1.

Internet factors that may affect employment relations; include:

1. Trade Unions:
A group of workers bargains theirs mates' rights and gather to achieve
common goals in the workplace; such as:

Achieve higher health care and recruitment standards.

Safety standards.
Better working conditions.
Negotiate labor contracts with the employers.

Moreover, the trade union bargains the employees' demands with the
employer and negotiates labor contracts. Their main purpose of trade unions
is to maintain and improve conditions in the work place; like: negotiation of
wages, work rules, complain procedures, firing and promotions, hiring and
workplace policies.
The impact of trade unions among employment relationships differs from an
organization to another. In one hand, top management in the organization
considers the union as consultant and employees representative to develop
the employees status and figure out their demands. They respect each
others duties and work cooperatively together. On the other hand, some
organizations reject the existence of trade union in it; conflicts and clashes
occur between them. The organization does its best to minimize the union
roles and efforts. As the organization deals with the situation in a capitalist
perspective and it will fight anything against its benefit. The employees are
discriminated whether directly or indirectly.

2. Company Cultures:
A company culture does not tend to present the manager and employees'
relation only but it shows how the employees are treated. In a company
where employees are working under pressure without reward and notice;
they are tend to give low performance. While in a better conditions company
with employees' rewarding strategy tends to give higher performance, and
quality. Benefits and bonuses are also affect employee relations, as they tend
to make employee feel valued and appreciated.

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External Factors:
1. Regional Status:
The regional status is one of the most effective external factor that impact
the organization. In the war situations, many dismissal cases occurs and
economic crisis. The currency value decrease and austerity cases spread
among the organization.
2. Competencies:
Other companies competency regard the offers and new technology they
offer; is one of the most effective factors on the employment relationships.
The new technologies will make the employer requires qualified employees
or will make him offers regular training courses to update them with the
technologies. On the other hand, it could affect negatively on the
relationships. The unqualified employees may face redundancy; as the
organization seeking its benefit with less waste of time and money.
1.2, 1.3
Permanent contract:
A contract without a specific ending work date. The employee assigned to
have all the employment benefits, such as: holidays, paid vacations, health
care assurance and retirement.
Permanent employees may be eligible to join trade unions and may have the
social and financial benefits of the employment.

Temporary contract:
A contract for certain period, where an employee is expected to leave the job
in a defined time. Temporary employment is a dressed for both full-time and
part-time job. In this type of contracts, and employee may enjoy having
benefits, like health care in some occasions, but mainly those benefits are
received by pregnant employees.

Fixed-term contract:
Employment contract that has an ending date or ends once a specific
mission is done. The employee in this type of contract must receive the same
conditions of permanent contract employee:
Same pay or equivalent package.
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Same payment and conditions.

Protection against redundancy or dismissal.

It is important to determine the employment status to define the employer

and employees responsibilities and duties against each other. Also, to state
working hours, wages and legal issues; like: redundancy.
The employee needs to know his working hours in case he is committed with
another duties or to change his residence if needed.
2.1
Employee holidays:

A worker is entitled in each leave year to a period of leave determined

in accordance with paragraph (2).
(2) The period of leave to which a worker is entitled under paragraph (1) is
(a)in any leave year beginning on or before 23rd November 1998, three
weeks;
(b)in any leave year beginning after 23rd November 1998 but before 23rd
November 1999, three weeks and a proportion of a fourth week equivalent to
the proportion of the year beginning on 23rd November 1998 which has
elapsed at the start of that leave year; and
(c)in any leave year beginning after 23rd November 1999, four weeks(The
working time Regulations. 1998).

Employees days of leave are calculated by multiplying days of work per

week by 5.6 weeks; as the following

Full time employees usually work 5 days a week: 55.6 = 28 paid days
for annual leave.
Part-time employees usually work 3 days a week: 35.6 = 16.3 paid
days for annual leave.

Rest periods:
Employees are entitled to have three different types of rest periods
according to the employment law in the United Kingdom:
Rest breaks at work:
A more than 6 daily working hours worker is entitle to have a daily break of
uninterrupted 20 minutes during the working day; a tea break or lunch
break.
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Daily rest:
(1)An adult worker is entitled to a rest period of not less than eleven
consecutive hours in each 24-hour period during which he works for his
employer (The working time Regulations. 1998).
A working has the right of 11 hours of rest between each two working days.

Weekly rest:
(1) Subject to paragraph (2), an adult worker is entitled to an uninterrupted
rest period of not less than 24 hours in each seven-day period during which
he works for his employer.
(2) If his employer so determines, an adult worker shall be entitled to either

(a)two uninterrupted rest periods each of not less than 24 hours in each 14day period during which he works for his employer; or
(b)one uninterrupted rest period of not less than 48 hours in each such 14day period,
in place of the entitlement provided for in paragraph (1)(The working time
Regulations. 1998).
Workers have the right of uninterrupted 24 hours each week or 48 hours
each
fortnight.
Employees should have enough breaks to avoid their health and safety being
in
risks.

Working hours:
Workers 48 hours per week on average; unless they accept for more and sign
it in the employment contract. This law underpin the name of "working time
directive " or "working time regulations".
Night working:
A night workers normal hours of work in any reference period which is
applicable in his case shall not exceed an average of eight hours for each 24
hours (The working time Regulations. 1998).
Night workers must offered free health assessment before enrolling in the
night working period. The must not exceed 17 weeks period unless there is a
collective or workforce agreement between them and the employer, which
may
reach
up
to
52
weeks.
Employers must not state more than 8 hours as an average for workers; as
it's above their capability and they can't opt it therefore.

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2.2
Maternity leave:

(1) An employee is entitled to ordinary maternity leave provided that she

satisfies the following conditions
(a) at least 21 days before the date on which she intends her ordinary
maternity leave period to start, or, if that is not reasonably practicable, as
soon as is reasonably practicable, she notifies her employer of
(i) her pregnancy;
(ii) the expected week of childbirth, and
(iii) the date on which she intends her ordinary maternity leave period to
start, and
(b) if requested to do so by her employer, she produces for his inspection a
certificate from
(i) a registered medical practitioner, or
(ii) a registered midwife, stating the expected week of childbirth (The
Maternity and Paternal Leave Regulations. 1999).

Maternity leave is 52 weeks divided into two parts; the first 26 weeks are
"Ordinary Maternity Leave" while the second 26 weeks are "Additional
Maternity Leave. The 52 weeks are not a must; a female worker may only
takes 2 weeks leave or 4 weeks leave if she works in a factory. A pregnant
worker may take an early leave 11 weeks before the expected week of
childbirth. Also, in case she wants to change her return to work date; she
must
give
her
employer
a
notice
8
weeks
before.
Paternity Leave:

(1) An employee who

(a) has been continuously employed for a period of not less than a year; and
(b) has, or expects to have, responsibility for a child,
Is entitled, in accordance with these Regulations, to be absent from work on
parental leave for the purpose of caring for that child (The Maternity and
Paternal Leave Regulations. 1999).

Paternity leave consists of 1 or 2 weeks. The worker must inform his

employer 28 days before the start date. Also, he can get additional leave
depends on the remaining days from his wife leave. Worker can get 2 leaves
for antenatal appointments to accompany pregnant; in case he is:
The infant's father
The mother's husband or civil partner
In a long relationship with the mother
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Each appointment leave takes up to 6 and half hours; unless the employer
allow
for
longer
one.
Adoption Leave:
2) the employee
(a) is the childs adopter;
(b) has been continuously employed for a period of not less than 26 weeks
ending with the week in which he was notified of having been matched with
the child, and
(c) has notified the agency that he agrees that the child should be placed
with him and on the date of placement (The Paternity and Adoption Leave.
2002).

Similar to Maternity Leave. Adoption Leave is 54 weeks divided into Ordinary

26 weeks Adoption Leave and Additional 26 weeks Adoption Leave. One of
the couple is allowed to have Adoption Leave; while the other one can take
Paternity Leave instead.

Dependents Leave:
An employee is allowed to have a leave to deal with an emergency; it
involves: a spouse, child, parents or anyone the employee is caring for and
looking after.
There is no limit for dependents leaves but they should be reasonable.
2.3
When the employees are fairly paid; that will affect their performance in
different
aspects:

Motivation: as the employees believe they will be rewarded for their

performance; they will have motivation to work more. Therefore, the
work productivity will increase. Also, fair payment will motivate and
attract new employees to the organization.

Being loyal to the organization despite the opportunities they might

have in other organizations; as the fair recognition and payment is the
first and most important impact in the employment relations. Fair
payment gives impression of security and enables the employee to
manage his personal responsibilities.

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2.4
Direct Discrimination:
According to the equality Act, Protected Characteristics are the following:
age, disability, gender reassignment, marriage or civil partnership, race,
religion or belief, sex, and sexual orientation. Once anyone gets accused or
understand regard the Protected Characteristics, the accuser is punished in
court.
Indirect Discrimination:
Indirect Discrimination is to be treated like else but at same time it has a
negative impact regard the Protected Characteristics. So, according to
Equality Act 2010 it is unlawful and the worker can take an action in civil
courts
Harassment:
According to Equality Act 2010, harassment is unlawful Protected
Characteristics, it includes; spreading rumors, unfair treatment, picking on
someone, understating competent workers and denying someones training
and promotion opportunities. Therefore, the employee should try to solve the
problem informally. If that doesnt work he should inform either the manager,
Human Resources department or the trade union representative. If that
doesnt work, the employee can make formal complaint through his
employers grievance procedure. If that doesnt work too and the harassment
still there; the employee can take a legal action at the employment tribunal.

Victimization:
Victimization is when an employee feels picked on after making complain
about discrimination. Or when supporting a victimized colleague.
Victimization could be solved informally through talking or negotiations. The
next step is by raising a grievance to the employer in a written form. If this
doesnt solve the problem, the employee can make a claim to the
employment tribunal.
2.5
Psychological Contract:
Psychological Contract is unwritten contract consists of expectations and
promises of employment relationships as distinguished from the formal
contract. The promises could be promotions or salary increases. Besides,
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informal
arrangements,
believes
and
perceptions.
Both employee and employer should managed their expectations from each
other to avoid unreasonable expectations.
At a deeper level the concept of Psychological Contract becomes increasingly
complex and significant in work and management - especially in regular
changing management and in large organizations. The Psychological
Contract is usually seen from the standpoint or feelings of employees,
although a full appreciation requires it to be understood from both sides.
In my organization Takween, the employees are expecting commission in
case they bring clients for training. Punctual employees in attendance expect
recognition and thanks reward.

3.1
1. Fair Dismissal:
Dismissal is considered fair when the employer has valid reasons:

Lack in capability and conduct.

Redundancy.
Some legal features prevent the employee to continue his job like
losing his driving license.
Dismissal an employee covering another absent in maternity leave for
example.

Dismissal is only fair when the employee is involved in this produce and
given a fair reason with the right to appeal. Being fair in the dismissal give
the organization a good impact regard the reputation and being fair and
appreciative to the dismissed employees.
The dismissal is considered fair when it occurs on the old employees and
keeps the new ones; especially when the employees are near to retire.
Therefore, the opportunity is given to the new and youth energy to develop
the organization.
2. Unfair dismissal:
Even if the employee acts fairly in dismissal process, it is still unfair dismissal
if the employee consider it unreasonable or was unfair.
The following are some unfair dismissal cases:

Maternity or pregnancy leave.

Dependents or paternity leave.

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Adoption leave.
Being trade union or employees representative.
Joining or not joining trade union.
Discriminated regard the protected characteristics.

Once the employment tribunal finds dismiss is unfair; the organization would
be asked to reinstate the dismissed employees in the same job or another.
Also, the organization would be asked to pay compensation depend on the
employees age, gross weekly pay and length of service. Moreover, the
organization would be asked to pay extra compensation if it doesnt follow
the tribunals decision to reinstate an employee.
Although keeping the old employees is more beneficial to the organization as
they have more experience, it is unfair to dismissal to the new employees as
they are new blood in the organization and need to prove their capacity in
the workplace.
3.2
Exit interview:
The exit interview does not have to be at the time of leaving the job but it
could be rather up to 18 months later. It defines the strength and weakness
aspects of the organization and enable the manager to improve them. It is
more beneficial to hold the exit interview after sometime to insure the
answers are honest and accurate; as the employee may get afraid that his
answers will affect his job reference.
The interview questions depend on the mangers type of results he is looking
for. The standard questions are about the following:
1.
2.
3.
4.
5.
6.
7.
8.

The work experience and what the employee like about it.
Aspects need to be improved.
The primary reasons for leaving the job.
The effect of the policies and procedures on the employee.
Did the employee get enough support and training or not.
Is it possible to work again in the same organization?
What the new position give him?
Any further comments the employee wants to share?

3.3
Redundancy is the process of dismissing employees due to changing the
organization activity, using different tools or machineries, changing the
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location or closing down the business. The redundancy process go through

the following steps:
1. Planning:
Provide some documents about the redundancies' number and the
alternatives in proper and organized documentations.
2. Consultation:
There are some requirement to consult with employees or their
representative; as:
The reasons beyond the redundancy and should be fair and obvious
Giving previous notice
Provide alternative positions
3.

Selection:
The selection criteria will based on some factors:
Skills, competencies and qualifications
Work experience
Performance
Disciplinary and attendance records

4. Redundancy payment:
All qualified employees with more than two years of service are entitled to
have a statutory minimum amount.
5. Dismissal Procedures:
The organization still go through the statutory dismissal procedures in all
non-collective redundancy dismissal situation.

Bibliography

(2014, November). Retrieved from gov.uk: https://www.gov.uk/

(2014, December). Retrieved from thinkpeople:
http://www.thinkpeople.co.uk/managing-redundancy-essentials-and-tips/

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(2014, December). Retrieved from adviceguide:

http://www.adviceguide.org.uk/wales/discrimination_w/discrimination_unlawfu
l_conduct_e/ge11_direct_discrimination.htm
(2014, December). Retrieved from hrzone: http://www.hrzone.com/hrglossary/psychological-contract-definition
(2014, December). Retrieved from trilliumteams:
http://www.trilliumteams.com/articles/23/why-are-exit-interviews-important?(2014, December). Retrieved from careerminer:
http://careerminer.infomine.com/the-importance-of-exit-interviews/

(Legislation, 2014). Retrieved from legislation: http://www.legislation.gov.uk/

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