One employee was dismissed for being rude to customers. The employer is concerned that the dismissal might have been unfair. What are the differences between fair and unfair dismissal?

The employer dismissed the employee because its behavior with the customer was rude. The employer thinks that the dismissal is unfair; however if the fair & unfair dismissal rules are analyzed then it can be said that this dismissal is fair because employer has dismissed the employee due to the employee's miss behavior. The dismissal is considered fair in the following reasons:

·         if the reason is of dismissal is employee’s misconduct

·         if the employee is unqualified & does not have necessary abilities

·         the statutory duty does not allow the employer to continue the employment

·         Any other reason which is justifiable for the dismissal of the employee

If the above scenario is analyzed then it can be said that the dismissal is fair because the employee is dismissed because pf its misconduct. The customers are the utmost propriety of any business, and misbehavior of the employees with the customers can decrease the goodwill or reputation of the business. It means that the misconduct of employees can have severe consequences on the revenue and profitability of the business. Therefore by keeping the severity of the situation in mind it can be said that the decision of the employer was rational. The decision of the employer will set a standard in the organization which will allow other employees to never misbehave with customers (Bersin, 2013).

The dismissal of the employee will be considered unfair if the employee was dismissed from the organization due to the following reasons:

·         Family reasons such as parental leave, sick leave or paternity leave, etc.

·         An employee acting as an employee representative

·         The employee is the member of a trade union or employee union

·         The employee is working part-time

·         Due to working hours and pay

From the above mentioned unfair dismissal reasons, no reason is associated with this employee's dismissal which is indicating that the employee is dismissed from the organization fairly. The rude behavior of the employee can decline the reputation of the business. If the employee was not dismissed than there was a chance it might misbehave with another customer in the future. The employees are taught in the training p[programs and during the business studies regarding how to behave with customers and what behavior is considered unappropriated for dealing with customers. It can be said that the employee lack customer service skills and that is why dismissal has been performed by the employer. The employer should train its employees so that they can behave appropriately with their customers (Meifert, 2014).

Q10  (AC 3.2)  

During season 5 of the permanent employees resigned. Why might it have been useful – to both the employer and to the employee to carry out exit interviews with these employees? (approx 300 words)

The exit interviews have huge significance for both the employer and the employee. It is important for the organization or business to know why their permanent employees have decided to leave the organization. The employees in the organization decided to leave the organization for a reason. Without any reason, no employee would decide to leave the organization. The reason for leaving the organization can be anything, for instance, low motivation level, bad behavior of the management, unappropriated behavior of the employees and lack of incentives or remunerations, etc. So with exit interview the employee can inform the organization about the reasons for which it has decided to leave the organization (Rees & Smith, 2014).

The exit interview is important for the employer because through this it will have a clear idea about what is going wrong in the organization and why the employees are leaving the organization. With the feedback from the resigning employees the employer can take such initiatives that will help the employer to retain its remaining employees. With the feedback the employer can identify the problems I the organization and can create the strategy to mitigate those issues. In other words the exit interview can help the employer to improve the working environment of the organization along with efficiency and performance (Wright, et al., 2015).

The exit interview can be beneficial for both the employer and the employee in many ways. If the employee who is leaving the organization is talented, then the employer can negotiate with the employee at the time of interview and can assure the employee that its concerns will be addressed and the employee does not need to leave the organization. If the exit interview is not done in the organization than the employer will not get the opportunity to negotiate with the employee. Overall it can be said that the exit interview can help the corporation to improve its HR activities.

Q11  (AC 3.3)

What are the key stages to be followed in managing redundancies (once the decision has been made), and what is the impact of these redundancies on the whole organization? (approx 300 words)

Once the organization has decided to perform the redundancy, then a complete procedure is followed for managing the redundancy. The redundancy process has many stages, which include preparation stage, selection stage, consultation stage, notice stage and finally the dismissal or termination stage. It is highly important to manage the redundancy efficiently because if the organization is not going to manage it appropriately then not only the reputation of the company might decrease but also the performance of the organization can experience a heavily decline. Managing Redundancy is not as easy as it seems and the corporation would have to make bold decisions in order to keep the things right (Festing, 2013).

The first phased off managing the redundancy is to check whether is the redundancy is actually important for the organization or not. If the redundancy is necessary for the corporation, then in this phase, the HR department create a complete redundancy plan. In the second phase of redundancy process the employees are selected, which the organization is considering for redundancy. In this phase the organization determines the criteria of employee selection. Determining the criteria is a very tough process. The criteria should be created in such a way that it can be fairly applied in all the organizations (Shapiro, et al., 2013).

The third stage of the redundancy process is the consultation stage. In this stage the HR department consults the authorities regarding the redundancy procedure. The HR department has to explain why those individuals are selected and whether the corporation has alternative for those individuals or not.  The fourth phase of the redundancy process is the notice & appeal stage. The employee who has been selected for termination is given notice before termination. The employee has the right to appeal regarding the termination. The last stage of the termination process is termination. The employees who have worked more than two years are given redundancy payment.

Choose ONE of the following areas and obtain data from your organization or one with which you are familiar:

•           The turnover of staff over the last 3 years broken down into departments, job families and occupational groups, reasons for leaving and peaks and troughs through each year - OR

•           The levels of absence over 3 years broken down into occupational groups, reasons for absence and the absence rates for each key part of the organization (e.g. administration production, sales, shop floor workers) - OR

•           The outcomes from a recent staff survey were indicating the level of job satisfaction and motivation for different occupational groups or departments, the main areas for dissatisfaction.

You may wish to speak to key personnel in your organization to obtain their views on the recommendations from your research and analysis. This data must be based on one specific organization.

You then need to do the following:

Q12  (AC3.2)   

Provide an introduction to the HR area being investigated. Present the data in 3 different visual formats (chart, graph, etc), with appropriate headings that will help to inform decision making on the topic you have chosen. (approx 200 words)

The operation department, manufacturing department & financial department of the Saudi Aramco Organization have been evaluated for investigating the level of job motivation. Saudi Aramco performs various motivational programs for its employees, which include career development programs, Thrift Plan, Compensations, Health care program and Educational assistance. This program not only increases employee satisfaction but also increase the performance and efficiency of the organization. It is evident that when the motivation level of the employee increases, their performance and commitment also increases as a result. In the Aramco Corporation special attention to employee motivation is given so that their performance can be enhanced (Festing, 2012).

Source: http://www.ijteee.org/final-print/oct2014/Work-Attitudes-Of-Employees-Of-Saudi-Aramco-Its-Relation-To-Work-Satisfaction.pdf

In the above figure, the various questions have been asked from the Aramco employees, and from the Aramco employee's response it can be seen that different employees are satisfied with the organization. The employees in Saudi Aramco are satisfied. The employees in the organization decided to leave the organization for a reason. Without any reason no employee would decide to leave the organization. The reason for leaving the organization can be anything, for instance, low motivation level, bad behavior of the management, unappropriated behavior of the employees and lack of incentives or remunerations, etc.

Q13  (A.C 3.1) 

Analyze and interpret the data, in a narrative that explains your images, and draws conclusions. (AC3.1) In doing so please include the following; a) Provide an introduction to the HR area being investigated. Present the data in 3 different visual formats (chart, graph, etc) with appropriate headings. For each image, analyze and interpret the data (i.e. explain what it mean, in quantitative and/or qualitative terms) (approx 250 words)

Source: http://www.ijteee.org/final-print/oct2014/Work-Attitudes-Of-Employees-Of-Saudi-Aramco-Its-Relation-To-Work-Satisfaction.pdf

The employees in the Saudi Aramco are satisfied because the supervisors or the management of the organization helps its employees to perform various tasks. The managers in the organization address the needs and preferences of their employees. When the management of the organization is going to address the needs of employees, then the employee’s motivation will increase because they know that the organization gives importance to them, and they have their value in the organization. In the above figure it can be seen that the employees of the organization are satisfied with various initiatives of the organization.

The employees of Aramco are satisfied by the training programs which the organization has done for improving the skills and abilities of its employees. The employees are satisfied with approach, which is used by the supervisors who identifying their key strengths & weaknesses in the organization. The employees are also satisfied with the benefits or incentives which the organization provides to the employees and their families. It means that with different initiatives and practices of the company the employees are satisfied. When the employees are satisfied it means that their motivation level will be higher which will lead to higher productivity and performance.

Q14  (A.C 3.1)

b) From the data you have provided, draw conclusions that will enable decision making (approx 250 words)

If all the above discussion is summarized than it can be said that Saudi Aramco performs various motivational programs for their employees, which include career development programs, Thrift Plan, Compensations, Health care program, and Educational assistance. These programs not only increase employee satisfaction but also increase the performance and efficiency of the organization. It is evident that when the motivation level of the employee increases, their performance and commitment also increases as a result. In the Aramco Corporation, special attention to employee motivation is given so that their performance can be enhanced. The Aramco Organization has the opportunity to further improve the motivation of the employees by implementing new initiatives. The Aramco Corporation can recognize the work of the employees which will improve their motivation. Aramco organization can provide clear career growth to its employees. The organization can promote those employees who have work harder than other employees and are talented. The promotion on the basis of performance talent and experience will motivate other employees to work hard as well.

References of One employee was dismissed for being rude to customers. The employer is concerned that the dismissal might have been unfair. What are the differences between fair and unfair dismissal?

Bersin, J., 2013. Big Data in Human Resources: Talent Analytics (People Analytics) Comes of Age. [Online]
Available at: https://www.forbes.com/sites/joshbersin/2013/02/17/bigdata-in-human-resources-talent-analytics-comes-of-age/#12484414cd03
[Accessed 14 July 2017].

Festing, M., 2012. Strategic Human Resource Management in Germany: Evidence of Convergence to the U.S. Model, the European Model,or a Distinctive National Model?. ACADEMY OF MANAGEMENT PERSPECTIVES, 26(2), pp. 37-54.

Festing, M., 2013. Management and International Review: Strategic Issues in International Human Resource Management. s.l.:Springer Science & Business Media.

Meffert, M. T., 2014. Strategic Human Resource Development: A Journey in Eight Stages. s.l.:Springer Science & Business Media.

Rees, G. & Smith, P., 2014. Strategic Human Resource Management: An International Perspective. s.l.:SAGE.

Shapiro, J. C., Hoque, K. & Kessler, I., 2013. Human resource management. pp. 1-264.

Wright, P. M., Guest, D. & Paauwe, J., 2015. Off the Mark: Response to Kaufman's Evolution of Strategic HRM. Human Resource Management, 54(3), pp. 409-415.