of Trust on the Relationship between Psychological Contract and Psychological Employment Contract
Breach. A Pilot Test. Journal of Research in Psychology, 1(3), pp.26-29.