Professional Documents
Culture Documents
MBA ASSIGNMENT
SHEIKH SAEED
AUGUST 2009
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ITRODUCTIO ......................................................................................................................................1
1
HADLIG DISMISSALS .....................................................................................................................15
COCLUSIO .........................................................................................................................................23
BIBLIOGRAPHY.....................................................................................................................................27
2
INTRODUCTION
Determination of pay rate for employees directly relates to the performance of
employees and productivity of the business. An organization can not retain the efficient
human resource without considering the factors influencing their pay rates. Similarly it
is highly likely that prevailing labour market will entice organization to acquire human
resource at relatively less cost. Moreover the employment of new human capital may
undermine the existing employees if they feel underpaid as compare to new employee
of same skills. (Pfeffer & Langton, 1993)
Factors discussed in his report illustrate the importance of understanding various types
of constraint faced by the management during pay rate decisions. In one organization
factors influencing its operations may put constrains on freedom to increase pay rate,
while in another organisations management could be forced to increased pay rate to
retain and attract the required labour.
The first half of this academic research report illustrate the restrictions on
management’s freedom, with respect to pay rate decisions, due to factors like product
market, labour market, collective bargaining, internal labour market and technology.
The second half elaborates the importance of handling dismissals in today’s society,
which is governed by strict labour laws to protect exploitation of employees. The
examples provided in the text further illustrate each topic under discussion.
1
FACTORS INFLUENCING PAY RATE DECISIONS
The factors like product market, the labour market, collective bargaining, technology
and the internal labour market exist in every economy to challenge management’s free
will in deciding relative pay rates for the workforce needed to run the organization.
Existing forces in economy themselves provide means to overcome such constraints for
the pursuit of overall economic benefit.
Relative pay rates of employing human resource in a firm depend on overall demand
and supply of the labour force required by the firm. The pay rate will increase for the
scarce labour resources and vice versa, as potential labour force will have less available
employment opportunities.
However, labour market is not the only factor that is affecting pay rate. In fact, pay rate
is affected by various characteristics of labour market like; age, skills, knowledge,
experience, demography, marital status and government regulation. Although pay rate is
relative to demand and supply of labour market, but decisions of management in
determining appropriate pay rate for their employees essentially needs considering
characteristics of labour market. (Dessler; 2007)
In developing countries such as India and China, the pay rates of labour are
fraction of pay rates in UK. This is because more people are competing for
limited vacancies in developing countries like China, Pakistan etc. However, in
2
developed countries like UK, the labour demand is high pushing relative pay
rates up.
In Prêt A Manger, one top manager of salary is £600 per week, and team
member of salary is £120 per week. This difference is because of less
availability of people with required qualification and skills.
Women hold over 90% of part-time jobs and nearly half of all female employees
44% work part time compared with just 8% of men. Part-time working is
invariably low-paid and this is reflected in gender pay data that exists between
woman working part time and men working full time. (Hakim, 1998)
Labour market is not the only one condition which requires carefully considered by
human resource managers before the satisfied pay rate is achieved. Furthermore, the
arrangement of pay rate has to satisfy both employees and employers as both of them
will be benefited.
Employers use pay and other reward methods to motivate workers to achieve success in
terms of operating excellence in order to achieve company’s goals and objectives.
Management steers to reduce costs but at the same time expect outstanding
performances from employees. Employers can not select whatever pay rate they prefer
unless carefully considering constrains.
3
COLLECTIVE BARGAINING
Generally considered theory of associating pay increase as the rewards for the
performance of the employees is not always effective especially in organization with
considerably large scale human resource. The formalized trade unions across the
industry have maintained a steady pressure on employer for negotiating pay rise and
other work related issues. One of the aspects of pay increase that needs to be carefully
considered before devising any such policy is dealing with trade unions in collective
bargaining.
Generally issues negotiated in a labour contract are hours, wages, benefits, working
conditions, and the rules of the workplace. Once both sides have reached an agreement,
it is signed for a set period of time, usually three years. This final contract is called a
Collective Bargaining Agreement. In modern society employers accept the constraints
of collective bargain contract, albeit some grudgingly, upon their freedom decision
making. (Beardwell & Holden, Claydon; 2004)
Collective Bargaining can have both positive and negative influence while determining
pay increases of employees in organizations, depending on the prevailing labour market
characteristics. Strong union representation for demand of pay rise and threat of strikes,
in case of management’s resistance to agree to demands, can harm operational
efficiency, customer relationship and employee satisfaction. (Armstrong, 2006)
4
Example 5: Summer of discontent in UK
Britain has faced a string of strikes this summer; the RMT union brought the
capital to a halt with a 3-day strike on London Underground while more than
12,000 postal workers at the Royal Mail are set to begin another strike over job
cuts and pay today. (Tmesonline, July 17, 2009)
Unions representing tanker drivers working for Shell reached a deal with
employers in their pay dispute in June 2008, averting further strikes. The two
days stoppage of oil supply led to hundreds of petrol stations across Britain
running out of fuel. Shell’s 284 (about 50%) petrol station were affected. Union
pushed management for a 13% pay rise. (BBC News online; 21st July 2009)
More than 5,000 African Americans and Latina immigrant workers at the
Smithfield Pork Processing Plant, New Carolina, USA, voted for the four-year
contract with management after a 4 year long struggle. The contract, guarantees
sick leave, time-and-a-half holiday pay, and a $1.50 pay raise to be phased in
starting with an immediate 40 cents. (Raleigh News & Observer, July 3)
Unions in the South Africa’s petroleum industry agreed to a two-year wage deal
on July 20th 2009, which will see workers, receive a 9.5% raise this year. The
5
new wage package was agreed following mediated talks between unions and
companies in the National Bargaining Council for the Chemical Industry. (Wall
Street Journal Online, 19th July 2009)
Drivers working for East Midlands Trains are going on strike after rejecting the
firm's latest pay offer. Managers at the company have described the strikes as
"crazy" - saying some of the 400 drivers had been offered a pay increase of
around 6%. Aslef said 75% of drivers had voted for strike action. East Midlands
Trains said it had offered its drivers an above-inflation pay deal. The drivers on
the London services have been offered a 3% increase, taking their pay to around
£38,500 a year. (BBC Online’ 21st July 2009)
6
TECHNOLOGY
Technological advancement in 21st century has created favourable opportunities as well
as challenges for management in deciding the relative pay rates for their employees.
Increased dependence on technology has shifted the demand of labour from manual
workers to more skilled human resource. On the other hand it is creating unemployment
for technologically less advanced labour markets. (HR magazine, July 2009)
Buckinghamshire county council planed to save £690,000 in the next year with a
new online recruitment system that goes live this month. (HR Magazine, 24
July)
The argument that new technology has relieved management from constrains of
controlling pay rates have become more complicated when considered with the skills
required for running technology deployed. (HR Magazine, August 2009)
In 1983 the Upjohn Institute for Employment Research forecasted the existence
7
of 50,000 to 100,000 industrial robots in the United States by 1990, resulting in
a net loss of some 100,000 jobs. (International Management 38; July 1983)
A number of studies predict that new technology generates new products, new
services and therefore new challenges for managements to decide relative pay
rates. Less skilled may be required in some production process where specific
tasks are taken over by technology. (The Times Online, 27th July 2009)
Use of ATM machines has change the way of customer services in banking
industry. This technology has reduced the work load on cashiers in banks
allowing management more freedom control pay rates of cashiers.
Technological changes are directly effecting management decision with respect to pay
rate. It will make its maximum contribution in changing working conditions, facilitating
management processes and operational efficiency if appropriate public and private
policies are adopted to support the adjustment to new technology.
8
Example 17: Effect in office or admin pay rates
The car park attendant replaced by automatic ticket machines and barriers using
access control technology have increased managements freedom in deciding pay
rates for such jobs.
9
PRODUCT MARKET
Another restriction on management action in deciding relative pay rates is the nature of
the ‘product market’ in which it operates. The influence of the product market, in this
regard, depends on how important labour costs are in deciding product costs and how
important product cost are for customer of that particular product. (Torrington, 2004)
In an area like magazines printing, the need of the publisher to get the print on
time is important that labour costs, however high, maybe little concern. In this
situation the pay negotiations have much less freedom from managers
prospective. (Torrington, 2004)
10
Example 21: Economic & product life cycle
Organizations have to plan for these important strategic challenges in product market;
• What products will be offered (i.e., the breadth and depth of the product line)
• Who will be the target customers (i.e., the boundaries of the market segments to
be served)?
• How will the products reach those (i.e., the distribution channel)?
• How much the products should be priced at?
• How to introduce the products (i.e., the way to promote the products)?
Private sector have seen pay increases differing between industrial sectors,
reflecting the uneven impact of the recession. The largest contrast is between the
engineering industry, where pay freezes have affected about 50 per cent of firms,
and the finance and banking sector, where increases of 3 and 4 per cent have
been seen. Indeed, the average increase among the big five banks this year is 3.9
per cent. (People Management magazine, 16 July 2009)
Over 75 percent of the employers look to the external market when determining
pay rates for senior managers, but only 55 percent say they do so when setting
rates for the manual staff. (CIPD 2004, p 21)
11
INTERNAL LABOUR MARKET
The internal labour market (ILM) is an administrative organization where the
remuneration for the labour and distribution of labour resources are regulated by a body
of administrative rules and procedures (Makovskay, 2008). Conceptually, internal
labour market means to promote the employees within the organization which
ultimately enhance the confidence and motivation of employees regarding job security
and wage raise. ILM is usually associated to large organizations with unique skills of
employees not readily available in the market.
The advancement of the workforce inside the enterprise diminishes the costs of
employment and selection of the employees, and decreases the risk of making a mistake
when filling up vacant places (Makovskay, 2008). Grooming the ILM allows
management to invest more in internal labour’s pay rate instead of rely on external
labour market for vacancies.
The design of pay systems in ILM relates primarily to a socio economics relationship in
witch employee, getting above mentioned benefits, compromise with employer on wage
rate .In normal circumstances an enterprise level of wages can only be bullish, not
bearish, or it will cause dissatisfaction in employees; the last is an external equity, that
is, the pay structure of enterprises with compared to industry professionals with similar
consistency. (Berman et al, 2001)
12
Example 24: A socio-economic relationship
Does it mean that employees are happy even at relatively low pay arte? Internal
labour market exists in an environment of socio-labour relations. The
management in such organizations retain their employees, by providing them
training and progress within organization. Inter-firm competition between
employees is one of the most important processes in this regards. The incentive
for such competition can be either qualification (i.e. a higher skill-category) or
economic (i.e. a higher salary, or bonus), or career growth (i.e. quicker
promotion).
One of the advantages of retaining internal labour even at relatively high pay
rates is to reduce the cost of recruiting and maintaining organizational culture
intact. Entry into the contemporary large organisation may require intermittent
periods of employment as a temporary agency worker, rather than direct
recruitment on to a permanent contract subject to a pre-defined period of
probation.
13
Example 28: Limited Ports of entry
The classical model of an ILM refers to the pricing and allocation of employees
within the organization rather than through the labour market (Makovskay,
2008). This ideal type is characterised by limited ports of entry for recruitment,
regulated job ladders for each group of workers, internal training and rules
regarding job security.
14
HANDLING DISMISSALS
TYPES OF DISMISSALS
On the basis of the outcome of the dismissal we can categorise them as being fair,
unfair, constructive and wrongful dismissal. A fair or unfair dismissal depends on
‘reasons of dismissal’ and employer’s ‘procedural action’ during dismissal process. On
the other hand, Constructive dismissal occurs where an employee resigns as a result of
behaviour of employer organization, like; cutting wage, unlawfully demotion,
harassment, changing the location etc. Wrongful dismissal is where a contractual term is
broken in the dismissal process, e.g. dismissal without giving proper notice.
(Torrington, Hall & Taylor, 2004)
15
the decision of management. Employment tribunal justifies the fairness or
unfairness of the dismissal of an employee(s) if management’s action is
challenged before tribunal judge.
IMPACT OF DISMISSALS
Employers need to ensure that they have good reasons for using length of service in
redundancy situations and, to be on the safe side, that they only use it as part of any
selection criteria and not the sole criteria such as in the case of ‘last in, first out'.
The Court of Appeal handed down its decision in the Rolls-Royce Plc v Unite
(Trade Union) case in which it was claimed that by taking length of service into
account in their redundancy criteria, Rolls Royce had acted in an age-
discriminatory manner against younger workers (who were less likely to have
accrued long service). It agreed with the High Court's decision that taking long
service into account is discriminatory, but that it can be a proportionate means of
achieving the legitimate aim of carrying out redundancies "peaceably". In other
words, it could be justified.
16
Example 31: Dismissal without Following Procedures
Management needs to prepare document trail just in case it end up in an unfair dismissal
process. The help of legal advisor in such cases is essential. A clear policy covering
expected conduct, rules, dismissal procedures and performance requirements are a must,
no matter how small the company is. (Beardwell, Holden, Calydon, 2004)
The following example illustrates that fact that the management leapt at the opportunity
to dismiss the employee, without carrying out a full and proper investigation. The
dismissal was held to be unfair, notwithstanding the false expense claim by the
employee.
17
It is important for employers who find themselves in a situation where they unsure of
the circumstances surrounding work life to ensure that a thorough investigation is
carried out and they are proceeding with consistency and in a fair and proper manner
when they wish to dismiss their employees. The legal actions illustrate that Employment
Tribunals also look behind the apparent reasons for dismissals and probe deeper to
establish the real reasons. Employers who find themselves in such situations must
ensure that a thorough investigation is carried out, that they are seen to be acting
consistently in a fair and proper manner when they wish to dismiss.
East Lancashire Coach Builders dismissed Mr. Hilton. The Employment Appeal
Tribunal concluded that the real reason for Mr Hilton's dismissal was not
misconduct, but, rather was the management buy-out situation and his
relationship with the other Directors. (Winston Solicitors, 19th July 2009)
R F Hill Ltd v. Mooney 191, the employment appeals tribunal upheld a claim of
constructive dismissal where the employers unilaterally altered the pay structure
in an organization and cut the wages of the employees without consulting them.
(Winston Solicitors, 19th July 2009)
18
grounds. The employer’s dismissed him for disciplinary reasons with one
month’s notice but did not follow the right procedure. The Court of Appeal held
that G had been wrongfully dismissed. G was awarded damages for the amount
of notice he was not provided with. (Winston Solicitors, 19th July 2009)
CODUCT
Conduct of the employee with customers, colleagues, management or any person even
in private life of the employee could be considered as basis of dismissal.
Six Gate Gourmet workers, sacked after taking part in a 2005 dispute at
Heathrow airport, lost their appeals against unfair dismissal. The Employment
Appeal Tribunal (EAT), in its ruling clarified that employer's rights to dismiss
unofficial strikers was justifiable as six appellant acted in misconduct by staging
a wild cat industrial action at Heathrow. (Personnel Today; 20th July 2009)
CAPABILITY
Insufficient qualification to perform a job although this must be carefully managed clear
guidelines must be set out in a draft policy.
19
employee against such criteria and discussions to improve will reduce friction as
a resulting from decision to terminate employment.
LEGALITY
An employee can be dismissed if the one of the legal requirement of performing a job is
breached or not anymore producible from employee. This could be the result of
employee’s personal action or due to new government regulations imposed on the
business.
In case of losing a driving licence due to some traffic law violation, the drivers
working in delivery or any such company where driving is a substantial element
of the job will not be able to perform their jobs as required. Similarly, security
guards who could not obtain SIA licence will not be able to continue
employment.
REDUDACY
Redundancy occurs when the work for which the person was employed has dried up or
has been outsourced. It could also be the result of significant change in the nature of
job.
Any other reason not covered by the above could be considered as the lawful reasons
for dismissal, like retirement, strikes. It is also a minefield as it has to be grounded in
some substantive issue related to the job.
20
school accounts and demonstrate flaws in the school's computer network
security. The Court of Appeal rejected Mr. Evans's argument that the
circumstances should be viewed as part of whistle blowing. (Thomas Eggar
LLP, 17th July 2009)
In deciding whether the employer acted reasonably in dismissing the employee the
tribunal will take account, amongst other factors, of whether he or she followed
appropriate disciplinary procedures. From October 2004 statutory dismissal and
disciplinary procedures came in to force to further formalize the procedures adopted by
management in terminating the employment contract (Winston Solicitors, 19th July
2009).
On April 2009, the legislation on dismissals and grievance procedure are replaced by
new ACAS Code of practice. Here are some features of the ACAS code of practice.
21
grievance meetings,
• Employees are given the opportunity to appeal against any formal decision made.
22
CONCLUSION
Highly competitive markets have strained the organizational management to evolve
their strategies focusing reduced operational costs while maintaining production
efficiency at the same time. Decisions of management in determining pay rates and
reward systems for employing human resources have evolved underlying issues to be
addressed for overall triumph of the organizations. This has increased the importance of
considering all those factors which can effects the profitability of the organization and
performance of its human resource.
Internal labour market factor appears to be leaning towards the freedom of management,
as far as pay rate decisions are concerned. Labour market, technology, product market
and collective bargaining can influence management’s freedom of action according to
their characteristics and relativity to industry. Effects of these factors can help
management in overcoming the constraints as well as severely restricting the managerial
prerogative. Foe example, technology provide opportunity to control labour cost but at
the time it requires scarcely available labour with particular skills.
23
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24
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26
BIBLIOGRAPHY
• Collective Bargaining and the Inter-industry Wage Structure. International
Evidence’; Kahn, Lawrence M., 1998; ‘Economica, New Series, Vol. 65, No. 260
(Nov., 1998), Published by: Blackwell Publishing on behalf of The London
School of Economics and Political Science and The Suntory and Toyota
International Centres for Economics and Related Disciplines.
• Handbook of Human Resource Management Armstrong, Michael 2006Practice
10th Ed, London: Kogan Page.
• The Evolution of Management Thought, 2nd ed. Wren, Daniel A.; 1979, John
Wiley & Sons, New York.
• Global Marketing, 4th edition, Keegan W. J. & Green M.C, 2005, Pearson,
Prentice Hall, pp 247-249.
• UK Businesses feel the pinch as sterling hits 26-year high, Allen .K, &
Balakrishnan A; 2007,
• Human Resource Management in Public Service: Paradoxes, Processes and
Problems. Berman, Evan M., James S. Bowman, Jonathan P. West and
Montgomery Van Wart. 2001. Thousand Oaks, Sage Publications, Inc.
• The Internal Labour Market & Development’ Makovskay, Natasha. 2008,
‘Publisher; Facta Universitatis, Economics and Organization, Vol. 5, No 2, pp.
151 – 160.
• Going privately: partnership and outsourcing in UK public services, Grimshaw
D., Vincent, S., Willmot, H., 2002, Wiley
• Strategic Marketing Management – Planning, Implementation & Control, third
edition, Wilson. R and Gilligan. C, 2005, Elsevier Butterworth-Heninemann, UK
• Reward management, A survey of policy and practice, CIPD 2004, London, CIPD
• Work Incentives and the Efficiency of Internal Labour Markets, Thompson, A.G.,
1986; Journal of Industrial Relations, Vol. 28, No. 1, pp 40-56
• Resource Management: A Critical Text, Storey, John; Human 3rd Edition (2000);
Thomson Learning
• www.guardian.co.uk/business
• www.businesslink.gov.uk.
• www.bbc.co.uk
• www.wisegeek.com
• www.thetimes100.co.uk
• http://www.brantfordexpositor.ca
• www.winstonsolicitors.co.uk
27
• www.personneltoday.com
• www.newsobserver.com
• www.wsj.com
• People Management magazine
• www.peoplemanagement.co.uk
• www.theherald.co.uk
• www.thomaseggar.com
28