Table of Contents
Assessment Questions
AC 1.1 Differentiate between employee involvement and employee participation and how they build relationships.
Employee Involvement
This is a method through which workers participate in organisational decision-making and problem-solving across different levels within the company structure (Grbović, 2022). The approach grants workers chances to share their ideas and thoughts, which creates a feeling of being important members of the organisational system. Employee involvement is a working procedure enabling workforce participation in job-related choices to generate both possession feelings and dedication levels.
Through enhancing the communication between staff and the management, employment involvement assists in building relationships (Rabha, 2019). The approach establishes stronger cooperation among coworkers because staff members feel heard, thus developing higher levels of mutual respect and increasing levels of trust. Employees who influence organisational decisions tend to demonstrate greater motivation toward company achievements. Employee involvement reduces staff turnover and enhances employee spirit because workers recognise their valuable contributions (Rabha, 2019).
Employee Participation
Employee participation is a broader process through which employees gain official roles in making formal decisions at their workplace (Grbović, 2022). The involvement of employee representatives occurs through union representation and joint committees that interact with management decisions. Employee participation encompasses formal processes that enable workers to actively choose options regarding management decisions about operational functions in the company (Grbović, 2022).
Organisations build better relationships by involving employees in decision-making because collaboration strengthens employee responsibility. Workers feel better connected to organisational aims and strategic steering when they receive representation on important decision-making tables (Garcia, 2023). Such arrangements create workplaces that function in democratic ways, with decisions appearing fair to workers and giving them strength to help advance organisational objectives beyond their direct roles (Garcia, 2023).
Differences
The strategic dialogue of employee participation formally involves collective methods for broad-based decision-making beyond individual work assignments, while employee involvement provides direct role-related input options for workers (Quain, 2018).
Employee involvement operates mainly through casual processes, whereas employee participation needs to establish protocols for implementation. The involvement of employees typically occurs through suggestion boxes, while employee participation usually mandates official platforms, including labour-management committees or board participation (Quain, 2018).
Employee participation allows staff members to reach advanced decision-making stages by working on high-level organisational choices, and employee involvement targets adjustments within day-to-day operational processes. Organisations provide limited work process involvement through employee involvement systems, yet employee participation programs enable individuals to make organisational decisions at all levels (Quain, 2018).
AC 1.2 Compare forms of union and non-union employee representation.
Union Representation (Trade Unions)
A trade union is an independent employee entity whose role is to represent workers by negotiating with their employers. Members of trade unions allow their representatives to negotiate wages, working conditions, benefits, and security at work. Trade unions offer legal aid to workers while promoting their rights, and they take charge of organising industrial actions during negotiation breakdowns (MakeUK, 2024).
Non-Union Representation (Work Councils)
Work councils serve as employee-based groups that advocate for workers in the company yet refrain from negotiating compensation packages. A work council dedicates itself to workplace safety, employee health, physical safety, and mental well-being. The work council prioritises the improvement of internal operations through its cooperative relationship with management rather than actively pushing for direct pressure (Business.gov.nl, 2024).
Similarities Between Trade Unions and Work Councils
Both organisational structures represent workers by acting as intermediaries who communicate employee needs to management for enhanced workplace conditions.
Besides, the two entities advocate for employee interests through their separate priorities since trade unions maintain financial aspects and work councils emphasise well-being, but together, they work to achieve better conditions for employees (MakeUK, 2024; Business.gov.nl, 2024).
In addition, trade unions and work councils use formal employer dialogues to create workplace decisions which incorporate employee points of view (MakeUK, 2024; Business.gov.nl, 2024).
Differences Between Trade Unions and Work Councils
Trade unions maintain legal authority to negotiate binding agreements for salaries and worker benefits with employment terms (MakeUK, 2024). However, work councils operate without this power to endorse recommendations instead (Business.gov.nl, 2024).
The trade union has established legal authorisation to take industrial action using strikes, but work councils operate without this enforcement power through negotiations.
Furthermore, employer involvement differs between work councils because their seat within the company structure supports collaboration with management. However, trade unions maintain an independent status in advocating for worker rights against employers (MakeUK, 2024).
AC 1.3 Evaluate the relationship between employee voice and organisational performance.
Various organisational outcomes are linked to employee voice practices, through which staff members share their ideas and express their work-related feedback. Positive and negative outcomes exist between employee voice systems and organisational performance, while the relationship is complex and diverse.
Supporting Views
Through employee voice mechanisms, proponents maintain that organisations realise improved performance through several important effects. Carrying out voice practices helps staff feel respected, improving their workplace engagement and increasing productivity levels (Sinclair, 2022). Studies demonstrate that employees who believe their opinions matter tend to deliver work quality that reaches maximum potential at a rate of 4.6 times higher (Sinclair, 2022).
Organisations enhance decision quality by including employee insights because such inclusion creates knowledge advantages across different business sectors (Hive.hr, 2023). The organisation becomes more adaptable in the marketplace because employee idea-sharing generates innovation that boosts the organisational competitive position (Oak Engage, 2021).
Critical Perspectives
Research has produced doubts about employee voice being a direct cause of better organisational performance (Dewi, Prasetyo and Setiawan, 2023). Uncontrolled employee input may create problems by producing too much information, making it hard for executives to identify usable data (Dewi, Prasetyo and Setiawan, 2023). The difficulty of carrying out employee-initiated strategies creates dissatisfaction and disengagement when organisations lack sufficient resources or different task requirements.
Balanced Evaluation
The effects employee voice has on organisational performance outcomes prove challenging to determine. Employers’ voices have positively affected organisations, but these advantages depend on how management approaches employee contributions to organisational decisions (CIPD, 2024). The realisation of advantages requires an established framework which both receives and implements employee feedback.
Organisations benefit from enhanced performance by allowing employee voice as long as they develop sound management approaches to process and implement staff feedback. Organisations should build defined channels for employee communication alongside training sessions for staff and managers and agreement on methods for feedback response to achieve maximum employee voice benefits (CIPD, 2024).
AC 1.4 Explain the concept of better working lives and how this can be designed.
The Concept of Better Working Lives
A better working life consists of workplaces building employee value, thus enabling empowerment and delivering job satisfaction and better well-being. A better working life requires work conditions, work-life balance improvements, respect enhancement, and opportunities for personal and professional progress (CIPD, 2024). Long-term employee care forms the base of this method and leads to organisational success and decreased employee turnover rates.
Designing Better Working Lives
Work-Life Balance
Enhancing employees’ working lives requires organisations to help workers balance their commitments with their occupational duties. Flexible work arrangements, including telework adjustable and condensed workweek schedules, form important workplace strategies according to the CIPD to promote work-life balance (CIPD, 2024). Time management capabilities through these flexible options help employees lower their stress levels and achieve better well-being. Employees who feel that their personal space receives respect at work tend to be more dedicated to the organisation through their enhanced productivity and commitment (CIPD, 2024).
Employee Development and Well-being Programs
Better working life design involves putting money into employee growth and wellness initiatives as development strategies. Workplace success will increase job satisfaction when employees receive permanent development chances with career pathways and personal advancement programs (CIPD, 2024). CIPD resources focus on delivering mental and physical health implementations through counselling support, wellness initiatives, and enhanced workplace cultural practices to promote staff wellness (CIPD, 2024). Organisations that support worker well-being experience dual benefits of enhanced life quality and better engagement rates and productivity outcomes. Workplace improvement demands the development of environments that combine supportive conditions with flexibility for professional and personal needs so workers become happier and more motivated (CIPD, 2024).
Flexible Working Arrangements
Working life improvement becomes most effective by adopting flexible arrangements for employee work schedules and locations. Flexible work involves choices between working from home and hybrid schedules, extended working weeks, and adjustable shift times. The work arrangements give staff better power to manage professional duties with personal commitments, resulting in greater job satisfaction and decreased stress (CIPD, 2024). Research indicates that workers who manage their work schedules become more perceptive and work at greater productivity. Organisations can draw the best candidates to their workforce when implementing flexible arrangements because flexible working is increasingly important to competitive industries (ACAS, 2024). Organisations need well-defined policies, strong communication channels, and technological support to make remote collaboration possible through effective flexibility programs.
AC 2.1 Distinguish between organisational conflict and misbehaviour.
Organisational Conflict
Organisational conflicts develop when two or more groups inside a business organisation oppose each other because they follow different interests and possess diverse values and goals (Pollack, 2024). Workplace conflict emerges between different parties, including staff members, personnel and corporate leadership, and within organisational teams (Pollack, 2024). Constructive management of conflicts enables organisations to convert adverse effects into positive outcomes, including improved decision-making, innovative solutions, and organisational growth (Cranston, 2021).
Two departments represent an example of organisational conflict when they disagree about budgets. According to the finance department, the marketing department contends that the advertising program requires extensive funding to succeed, but finances must minimise costs. The competitive interests between groups create a standard conflict mode, which must be addressed through joint negotiations to find solutions.
Organisational Misbehaviour
Any action that violates established organisational standards, rules, and ethical principles qualifies as misbehaviour within a workplace. Such actions occur spontaneously or persistently within the workspace to damage workplace relationships and organisational objectives (Bonifacio, 2025). Organisations view misbehaviour as when someone breaks their behavioural rules through activities ranging from absenteeism to tardiness and insubordination or unethical actions, including dishonesty or sabotage (Bonifacio, 2025).
An employee who persists in late arrivals without justification against established work hour guidelines displays misbehaviour. When performed, such actions damage the workplace environment while disrupting teamwork, resulting in adverse organisational effects.
Differences
The characteristics that separate organisational conflict from misbehaviour are their fundamental characteristics and origins. The origins of organisational misbehaviour and conflict exist when people hold different opinions and values, yet conflict emerges because employees violate organisational rules or ethical guidelines (Cranston, 2021; WorkDove, 2023).
Conflict is beneficial when organisations handle it properly, but misbehaviour adversely affects productivity and work environment performance (Cranston, 2021; WorkDove, 2023).
Conflict resolutions can happen through dialogue, while misbehaviour needs disciplinary action, such as warnings or penalties for rule violation and restoration of conduct (Pollack, 2024).
Conflict exists naturally in organisational dynamics, and organisations can control it, yet misbehaviour consists of deliberate, persistent, harmful actions against the organisation (Cranston, 2021; WorkDove, 2023).
AC 2.2 Assess emerging trends in the types of conflict and industrial sanctions.
The UK industrial conflict environment now shows new patterns because employers and employees have modified their management procedures. Two notable emerging trends are:
Increase in Industrial Actions and Working Days Lost
The British workplace has seen dramatic growth in industrial actions, which has resulted in significant increases in absenteeism during working days. The length of time between June 2022 and December 2023 saw 5.05 million working days taken due to labour disputes, which became the largest such period in three decades (Jones, 2024).
The wage disputes, coupled with inadequate workplace conditions and employment security, have been intensified through the constant rise of inflation rates during the ongoing cost-of-living crisis. Transportation-related work, storage and communication activities together caused the loss of nearly half of the total working days (Jones, 2024).
Impact
The rising number of industrial actions caused disruptions to crucial services, which created problems with daily routes along with healthcare distribution and educational operations. Among the economic consequences are reduced productivity and deteriorated relationships between business owners and their employees.
Resolution of Long-Standing Industrial Disputes
The overall number of industrial actions has increased, yet organizations have succeeded in resolving long-lasting disputes by reaching agreements through negotiations. The National Union of Rail Maritime and Transport Workers (RMT) accepted a September 2024 pay agreement to stop two years of disputes following over 30 days of worker strikes, which began in June 2022 (Simpson, 2024).
The train drivers under the ASLEF union approved a new pay agreement after their successful vote, which marked the end of multiple months of labour actions (Reuters Staff, 2024).
Impact
Through these settlements, sector stability has returned, service reliability has increased, and the impact of collective bargaining has been confirmed. The organized agreements highlight why continuous communication between parties is the key to preventing later industrial conflicts (Reuters Staff, 2024).
Therefore, the UK industrial relations setting has experienced growing workplace disruptions stemming from economic conditions while labour groups take action to settle their disagreements through bargaining practices.
AC 2.3 Distinguish between third-party conciliation, mediation, and arbitration.
Alternative Dispute Resolution (ADR) includes conciliation, mediation, and arbitration, which are three structured methods that enable workplace disputes to be resolved outside legal litigation. Despite sharing a neutral third party, the three dispute resolution methods operate with distinct procedures as well as different levels of authority and produce dissimilar outcomes.
Third-Party Conciliation
The voluntary system of conciliation has an impartial conciliator, a third party, aiding disputing parties to discover solutions which both sides can accept. Conciliators do not make decisions but generate potential settlement options throughout the process (Acas, 2022). Employment disputes submitted to Acas (Advisory, Conciliation, and Arbitration Service) in the UK proceed before tribunal actions make use of this method.
Example
An employee begins by using Acas early conciliation for settlement talks before filing an employment tribunal complaint when they suspect wrongful dismissal.
Pros and cons
Third-party conciliation benefits from preserving employment relations because it encourages parties to work together when solving problems (Acas, 2022). Nevertheless, the non-binding nature of this process gives either party the right to decline resolution through withdrawal without compromise, which makes the approach ineffective when one party rejects cooperation.
Mediation
Mediation allows qualified third-party mediators to help unrelated parties communicate their interests so they can create their settlement terms (Acas, 2022). The main difference between conciliation and mediation is that mediators enable parties to find their solutions through facilitated dialogue instead of proposing solutions themselves.
Example
When coworkers experience workplace conflict through bullying and communication issues, mediation proves suitable for resolving their disputes.
During mediation processes, both parties retain ample power to shape their results so they can generate solutions that address their specific requirements. Nevertheless, since negotiations are non-binding, the success of agreements depends on participant goodwill but will break down when people stick to their original positions (CIPD, 2022).
Arbitration
Executive arbitration is an approach that produces a final compulsory decree because an arbitrator utilises submitted evidence from disputing parties to create it. The arbitration process operates through a deciding authority which the parties must follow because they established this agreement at the beginning (ACAS, 2022). The arbitration method serves as one of the most common dispute resolution techniques which applies to contract disputes and pay and dismissal cases, including collective bargaining disputes between employers and trade unions
Example
The wage dispute between British Airways and its pilots (2019) underwent arbitration as the chosen method of settlement.
Advantages and disadvantages
Selecting arbitration allows employers to receive an enforceable, decisive ruling and save the money and time that litigation consumes (ACAS, 2022). However, party autonomy is restricted through arbitration because the arbitrator must accept disputes, and the disputing process creates antagonistic work relationships.
Key Differences
The resolution achieved through arbitration becomes binding for the parties involved, although conciliation and mediation build their agreements through voluntary means.
Besides, mediation centres its focus on dialogue facilitation, while conciliation enables its neutral agent to introduce proposed solutions. As the most official dispute resolution type, arbitration follows legal procedures to deliver final arbitral awards (ACAS, 2022).
Every method should be selected based on the situation because mediation benefits relationships, while arbitration delivers forced conclusions. An organisation should choose its conflict resolution method based on how complicated and significant the dispute becomes.
AC 3.1 Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues.
Unfair Dismissal about Capability and Misconduct
Capability
Employees demonstrate capability through their performance according to job requirements, which depends on their skills and knowledge and physical and mental fitness. Employees who repeatedly fail to meet performance goals will usually encounter termination because their employer-provided all the needed support to improve performance standards (Morris, 2023).
Example
For example, if the employee working in manufacturing consistently falls short of production objectives throughout a sustained period although they accepted extra instruction and mentoring, they qualify for dismissal on the grounds of capability.
Relevant Legislation
Employers need to exhibit fair dismissal justifications under the Employment Rights Act 1996 (ERA) while following proper dismissal procedures that allow employees to enhance their performance. Every employer must learn how to conduct fair capability dismissals through implementing the ACAS Code of Practice guidelines (ACAS, 2023).
Misconduct
Workplace misconduct describes employee conduct that breaks employment agreements and company policies together with the norms regarding professional behaviour. Employees perform misconduct through small or major violations including excessive delayed arrival times and serious offenses that involve stealing and violent behaviour (GOV.UK, 2024). Employers can dismiss workers through misconduct when their unacceptable behaviours warrant employment termination. A notification system enables an employee who violates the company’scompany’scompany’s attendance policy multiple times to face termination of employment.
The process to follow when addressing the dismissals
The Advisory, Conciliation and Arbitration Service (ACAS) has established precise procedures for employee terminations based on either capability issues such as poor performance or health problems or misconduct conditions stemming from rule infractions and inappropriate workplace conduct (ACAS, 2022). An employer must maintain fairness and adherence to legal requirements to prevent being accused of unfair dismissal.
Establishing Grounds for Dismissal
Employers should determine if problems stem from job duties, inability because of skill or health problems versus rule violations that amount to misconduct before executing termination. Employers can take strategic steps to fire staff when they face gross misconduct but must use planned dismissal procedures regarding moderate misconduct or competency deficits.
Conducting a Fair Investigation
A neutral investigation procedure should gather all necessary facts. Employers should:
Gather evidence, including witness statements (ACAS, 2022).
The employee needs to know about the issues that worry management, and they can provide answers to their concerns.
The investigation process needs continuous documentation of meeting activities and findings collected throughout the investigation (ACAS, 2022).
Holding a Disciplinary Hearing
A subsequent meeting must occur according to procedure so the worker can participate.
The employee gets formal documentation, which contains all documented accusations.
All employees possess the right to bring their representative from the workforce or trade union to the hearing (ACAS, 2022).
The employee maintains the right to show their position during the determination process.
Considering Alternatives to Dismissal
The process of capability-related dismissals requires employers to examine different options, which include:
Additional training or support, adjusting job roles, and reasonable adjustments for health-related concerns (ACAS, 2022). Both written notice and Right to Appeal must be issued.
The employer must write down their reasons if they dismiss an employee (). Active employees should be entitled to appeal company decisions.
AC 3.2 Analyse three key causes of employee grievances.
A grievance refers to a complaint that an employee lodges concerning various issues at the workplace (Kumar, 2023). These issues could include:
Unfair treatment
Employees file grievances because of unfair treatment that includes biased decisions, bribes, actions, and inconsistent application of workplace rules. Employees who receive discriminatory treatment relative to other workers at their organisation develop frustration and withdrawal interest (Kumar, 2023). The decision of managers to give promotions based on personal choices instead of merits leads employees who were passed over to feel undervalued. The practice of unfair treatment leads organisations to experience elevated employee turnover rates together with decreased performance output and harmed organisational culture (Kumar, 2023). Organisations should create open policies supported by training about fair treatment combined with requirements that their managers use consistent rule enforcement. The implementation of a distinct grievance procedure helps workers to both feel supported and heard throughout company processes (Kumar, 2023).
Porr working conditions
Bad working conditions comprised of unsafe workplaces and heavy work responsibilities along with insufficient resources prove as main contributing elements to employee dissatisfaction. When employees work in dangerous positions without receiving proper protective equipment, they doubt whether safety concerns are receiving proper attention (Webnyay, 2023). High workloads without sufficient organisational support create work-related stress which causes both staff absence and decreased productivity at work (Webnyay, 2023). Staff members in production facilities who work with unusable machinery in unsafe conditions will form collective complaints about these issues. Organisations should fight employee grievances by following all health and safety rules, doing regular risk analysis and creating workplaces where people feel supported first and foremost.
Disagreements regarding employee compensation
Disagreements about employee compensation together with reward packages serve as primary sources of work-related grievances. Staff members develop negative feelings when they experience problems regarding pay structure and delayed wages and payment visibility (Geektonight, 2023). Staff members in industries that maintain static wages require increased work will likely consider their situation to be exploitative. Staff members who believe that their pay falls short of industry standards or their colleagues’ salaries risk collective grievances along with industrial action (Verasai, 2019). The problem can be resolved through consistent wage analysis and equal pay requirements along with clear communication regarding pay practices to establish trust and fairness (Verasai, 2019).
Active resolution of workplace grievances leads to improved employee happiness together with reduced conflicts and lowered employee turnover, which brings advantages to employees and the organisation.
AC 3.3 Advise on the importance of handling grievances effectively.
A strong approach to grievance management proves essential for building positive workplace cultures, bettering employee relations, and lowering dispute-related costs. Grievances that receive inadequate management result in employee disengagement, increased absenteeism, and elevated legal exposure (Case IQ, 2024). How grievances are handled impacts employee engagement and retention levels.
The proper handling of grievances builds worker job satisfaction while also building organisational trust (Case IQ, 2024). Research indicates that employee turnover rates for workers are 34%, with 274% moving to a new employer, with the remaining percentage not working the year after the turnover. The study relates the latter percentage to long-term sickness or retirement (CIPD 2024). Workplace stress is generated from unresolved grievances, according to the Office for National Statistics (2023), which found it to be the cause of 51% of work-related illnesses creating productivity issues.
According to BBC (2016), Sports Direct experienced high absenteeism and numerous resignations after employees received no response to their grievances about pay issues. This prompted the company to change its HR policies.
Reputational and Industrial Relations Risks
When organisations neglect employee complaints, they expose themselves to damaging consequences for their public image. Unheard workplace grievances often lead employees to escalate their disputes outside the organisation, which causes negative press coverage and might result in industrial strike actions (CIPD, 2024). According to the Newman, Ley and Nielsen (2023) Report, employee dissatisfaction with unresolved grievances caused 56% of workers to express their concerns through social media platforms, thus damaging the organisation’s brand image.
For instance, in 2019, the unresolved pay disputes at British Airways forced the airline to cease operations of 1,700 flights during a three-day strike, which shouldered a €137m (£121m) bill for industrial action (BBC, 2019).
Legal and Financial Consequences
Organisations that fail to manage employee grievances adequately will face expenses from employment tribunal proceedings (CIPD, 2024). British employers in 2022 spent an average of £13,541 per case of unfair dismissal, according to Bonifacio (2024). Tesco faced legal consequences because mismanaging equal pay complaints produced a £4bn lawsuit, according to The Guardian (2021).
Therefore, organisations that execute effective grievance procedures protect staff morale and reputation, as well as financial well-being. By addressing employee disputes promptly and fairly, organisations succeed in legally secure ways while retaining their talent.
References
ACAS (2020). Discipline and Grievances at work The Acas guide. [online] ACAS. Available at: https://www.acas.org.uk/sites/default/files/2024-08/discipline-and-grievances-at-work-the-acas-guide.pdf [Accessed 8 Feb. 2025].
Acas (2022). How early conciliation works. [online] Acas. Available at: https://www.acas.org.uk/early-conciliation/how-early-conciliation-works [Accessed 7 Feb. 2025].
ACAS (2022a). Arbitration. ACAS. [online] Available at: https://www.acas.org.uk/arbitration [Accessed 8 Feb. 2025].
Acas (2022a). Collective conciliation | Acas. [online] ACAS. Available at: https://www.acas.org.uk/collective-conciliation [Accessed 7 Feb. 2025].
ACAS (2022b). Disciplinary procedure: step by step. [online] Acas.org.uk. Available at: https://www.acas.org.uk/disciplinary-procedure-step-by-step [Accessed 8 Feb. 2025].
Acas (2022b). Mediation at Work. [online] Acas. Available at: https://www.acas.org.uk/mediation [Accessed 8 Feb. 2025].
ACAS (2023). What an Employment Contract is: Employment Contracts and the Law. [online] Acas. Available at: https://www.acas.org.uk/employment-contracts-and-the-law [Accessed 8 Feb. 2025].
Acas (2024). Acas guides on trade union and employee representation | Acas. [online] www.acas.org.uk. Available at: https://www.acas.org.uk/acas-guides-on-trade-union-and-employee-representation [Accessed 7 Feb. 2025].
ACAS (2024). Flexible working | Acas. [online] www.acas.org.uk. Available at: https://www.acas.org.uk/flexible-working [Accessed 8 Feb. 2025].
Adare (2024). Rising Trend in Workplace Conflicts and Disputes Continues | Adare HRM. [online] Adare. Available at: https://www.adarehrm.ie/newsletter/may-2024/rising-trend-in-workplace-conflicts-and-disputes-continues/ [Accessed 8 Feb. 2025].
BambooHR (2025). What Is Injunction Relief? | BambooHR. [online] Bamboohr.com. Available at: https://www.bamboohr.com/resources/hr-glossary/injunction-relief [Accessed 7 Feb. 2025].
BBC (2025). Sports Direct founder Mike Ashley admits pay errors. BBC News. [online] 6 Jun. Available at: https://www.bbc.com/news/business-36465404 [Accessed 27 Feb. 2025].
Bonifacio, R. (2024). Unfair Dismissal Compensation UK: An ultimate guide – Shiftbase. [online] www.shiftbase.com. Available at: https://www.shiftbase.com/blog/unfair-dismissal-compensation [Accessed 27 Feb. 2025].
Bonifacio, R. (2025). From Positive to Problematic: 12 Workplace Behavior Traits – Shiftbase. [online] www.shiftbase.com. Available at: https://www.shiftbase.com/glossary/workplace-behavior [Accessed 7 Feb. 2025].
Business.gov.nl (2024). Works council or staff representation. [online] business.gov.nl. Available at: https://business.gov.nl/regulation/works-council-staff-representation/ [Accessed 7 Feb. 2025].
Case IQ (2024). Effective Grievance Handling: The Employer’s Ultimate Guide. [online] Case IQ. Available at: https://www.caseiq.com/resources/effective-grievance-handling-the-ultimate-guide-for-employers/ [Accessed 8 Feb. 2025].
CIPD (2022). CIPD | Workplace Mediation | Factsheets. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/mediation-factsheet/ [Accessed 8 Feb. 2025].
CIPD (2024). Benchmarking Employee turnover: What Are the Latest Trends and insights? [online] CIPD. Available at: https://www.cipd.org/uk/views-and-insights/thought-leadership/cipd-voice/benchmarking-employee-turnover/ [Accessed 27 Feb. 2025].
CIPD (2024a). CIPD | Employee voice boosts outcomes of management practices. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/bitesize-research/employee-representation/ [Accessed 8 Feb. 2025].
CIPD (2024b). CIPD | Flexible Working Practices | Factsheets. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/flexible-working-factsheet/ [Accessed 8 Feb. 2025].
CIPD (2024c). CIPD | How can work-life balance support well-being? [online] CIPD. Available at: https://www.cipd.org/en/knowledge/bitesize-research/work-life-wellbeing/ [Accessed 7 Feb. 2025].
CIPD (2024d). CIPD Good Work Index 2024. [online] Available at: https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2024-pdfs/8625-good-work-index-2024-survey-report-1-web.pdf [Accessed 7 Feb. 2025].
CIPD (2024e). Discipline & grievance at work. [online] CIPD. Available at: https://www.cipd.org/uk/knowledge/factsheets/discipline-factsheet/ [Accessed 8 Feb. 2025].
CIPD (2024f). Wellbeing at work. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/well-being-factsheet/ [Accessed 7 Feb. 2025].
Cranston, A. (2021). 7 tips on how to manage and resolve conflict in the workplace. [online] HR Cloud. Available at: https://www.hrcloud.com/blog/7-tips-on-how-to-manage-and-resolve-conflict-in-the-workplace [Accessed 7 Feb. 2025].
Dewi, D.A., Prasetyo, B. and Setiawan, D. (2023). The Relationship Between Employee Voice and Organizational Effectiveness Becomes Significant with The Mediation of Work Engagement. Jurnal Borneo Administrator, [online] 19(3), pp.237–252. doi:https://doi.org/10.24258/jba.v19i3.1144.
Garcia, P. (2024). Your (2024) Guide to Employee Participation: What It Is and How To Increase It. [online] AIHR. Available at: https://www.aihr.com/blog/employee-participation/ [Accessed 7 Feb. 2025].
Geektonight (2023). What Is Grievance? Causes, Grievance Handling, Step, Benefit. [online] Available at: https://www.geektonight.com/grievance-handling/ [Accessed 8 Feb. 2025].
GOV.UK (2024). Dismissing staff. [online] GOV.UK. Available at: https://www.gov.uk/dismiss-staff/dismissals-on-capability-or-conduct-grounds [Accessed 8 Feb. 2025].
Grbović, N. (2022). Employee involvement that enhances productivity. [online] Business Daily. Available at: https://www.businessdailyafrica.com/bd/lifestyle/personal-finance/employee-involvement-that-enhances-productivity-3819930 [Accessed 7 Feb. 2025].
Grbović, N. (2024). Employee Participation: Definition, Benefits, and Best Practices. [online] Heart Count. Available at: https://heartcount.com/blog/employee-participation/ [Accessed 7 Feb. 2025].
Handbook Germany (2021). Works Council and Union. [online] handbookgermany.de. Available at: https://handbookgermany.de/en/works-council [Accessed 7 Feb. 2025].
Hive.hr (2023). The Link Between Employee Voice and Organisational Performance – Hive. [online] Hive. Available at: https://www.hive.hr/blog/employee-voice-and-organisational-performance/?utm_source=chatgpt.com [Accessed 8 Feb. 2025].
Jones, I. (2023). UK strikes since June 2022: The key numbers. [online] The Standard. Available at: https://www.standard.co.uk/business/business-news/uk-strikes-since-june-2022-the-key-numbers-b1088651.html?utm_source=chatgpt.com [Accessed 18 Mar. 2025].
Jones, I. (2024). More than five million working days lost since current period of strikes began. [online] The Standard. Available at: https://www.standard.co.uk/business/business-news/more-than-five-million-working-days-lost-since-current-period-of-strikes-began-b1138837.html?utm_source=chatgpt.com [Accessed 18 Mar. 2025].
Kitney, V. (2023a). Resolving workplace grievances effectively. [online] mdujournal.themdu.com. Available at: https://mdujournal.themdu.com/issue-archive/autumn-2023/resolving-workplace-grievances-effectively [Accessed 8 Feb. 2025].
Kitney, V. (2023b). Resolving workplace grievances effectively. [online] mdujournal.themdu.com. Available at: https://mdujournal.themdu.com/issue-archive/autumn-2023/resolving-workplace-grievances-effectively [Accessed 8 Feb. 2025].
Kumar , P. (2023). ✅ Causes of Grievances – MBA Notes by TheMBA.Institute. [online] The MBA Institute – Most Organised & Comprehensive MBA Resource. Available at: https://themba.institute/industrial-and-employment-relations/causes-of-grievances/ [Accessed 8 Feb. 2025].
LexisNexis (2025). Injunctions—guiding principles | Legal Guidance | LexisNexis. [online] www.lexisnexis.co.uk. Available at: https://www.lexisnexis.co.uk/legal/guidance/injunctions-guiding-principles [Accessed 7 Feb. 2025].
MakeUK (2024). The benefits of work councils. [online] Make UK. Available at: https://www.makeuk.org/insights/blogs/2024/07/26/the-benefits-of-work-councils [Accessed 7 Feb. 2025].
Morris, A. (2023). Capability Dismissal: Employer Guidance | DavidsonMorris. [online] Davidson Morris. Available at: https://www.davidsonmorris.com/capability-dismissal/ [Accessed 8 Feb. 2025].
Newman, N., Levy, D.A.L. and Nielsen, R.K. (2023). Reuters Institute Digital News Report 2023. SSRN Electronic Journal. [online] doi:https://doi.org/10.2139/ssrn.2619576.
Oak Engage (2021). Employee Voice In The Workplace [Ultimate Guide]. [online] Oak.com. Available at: https://www.oak.com/blog/employee-voice-in-the-workplace/?utm_source=chatgpt.com [Accessed 8 Feb. 2025].
Office for National Statistics (2023). The Impact of Strikes in the UK – Office for National Statistics. [online] www.ons.gov.uk. Available at: https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/workplacedisputesandworkingconditions/articles/theimpactofstrikesintheuk/june2022tofebruary2023 [Accessed 8 Feb. 2025].
ONS (2023). Sickness Absence in the UK Labour Market – Office for National Statistics. [online] www.ons.gov.uk. Available at: https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/labourproductivity/articles/sicknessabsenceinthelabourmarket/2022 [Accessed 27 Feb. 2025].
Pollack, J. (2024). 7 Types of Conflicts in Organizations (with Examples) – Pollack Peacebuilding Systems. [online] Pollack Peacebuilding Systems. Available at: https://pollackpeacebuilding.com/blog/types-of-conflicts-in-the-workplace/ [Accessed 7 Feb. 2025].
Quain, S. (2018). The difference between employee participation & employee involvement. [online] Chron. Available at: https://smallbusiness.chron.com/difference-between-employee-participation-employee-involvement-13013.html [Accessed 7 Feb. 2025].
Rabha, M. (2019). Employee Involvement: Why it Matters to Your Organisation. [online] Nurture an Engaged and Satisfied Workforce | Vantage Circle HR Blog. Available at: https://www.vantagecircle.com/en/blog/employee-involvement/ [Accessed 7 Feb. 2025].
Reuters Staff (2024). UK train drivers vote to accept pay deal, ending two years of strikes. Reuters. [online] 18 Sep. Available at: https://www.reuters.com/world/uk/uk-train-drivers-vote-accept-pay-deal-ending-dispute-2024-09-18/ [Accessed 18 Mar. 2025].
Simpson, J. (2024). RMT rail workers vote to accept pay deals. [online] the Guardian. Available at: https://www.theguardian.com/business/2024/sep/25/rmt-rail-workers-vote-to-accept-pay-deal-train-strikes?utm_source=chatgpt.com [Accessed 18 Mar. 2025].
Sinclair, S. (2022). Effective Internal Communication: Ten Tips to Engage Your Audience. Talkfreely.com. [online] doi:https://doi.org/1080127321/module_11307338308_TFL_Footer_Module.
Suff, R. (2023). CIPD | Trade Unions | Factsheets. [online] CIPD. Available at: https://www.cipd.org/uk/knowledge/factsheets/trade-unions-factsheet/ [Accessed 7 Feb. 2025].
The Gurdian (2021). Tesco faces £4bn equal pay bill as claimant numbers swell to 1,000. [online] the Guardian. Available at: https://www.theguardian.com/business/2018/jul/11/tesco-faces-4bn-equal-pay-bill-as-claimant-numbers-swell-to-1000 [Accessed 27 Feb. 2025].
Topham, G. (2019). British Airways pilots vote to settle dispute over pay. [online] the Guardian. Available at: https://www.theguardian.com/business/2019/dec/16/british-airways-pilots-vote-to-settle-dispute-over-pay [Accessed 27 Feb. 2025].
University of Manchester (2018). New styles of strikes and protest are emerging in the UK. [online] New styles of strikes and protest are emerging in the UK. Available at: https://www.manchester.ac.uk/about/news/new-styles-of-strikes-and-protest-are-emerging-in-the-uk/ [Accessed 8 Feb. 2025].
Verasai, A. (2019). What are the leading causes of employee grievances? [online] The HR Digest. Available at: https://www.thehrdigest.com/what-are-the-leading-causes-of-employee-grievances/ [Accessed 8 Feb. 2025].
Webnyay (2023). The Importance of an Effective Grievance Management System. [online] Medium. Available at: https://disputeresolution.medium.com/the-importance-of-an-effective-grievance-management-system-0bb3fde2cc94 [Accessed 8 Feb. 2025].
WorkDove (2023). Workplace Behaviors. [online] WorkDove. Available at: https://workdove.com/workplace-behaviors/ [Accessed 7 Feb. 2025].
Must Read:
