Business Reflection: Employee Implications of Zero-Hour Contracts

This essay provides a business reflection on the implications of zero-hour contracts on employees, addressing key questions of debate related to flexibility, benefits, income, and work-life balance for students. It discusses the flexibility employers gain versus the uncertainty faced by employees, the lack of benefits compared to permanent positions, and the inconsistency of income affecting financial stability. The essay suggests strategies for employers and employees to improve these contracts, including open discussions about suitable working hours, utilizing online platforms for flexible work, and providing benefits to zero-hour employees to increase motivation and balance. It also explores how students can balance work and study with on-demand staffing platforms and communication with HR to manage their schedules effectively, concluding that zero-hour contracts require adjustments to benefit both employees and employers through discussion and compromise. Desklib offers a wealth of resources, including similar essays and solved assignments, to aid students in their academic pursuits.

BUSINESS REFLECTION

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
Questions of debate......................................................................................................................3
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
The report is on Zero-hour contract’s implications on employees. Questions of debate regarding
certain factors affecting the employee’s life is discussed with recommended strategy provided.
Questions of debate
Flexibility: Zero-hour contract can guarantee flexible shifts but it is not known when employee
can be called. It can be said that there is flexibility in working hours but it is according to the
employer and not the employee. Employee has to come to attend office as per employer’s wish.
It may happen that these working hours do not suit the employee and employee has some other
work pending. It may also be there that night shifts do not suit the employee’s health (Ravalier
and et.al., 2019). Thus, this can only be sorted out with a discussion with employee of what
hours are suitable for working for him and whether employee can come for night shifts. A
discussion can help sort out many issues between the employer and the employee. A meeting can
be held where the issues can be discussed of timings and adjustments can thus be made which
are beneficial for both. Also, amount of working hours can be finalised based on employee’s
health and availability for the job. Suggestions both from the employer and the employee can be
taken to reach an agreement where employee can put forth his duties and employer too can
benefit. Shifts can be decided per employee in the zero-hour batch and assigned .
Alternative: There can be made use of online platform like ‘Catapult’ where workers can arrive
as less as for an hour and do the work, apart from zero-hour contract. This can suffice for
organisation as well as employee who can have flexibility in working hours (Koumenta and
Williams, 2019).
Benefit: In zero-hour contracts it is debatable that the benefits are not available of sick pay,
medical facilities or pension. In pro of this, it can be said that as the employment nature is not of
permanent type, employer is not providing the benefits. Employees are doing their duty which is
up to their will. The employers are thus not providing the benefits. But opposing this, it can be

said that employees working at zero hours are putting in the same efforts as other employees and
thus should be provided the benefits as they are coming for duty as per the employer’s call. The
employees working at zero hours are also given less income compared to permanent employees
which is not correct as they are doing the same duty and have to come as per the needs of the
organisation. Thus, they are filling in the gap where permanent employees do not provide
service. Entitlement to benefits like sick leave, privileged leave, medical reimbursements have to
be provided to them also. This shall be a motivation factor for them to adjust according to the
working hours and also can get time to look after their family and household needs well.
The situation can be handled through development of an understanding between the employer
and the employee which can come through a discussion between them. Employer can take note
of the fact that these employees are working as per call from himself and putting the same efforts
as permanent employees (Koumenta and Williams, 2019). Therefore, in order to maintain
balance in their life schedule and supporting them, they can be provided leaves and medical
reimbursement facility which will provide motivation for them to adapt to their working hours
and contribute towards organisation’s objectives.
Income: Zero-hour are not fixed in amount of hours as company may require employees for
some period of time only in a day and sometimes, it may be more. However, this uncertainty
amounts to lesser number of hours put in and employee receiving less income. This income is
not guaranteed that zero-hour workers can cater to their living needs and thus, leaving them
dissatisfied. In an organisation, they may earn a lot in festive season but otherwise, may earn
very little. It can be said that employee is paid as per number of hours although it has to be seen
that number of hours being given are not enough to support the employee financially (Ravalier
and et.al., 2019). Here, comes the need to sorting out the issue by making some changes in
contract and employ people in two shifts. For instance, employer having two branches in retail,
may require employees to look after the enterprise. At this time, zero-hour workers can be put on
half-half time in both branches, thus solving the problem and also the employee getting more
work. Number of working hours can also be increased by organisation employing new
technology where people can do the work of sales and near day completion, maintain records of
it on computer, thus performing two roles which can solve their problem of working hours by
increase in shift time.

Time-table: As a student, it shall be difficult to maintain a balance between work and study,
therefore it will require an analysis of one’s own time available which one can spend on working
after the study hours of college and self-study are over (Farina, Green and McVicar, 2021). The
students can come in touch with on-demand staffing platforms like ‘Catapult’ which can suggest
them where working hours are lesser and work can be finished in less period of time. This shall
help them learn practically as well as maintain a balance between their studies and work. Apart
from it, in a zero-hour contract, the students have to come in contact with the HR or concerned
person, to discuss and decide whether there can be a shift for students that can be rotated in the
time after study hours to help them maintain a balance between the studies and work. If students
are more in number, then this plea can certainly be listened to and addressed by the employer.
CONCLUSION
It can be summed up that zero-hour contract needs moulding to benefit the employees and
alternatives were suggested with strategies recommended where discussion among employer and
employee remains the key.

REFERENCES
Books and Journals
Koumenta, M. and Williams, M., 2019. An anatomy of zero‐hour contracts in the UK. Industrial
Relations Journal, 50(1), pp.20-40.
Ravalier, J., Morton, R., Russell, L. and Rei Fidalgo, A., 2019. Zero‐hour contracts and stress in
UK domiciliary care workers. Health & social care in the community, 27(2), pp.348-355.
Farina, E., Green, C. and McVicar, D., 2021. Are Estimates of Non‐Standard Employment Wage
Penalties Robust to Different Wage Measures? The Case of Zero‐hour Contracts in the
UK. Industrial Relations: A Journal of Economy and Society, 60(3), pp.370-399.
Datta, N., Giupponi, G. and Machin, S., 2019. Zero-hours contracts and labour market
policy. Economic Policy, 34(99), pp.369-427.

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