[Harry Michael]

Unfair dismissal is when an employer terminates an employee’s employment without a valid reason. In the UK, the principle of legislation relating to unfair dismissal is governed by the Employment Rights Act 1996. The principles of legislation relating to unfair dismissal protect employees from unjust treatment by their employer and ensure that any termination of employment is based on valid reasons and follows a fair procedure (Howe,2016). Some of the principles relating to capability and misconduct present in the UK Employee Rights Act 1996 are:

Capability

An employer must have a reasonable reason to fire an employee, such as the employee’s ability or qualifications for the job. In addition, an employer must conduct a fair and reasonable evaluation of the employee’s ability to carry out their role. An employer must consider any disabilities that an employee may have and make reasonable arrangements to support their performance. Before being fired, an employee must be allowed the opportunity to improve their performance through training and support (Howe, 2016).

The case of London Borough of Hackney v Clarke is one out of capability principle. In this case, the employee, Mrs. Clarke, was a school cleaner and was absent from work for several months due to a knee injury. Her employer dismissed her after she returned and refused to accept a less exerting job, however the employer won since he had dismissed her fairly.

Misconduct

An employer must have a legitimate reason to fire an employee, such as their behavior.

An employer is required to conduct a fair and reasonable investigation into alleged misconduct.

Before making a decision, an employee must be given the opportunity to respond to any allegations of misconduct. The misconduct must be serious enough to warrant dismissal and not be a minor or isolated incident.  In both cases, if an employee believes that their dismissal was unfair, they have the right to bring a claim for unfair dismissal. This can be done by bringing a case to an employment tribunal. The tribunal will consider the facts of the case and the applicable legislation and make a decision on whether the dismissal was fair or not. If the tribunal finds that the dismissal was unfair, it may order the employer to pay compensation to the employee. (Howe, 2016).

Stringer v HM Revenue and Customs is a case of misconduct. Mr. Stringer, the employee in this case, was fired for breach of trust and confidence after disclosing confidential information to a third-party contrary to The Employment Rights Act of 1996.

References

Howe, J. (2016). Rethinking job security: A comparative analysis of unfair dismissal law in the UK, Australia, and the USA. Routledge.

[Harry Michael]

Unfair dismissal is when an employer terminates an employee’s employment without a valid reason. In the UK, the principle of legislation relating to unfair dismissal is governed by the Employment Rights Act 1996. The principles of legislation relating to unfair dismissal protect employees from unjust treatment by their employer and ensure that any termination of employment is based on valid reasons and follows a fair procedure (Howe,2016). Some of the principles relating to capability and misconduct present in the UK Employee Rights Act 1996 are:

Capability

An employer must have a reasonable reason to fire an employee, such as the employee’s ability or qualifications for the job. In addition, an employer must conduct a fair and reasonable evaluation of the employee’s ability to carry out their role. An employer must consider any disabilities that an employee may have and make reasonable arrangements to support their performance. Before being fired, an employee must be allowed the opportunity to improve their performance through training and support (Howe, 2016).

The case of London Borough of Hackney v Clarke is one out of capability principle. In this case, the employee, Mrs. Clarke, was a school cleaner and was absent from work for several months due to a knee injury. Her employer dismissed her after she returned and refused to accept a less exerting job, however the employer won since he had dismissed her fairly.

Misconduct

An employer must have a legitimate reason to fire an employee, such as their behavior.

An employer is required to conduct a fair and reasonable investigation into alleged misconduct.

Before making a decision, an employee must be given the opportunity to respond to any allegations of misconduct. The misconduct must be serious enough to warrant dismissal and not be a minor or isolated incident.  In both cases, if an employee believes that their dismissal was unfair, they have the right to bring a claim for unfair dismissal. This can be done by bringing a case to an employment tribunal. The tribunal will consider the facts of the case and the applicable legislation and make a decision on whether the dismissal was fair or not. If the tribunal finds that the dismissal was unfair, it may order the employer to pay compensation to the employee. (Howe, 2016).

Stringer v HM Revenue and Customs is a case of misconduct. Mr. Stringer, the employee in this case, was fired for breach of trust and confidence after disclosing confidential information to a third-party contrary to The Employment Rights Act of 1996.

References

Howe, J. (2016). Rethinking job security: A comparative analysis of unfair dismissal law in the UK, Australia, and the USA. Routledge.

[Harry Michael]

The method of acquiring and incorporating new skills and knowledge within an organization is referred to as organizational learning. It entails identifying, gathering, interpreting, and disseminating information and experiences that can be utilized to enhance organizational performance (Farsan et al., 2019). After a major product launch, for example, a company may undertake a post-launch review to see what ended up going well and what could be improved for upcoming launches. This review’s findings become part of the organization’s collective knowledge and can be used to help inform decisions and improve organizational performance. Also, after a major project is completed, a construction company might conduct a debrief to identify what went well and what could be improved for future projects. This information is then used to inform future decision-making and improve project planning and execution (Farsan et al.,2019).

Knowledge management is the systematic process of acquiring, disseminating, and effectively applying knowledge within a company. It entails identifying critical knowledge to an organization’s success, developing systems to capture and hold this knowledge, and making it easily available to employees (Farsan et al.,2019). A software company, for example, might create a knowledge management system that includes documentary evidence, tutorials, and best practices that use their products. The company can improve organizational performance by making this data readily available to employees. Also, A law firm might come up with a document management system to ensure that all legal documents are kept and organized in an orderly manner, making it easier for employees to find and use the information they require (Farsan et al., 2019).

Organizational learning and knowledge management have a cyclical relationship. Organizational learning provides the information that knowledge management systems require. In turn, effective knowledge management promotes organizational learning by making learning-related information and experiences readily available to workers. This results in a never-ending cycle of improvement and learning that propels organizational success (Njuguna, 2020).

References

Farsan, M.E. et al. (2019) Prime Scholars | Open Access Journals | Peer Reviewed Journals.

Njuguna, L., N, 2020, The Link Between Organizational Learning and Knowledge Management. Available at: https://www.linkedin.com/pulse/link-between-organizational-learning-knowledge-management-msc.

[Harry Michael]

It refers to how committed and engaged an employee is in their work and the organization which they work for. It assesses an employee’s psychological investment in their work and the company. Employee engagement can have a significant effect on the success of a company. Employees who are engaged are more productive, innovative, and driven, and they are less likely to quit the company. This, in turn, results in increased customer satisfaction, revenue, and notoriety (Smith,2022). Employees who are engaged have several attributes:

They are more productive. Employees who are engaged are often more productive and efficient because they are motivated to do their best work and contribute to the success of the organization. This often happens especially when the management and the employees have a good rapport (Smith,2022).

They meet the needs of customers in the following ways: Employees who are engaged are more likely to provide high-quality service and go above and beyond to meet the needs of customers, resulting in higher customer satisfaction. Once customers are satisfied, they remain loyal to the organisation (Smith, 2022).

There is low or no turnover: Employees who are engaged are less likely to leave the company, which reduces the cost and effect of turnover on the organization. Instead, they work hard to receive promotions, pay rises and other forms of reward (Smith, 2022).

They have a better reputation: Companies that have high levels of employee engagement have a better track record, which attracts both customers and top talent.

They are full of imagination: Employees who are engaged are more creative and innovative, which leads to new ideas and solutions that can propel the company forward (Smith,2022).

There are various factors that can foster employee engagement which include:

Balance between life and work: Employees who have a great balance between life and work are more likely to be engaged and feel encouraged to work. This is because they have no confusion or disorderliness that could affect their performance (Tenny, 2021).

Rewards and recognition: Employees who feel valued and acknowledged for their efforts are more likely to be engaged (Tenny, 2021).

Leadership: Leaders who are encouraging, transparent, and accessible can help create a culture of engagement (Tenny, 2021).

Career nurturing opportunities: Employees who feel like they are growing and developing in their careers are more likely to be engaged (Tenny, 2021)

References

Smith, T.,2022, What Is Employee Engagement? Definition, Strategies, and Example. Available at: https://www.investopedia.com/terms/e/employee-engagement.asp.

Tenny, M.,2021, Good Examples of Employee Engagement – Business Leadership Today. Available at: https://businessleadershiptoday.com/what-are-examples-of-employee-engagement/.

[Harry Michael]

Recruitment

The first step in the process is recruitment, which entails advertising job openings and attracting a pool of qualified applicants. This can be accomplished through a variety of means, including job advertisements on corporate websites, social media, and job boards, as well as employee referrals and employment agencies (Balasubramanian, 2014).

This process is important because:

It shows the path the organization should take since it is the first step in staffing before selection, induction, or retention (Balasubramanian, 2014).

It Increases the number of job candidates at a minimal cost.

Helps raise the success rate of the selection by reducing the number of underqualified or overqualified job applicants (Das, 2018).

Minimizes the chances that job applicants, once recruited and selected, will leave the organization after a short period.

It meets the organization’s legal and social obligations regarding the composition of its workforce (Das, 2018).

It is a process of identifying and preparing potential job applicants who will be great candidates (Das, 2018).

To Increase the individual’s short-term and long-term organizational effectiveness

Evaluate the effectiveness of various recruiting techniques and decide which ones to use and which ones to avoid (Das, 2018).

Selection

This includes assessing applicants’ experiences through interviews, reference checks, background checks, and other evaluation methods. The selection process’s objective is to ensure that the candidates selected have the skills needed, abilities, and ability to perform well in the role (Petersen, 2019).

It is important to select because:

A good employee needs to be hired so as to deliver high-quality and professional work

A new employee impacts the rest of the staff, they can either be motivated or demotivated (Petersen, 2019).

Employee turnover is expensive so the right applicant needs to be elected to save the organization the hustle of dismissing them (Petersen, 2019).

Induction

The final step in the process is induction, which involves introducing new employees to the organization’s culture, policies, and procedures. A well-designed induction program can make new employees feel appreciated and valued, as well as provide the guidance and assistance they need to succeed in their roles (Baddapuri, 2016).

It is necessary to induct because:

It saves a lot of money and time since an employee is guided on how to work and adapts to the new job quickly

It reduces employee turnover since the new employees are provided with information about the organization (Baddapuri, 2016).

It guarantees efficiency in work since the new employee has been introduced to the culture of the organization

It provides the necessary information to the newcomer in case of any queries (Baddapuri, 2016).

It makes the newcomer to be respected and the other employees attempt to make him feel welcome.

References

Baddapuri, D., 2016, Induction Training – How Does It Benefit the Company and the New Hire? Available at: https://blog.commlabindia.com/training-solutions/induction-training-benefits (Accessed: February 10, 2023).

Balasubramanian, K. (2014). The significance of recruitment in an organization. Global Journal of Finance and Management, 6(8), 735-738.

Das, N., 2018, What is the Purpose and Importance of Recruitment? Available at: https://www.ilearnlot.com/what-is-the-purpose-and-importance-of-recruitment/50071/ (Accessed: November 10, 2023).

Petersen, L., 2019, Why Is the Human Resource Selection Process Important? Available at: https://smallbusiness.chron.com/human-resource-selection-process-important-14399.html (Accessed: February 10, 2023).

[Harry Michael]

Increased Communication

Allow employees to develop their own ideas and make their own decisions to make them feel like they are a part of the organization. This can only happen if they are free to interact with their coworkers and leaders. When employees communicate properly, they have a sense of belonging to a community, and this interaction brings purpose to their job. It also increases employee trust and reinforces working relationships, especially with leaders (Thompson, 2021).

Excellent leadership

A good leader should be able to share information clearly and frequently. Employees should be free to express their views and question their managers. A leader should also be liable and accept responsibility for his or her actions. A good leader tries to figure out what it is that isn’t working and then works to find a solution. He or she should frequently motivate employees to keep them going (Thompson, 2021).

Employee acknowledgment

The acknowledgment of an individual’s behavior, hard work, and accomplishments in aid of the organization’s goals and values is referred to as recognition. Employees who are frequently recognized will be motivated to put in additional effort to meet the organization’s objectives (Stevens, 2022).

Provision of workplace wellness services

Employees’ health and well-being are impacted by the massive amount of stress as well as fatigue they experience because they spend the bulk of their day at work. Illnesses, both physical and mental, are unavoidable. Employees experience stress, anxiety, depression, backaches, muscle pain, and other symptoms. As a result, it is the obligation of the company to provide a healthcare system that considers an employee’s overall well-being (Thompson, 2021)

Personal and professional growth

Employees quit their jobs because there isn’t enough challenging work. Employees leave when they believe their expectations for joining an organization are not being met. As a result, it is critical for them to work in positions that will develop their personal and professional careers. As a result, management has the incentive to offer them training programs as well as intellectually stimulating work that keeps them busy (Stevens, 2022).

Delegation of responsibilities and duties

When responsibilities are clearly and concisely defined in advance, there is no room for misunderstandings or confusion. Employees can understand their daily responsibilities and how they can contribute to the company (Stevens, 2022).

Work environment

Help employees to personalize their workstations. Adjust their workstation as per their preference. Also, provide them with flexible working hours and telecommuting so that they are more efficient (Thompson,2021).

References

Stevens, L., 2022, The Three Elements of Employee Engagement | Preciate. Available at: https://preciate.com/elements-employee-engagement/.

Thompson, M., 2021, What are the Components of Employee Engagement? Available at: https://wethrive.net/employee-engagement/components-of-employee-engagement/.

[Harry Michael]

Employee voice helps the organization in making better decisions.

When you provide your employees with a voice and foster a company culture where they’re comfortable using that voice then they’ll be open and honest about the problems they face at work. Once you know which problems your people are dealing with, you can address them. And when your employees see you’re willing to fix the problems in your business, they’re more likely to be encouraged to come to you with more of them. They’re also comfortable with remaining in the organization since the management is concerned about their problems (Broderick, 2022).

Employee voice helps to reduce workplace conflict.

Employees need an outlet from the frustrations and friction that come from interacting with different personalities in the office (Broderick, 2022). If an employer ignores this, it can lead to reduced morale among employees. Employees need to be empowered with a real voice and you’ll give them a way to open up about workplace conflict. The management also needs to provide ways to resolve conflicts so as not to affect organizational performance. Continued conflict may not only affect the parties directly involved but also the organisation as a whole. It is essential for management to ensure there’s no bad blood at the workplace so as to create a good working environment that fosters productivity (Broderick,2022).

Employee voice enhances employee retention.

An organization that allows employee voice is more likely to retain employees as compared to one that doesn’t. If employees feel like they have a chance to speak out they are more likely to feel comfortable in the company and stick around. They’re also likely to talk to management before they consider leaving since there is open communication between management and employees (Busher, 2019).

Employee voice enhances customer success.

When you listen to your employees and respond to their feedback and they’re more likely to be happy, engaged, and productive. They’re also more likely to go the extra mile and be highly productive thus serving customers better. This creates a good name for the organization enabling it to stay afloat in the competitive market (Busher,2019).

Employee voice boosts engagement.

When your employees don’t think their opinion counts, it’s natural for them to feel like a replaceable part. Empowering them with a voice is therefore a great way to improve employee engagement. Management needs to create a friendly environment that enables workers to engage in organizational activities without fear (Busher,2019).

References

Broderick, D., 2022, The Link Between Employee Voice and Organisational Performance – Hive, Hive. Available at: https://www.hive.hr/blog/employee-voice-and-organisational-performance/.

Busher, Assoc. C.K., 2019, Employee Voice: A Strategy to enhance Organisational Performance, Employee Voice: A Strategy to enhance Organisational Performance. Available at: https://www.linkedin.com/pulse/employee-voice-strategy-enhance-organisational-kendall-busher.

[Harry Michael]

High-performance work is an approach to management that concentrates on improving employees’ skills, abilities, and motivation in order to increase overall organizational productivity. This strategy entails creating a helpful and engaging work environment that promotes employee development, providing continuous training and development opportunities, and providing competitive compensation and benefits packages (Caruso,2020).

On the other hand, investment in human capital refers to an organization’s investment in its employees through training, education, and other forms of development. This investment is intended to improve employee skills and knowledge, which can boost productivity and competitiveness (Caruso,2020). The combination of the two can lead to a number of positive outcomes for organizations which include:

Enhanced productivity

For example, an organization that provides ongoing development and training opportunities in the current technologies and tools to its employees can improve their efficiency and productivity (Fry,2020).

Employee morale and engagement have improved.

Employee motivation and engagement can be enhanced by offering opportunities for growth and development, resulting in higher levels of job satisfaction and lower rates of turnover. A company that provides its employees with flexible work arrangements and opportunities for skill development through training and mentorship programs, for example, can create a positive work environment and retain top talent (Tang,2018).

The advantage in the marketplace

Companies that make investments in their employees’ development can distinguish themselves from rivals and secure a market advantage. A company that invests in the development of its sales team, for example, through regular skills training and sales coaching, can improve its competitive edge and win more business (Tang, 2018).

improved talent management

Organizations can attract and retain top talent by focusing on employee development, and improving their ability to manage human capital successfully. For example, a company that provides a clear career progression path and opportunities for advancement to its employees can attract and retain top talent, thereby improving its overall talent management practices (Tang,2018).

Innovation and creativity

Due to the provision of development programs such as continuous training, employees are equipped with the necessary skills and knowledge to be efficient in their work which means they can come up with new innovations and creative ideas (Tang,2018).

References

Caruso, D., 2020, What is High-Performance Working? – Beagle HR Outsourced HR Support Consulting. Available at: https://beaglehr.com/2020/05/29/what-is-high-performance-working/.

Fry, W., 2020, The Benefits of a High-performance Culture. Available at: https://www.linkedin.com/pulse/benefits-high-performance-culture-wayne-fry.

Tang, T. W., et al. (2018). The benefits of high-performance human resource practices in the implementation of an artistic strategy in the hotel industry. In Handbook of Human Resource Management in the Tourism and Hospitality Industries (pp. 391-414).

[Harry Michael]

The human resources (HR) service delivery model is a balanced approach that describes how HR functions and processes are provided to employees in an organization. This model defines how HR products are offered, delivered, and managed to help achieve the goals and objectives of the organization. It is an important component of HR strategy because it assists organizations in aligning HR services with their business needs and increasing the efficiency and effectiveness of HR service delivery (Corona,2022). The following elements are typically included in the HR service delivery model:

HR service design: The HR department designs and implements HR services that are aligned with the organization’s goals and objectives based on an assessment of HR needs (Harrop, 2017).

Continuous enhancement: The HR department makes decisions based on the results of monitoring and evaluation.

HR services delivery: They are delivered to employees through a variety of channels, including HR portals, self-service tools, and HR call centers (Harrop,2017).

HR service monitoring and evaluation: HR department constantly monitors and evaluates the HR service delivery process to ensure its effectiveness, efficiency, and meets the needs of employees.

HR needs assessment: Entails assessing the organization’s current HR service delivery processes, identifying areas which can be improved, and determining the changes that are needed to support the organization’s goals and objectives (Harrop, 2017).

Examples of HR service delivery models:

HR service delivery model that is more centralized

HR services are highly centralized and delivered through a centralized HR department in this model. This model is appropriate for organizations with a large number of workers that need to standardize their HR processes (Harrop, 2017).

HR service delivery model that is decentralized

HR services are decentralized in this model and delivered by HR representatives who work in various departments throughout the organization. This model is appropriate for organizations with a decentralized structure that require HR services to be tailored to the particular needs of different departments (Harrop, 2017).

HR service delivery model that is outsourced

In this model, HR services are outsourced to a third-party provider. This model is suitable for organizations that lack the resources or expertise to deliver HR services within the organisation (Harrop,2017)

References

Corona, K., 2022, HR Service Delivery: Definition & Examples | Pipefy. Available at: https://www.pipefy.com/blog/hr-service-delivery/.

Harrop, J. J. (2017). Assessment and recommendations for effective HR service delivery model implementation for organizations. Middle East Journal of Business, 12(1), 23-27.

 

[Harry Michael]

Functional design

It divides employees into departments based on their work areas of expertise. Each department has an assigned leader who is well-versed in the job functions of each employee they supervise. Tesco in the UK uses functional structure (Gordon, 2022).

Matrix design

Team members submit to multiple managers at the same time in a matrix organizational structure. Having several supervisors allows for greater company interaction and faster project completion. When responding to functional and project managers, employees can learn skills outside of their team. While functional managers can assist in the resolution of job-specific issues, project managers can bring in knowledge or talents from other departments. BP, a multinational oil and gas company uses this design (Gordon,2022).

Divisional design

Employees are organized around a common product or geographical location. Divisional organizations have teams that specialize in a particular market or product line. The entire organization is divided by location so that strategies can be tailored to audiences from various markets. Top management determines company culture, but each division makes operational decisions independently. Unilever, a multinational consumer goods company uses divisional design (Gordon,2022).

Network design

This entails combining the efforts of two or more organizations in order to deliver a single product or service. Typically, a network organization will outsource the job to contract employees or vendors. The teams are made up of both full-time employees and freelance specialists, allowing in-house employees to spend the majority of their time concentrating on the work in which they specialize (Olmstead, 2022). Uber, a ride-hailing company uses network structure in UK

Flat design

There are few middle managers between employees and top managers which means that little or no supervision is required. This increases employee involvement and improves trust in the workplace (Olmstead, 2022). Skyscanner, a travel search engine company uses this design.

References

Gordon, J., 2022., Common Types of Organizational Design or Structure. Available at: https://thebusinessprofessor.com/en_US/management-leadership-organizational-behavior/common-types-of-organizational-design-or-structure.

Olmstead, L., 2022., 7 Types of Organizational Structures +Examples, Key Elements – Whatfix. Available at: https://whatfix.com/blog/organizational-structure/.

[Harry Michael]

Organisations should effectively handle grievances to avoid facing adverse effects from not doing so. They can consider the following skills for effective grievance and discipline-handling procedures;

Active listening

Active listening is an essential skill for effective grievance and discipline handling procedures. It encompasses actively engaging the individuals talking with openness and empathy. It focuses on giving the speaker full attention, maintaining eye contact and applying body language to demonstrate interest. Active listeners strive to understand the speaker’s presentation while evading criticism and judgment. Besides, active listening encompasses restating what others say to ensure that all parties clearly understand the situation (Folger, Poole and Stutman, 2020). This assists in creating a trusting atmosphere and is advantageous in addressing grievances and disagreements. It can also assist in creating an understanding and safety sense in the organisation, decreasing the potential conflict. Furthermore, active listening assists in building a respectful and constructive association between the involved parties. It is a vital skill to possess when addressing grievances and disciplinary matters since it fosters a constructive conversation, promotes resolution and understanding and builds trust between all the involved parties.

Questioning

It is a critical skill for effective discipline handling and grievance procedures. Through questioning, managers could acquire a deeper understanding of the employee’s situation and grievances. It permits the manager to access the root of the concern and come up with available solutions to deal with the challenges. Additionally, questioning permits the manager to test the employee’s understanding of the circumstance and the recommended solution (Folger, Poole and Stutman, 2020). This ensures that the manager arrives at informed decisions as they consider the disciplinary action. Moreover, questioning could assist the manager in remaining impartial since they are not taking the employee’s word as a fact. This assists in ensuring that organisations take just and fair actions. Hence, all managers should possess and apply questioning skills when effectively dealing with grievances and disciplinary handling processes since they will better understand the situation before making informed decisions.

Investigation

Investigation is a vital skill for effective and discipline-handling processes. It encompasses collecting evidence and information to determine the situation’s facts. An investigator should be able to pose appropriate queries, remain impartial and evaluate witnesses’ credibility. Additionally, they must be able to document and analyse the facts to arrive at a proper conclusion (Folger, Poole and Stutman, 2020). Investigation is a vital section of any grievance and discipline-handling procedure as it permits organisations to embrace proper action and make informed decisions.

Reference

Folger, J.P., Poole, M.S. and Stutman, R.K., 2021. Working through conflict: Strategies for relationships, groups, and organizations. Routledge. Retrieved 20, January 2023, from https://www.taylorfrancis.com/books/mono/10.4324/9781003027232/working- conflict-joseph-folger-marshall-scott-poole-randall-stutman

[Harry Michael]

    Surveys

Surveys are a method that employers apply to gather feedback from their employees concerning their perspectives, opinions and experiences (Wilkinson et al., 2020). They could be applied in measuring employee engagement, collecting feedback about job satisfaction and identifying areas that require improvement.

Pros

Applying surveys in employee engagement measurement provides a chance to gather feedback from several people quickly, the ability to quantify feedback and trends identification, and the ability to get unbiased and honest feedback.

Cons

The disadvantages of using surveys to measure employee engagement encompass the potential for bias in the survey queries, the effort and time required for creating and administering the survey, besides the potential of the employees to feel their feedback is taken unserious (Wilkinson et al., 2020).

Suggestion schemes

Suggestion schemes refer to programs organisations design to encourage employees to air their ideas toward enhancing products and processes. They can be in the form of suggestion boxes. By giving a platform for the employees to give their perspectives and receive rewards for contributing toward the entity’s decisions, the schemes develop a sense of ownership and assist the employees in feeling engaged and valued (Ray, 2022).

Pros

One advantage of using suggestion schemes to improve employee engagement is that they could give a platform for the employees to share their feedback and ideas (Ray, 2022). They can assist in creating a collaborative atmosphere and give an avenue for the entities to be valued and feel heard.

Cons

Using suggestion schemes to improve employee engagement could be hard to ensure that all perspectives are fully assessed. It could take the managers much time to review the employees’ suggestions and ensure they properly implement them. Besides, employees could become disappointed if their opinions go unimplemented (Ray, 2022).

Team meetings

Team meetings are crucial to gather employees together and discuss common objectives and goals. They could be applied in fostering enhanced employee engagement by offering a forum for the employees to voice their ideas and opinions, besides developing solutions to challenges (Wilkinson et al., 2020).

Pros

Team meetings could be an excellent way to keep employees connected to their co-workers. Regular meetings assist in establishing trust and relationships between the team members. This could result in improved communication and increased productivity (Wilkinson et al., 2020).

Cons

Team meetings can be time-consuming. It could take up valuable time, which could be applied to tasks or project completion. Besides, team meetings could encompass difficulties in organising and keeping on track if the team is too big or if members are unprepared (Wilkinson et al., 2020).

References

Ray, L. 2022. Weighing the Pros & Cons of the Employee Suggestion Box. [online]. Available at: https://smallbusiness.chron.com/weighing-pros-cons-employee- suggestion-box-33254.html [Accessed 2 February 2023]

Wilkinson, A. et al. 2020. Handbook of research on employee voice. Edward Elgar Publishing. Available at:https://books.google.co.ke/books?hl=en&lr=&id=4yXsDwAAQBAJ&oi=fnd&pg=P R1&dq=employee+voice+and+engagement- +book&ots=7FTbTpX4gR&sig=KpqkySVPEY3iXz2zD-oGqLi7mQ4&redir_esc=y

[Harry Michael]

Organizational structure refers to the formal system of authority, communication, and roles that determine how work is divided and coordinated within an organization. The Chartered Institute of Personnel and Development (CIPD) recognizes several types of organizational structure, including:

1. Hierarchical structure: This type of structure is characterized by a clear chain of command, with authority flowing from the top to the bottom of the organization. Hierarchical structures are often used in large organizations and are effective in ensuring that decisions are made quickly and efficiently. Strengths of this structure include clear lines of authority and good control over decision-making (Taylor, 2019). However, hierarchical structures can be bureaucratic and slow to respond to changing market conditions, and they can limit the ability of employees to take initiative.
2. Matrix structure: This type of structure combines elements of both hierarchical and functional structures, with individuals reporting to multiple managers based on their different roles. Matrix structures are often used in organizations that need to respond to complex projects, as they allow for flexible deployment of resources. Strengths of this structure include flexibility and the ability to respond to changing market conditions. However, it can lead to confusion over roles and responsibilities, and can create conflicts between managers with different priorities.
3. Flat structure: This type of structure is characterized by a minimal hierarchy and a lack of formal titles and positions. Flat structures are often used in small organizations and start-ups and are effective in promoting collaboration and innovation. Strengths of this structure include a flat organizational structure that allows for fast decision-making and a more direct connection between employees and senior management (Chión et al., 2020). However, flat structures can lead to confusion over roles and responsibilities, and can make it difficult to enforce accountability.
4. Functional structure: This type of structure is characterized by the grouping of individuals based on common skills, knowledge, or expertise. Functional structures are effective in organizations that require a high degree of specialization and are often used in technical or professional services organizations. Strengths of this structure include a clear division of labour, specialized expertise, and efficiency. However, functional structures can limit the ability of employees to work across different areas of the organization and can lead to a lack of collaboration and integration.

To determine the most appropriate organizational structure, organizations should consider their goals, culture, and available resources, and should be prepared to adapt their structure.

References

Chión, S.J., Charles, V. and Morales, J., 2020. The impact of organisational culture, organisational structure and technological infrastructure on process improvement through knowledge sharing. Business Process Management Journal, 26(6), pp.1443-1472.

Taylor, S.P., 2019. Organisational structures. International Journal of Housing and Human Settlement Planning, 5(2), pp.28-33.

[Harry Michael]

Both coaching and mentoring are similar in several ways:

1. Both focus on individual development: Coaching and mentoring both focus on the development of the individual, whether that be through building skills, improving performance, or addressing specific challenges.
2. Both involve a supportive relationship: Both coaching and mentoring involve a supportive relationship between the coach/mentor and the coachee/mentee, in which the coach/mentor provides guidance, support, and feedback.
3. Both require active participation from the coachee/mentee: Both coaching and mentoring require active participation from the coachee/mentee, who is responsible for setting goals, taking action, and reflecting on their progress.
4. Both aim to support personal and professional growth: Both coaching and mentoring aim to support personal and professional growth, helping individuals to achieve their goals and reach their full potential.

The main difference between coaching and mentoring is the focus of the relationship. Coaching tends to focus on specific performance goals and addressing specific challenges, while mentoring is more focused on longer-term personal and professional development. However, both approaches can be highly effective in helping individuals to grow and develop, and organizations are often best served by using a combination of both.

References

Al Hilali, K.S. et al. 2020. Coaching and mentoring. Concepts and practices in development of competencies: A theoretical perspective. International Journal of Academic Research in Accounting, Finance and Management Sciences, 10(1), pp.41-54.

Koopman, R. et al. 2021. The Chronological Development of Coaching and Mentoring: Side by Side Disciplines. International Journal of Evidence Based Coaching & Mentoring, 19(1).

[Harry Michael]

Here are the steps that organizations can take to implement a successful coaching and mentoring programme:

1. Define the goals and objectives of the programme: The first step in implementing a coaching and mentoring programme is to clearly define the goals and objectives of the programme. This will help ensure that the programme is aligned with the overall goals of the organization and will provide a clear roadmap for success.
2. Identify potential mentors: Organizations should identify potential mentors who have the skills and experience necessary to provide effective coaching and mentoring. These individuals should have a strong track record of leadership and management success and be willing to invest time and energy in the development of others.
3. Develop a training programme for mentors: Once potential mentors have been identified, organizations should develop a training programme to equip them with the skills and knowledge necessary to provide effective coaching and mentoring. This may include training in coaching and mentoring skills, as well as training in the specific goals and objectives of the programme.
4. Match mentors and mentees: Organizations should match mentors and mentees based on their skills, experience, and development needs. This will help ensure that the mentoring relationship is productive and will maximize the benefits of the programme.
5. Provide ongoing support and evaluation: Organizations should provide ongoing support and evaluation of the coaching and mentoring programme. This may include regular check-ins with mentors and mentees, regular training and development opportunities for mentors, and ongoing evaluation of the programme to ensure its continued success.

In conclusion, a well-implemented coaching and mentoring programme can provide significant benefits to organizations, including the development of a strong pipeline of leaders and managers and the cultivation of a positive organizational culture.

References

Al Hilali, K.S., Al Mughairi, B.M., Kian, M.W. and Karim, A.M., 2020. Coaching and mentoring. Concepts and practices in development of competencies: A theoretical perspective. International Journal of Academic Research in Accounting, Finance and Management Sciences, 10(1), pp.41-54.

Koopman, R., Englis, P.D., Ehgrenhard, M.L. and Groen, A., 2021. The Chronological Development of Coaching and Mentoring: Side by Side Disciplines. International Journal of Evidence Based Coaching & Mentoring, 19(1).