Reference no: EM133177918

Question:

Distinguish between organisational conflict and misbehaviour, and between informal and formal conflict.

2.2 Distinguish between official and unofficial employee action.

2.4 Distinguish between third-party conciliation, mediation and arbitration.

3.1 Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues.

3.2 Analyse key causes of employee grievances.

CASE 1; This is a historical event which happened at time in the distant past at your organisation when a Union was recognised. A group of workers had their job roles significantly changed from working in a customer service team to working in sales. This group objected to the change in their roles; they cited the lack of notice and training that was provided and at the time, were given no opportunity for consultation. They did however form a staff committee and they did elect a staff representative to speak for them with the management team. There was one negotiation meeting which was not productive. They walked out of their jobs for 3 days and were threatened with dismissal, after which time they returned to work. Two of these workers raised grievances and most of these workers then left their jobs within the following 6 months period.

CASE 2; A worker in a team who has previously had a good and long term record with the organisation, became less productive and less communicative. The line manager tried to address this through an appraisal meeting which at the time was yearly event. The record of the discussion doesn't show much detail except that the worker understood the issues and promised to improve their work. Subsequently, the worker has become disruptive at work, with some absenteeism, some arguments with team members and this is generally having a negative effects on others in the team as it has been going on for some 6 months. The line manager is unable to fully determine what the issues actually are and approach HR for advice.