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Policy Document

AC 1.1
Companies now know that empowered and engaged workers can boost output and morale. Understanding
the most recent trends, tools, and methods for motivating and engaging people is becoming increasingly
important (Lartey, 2021, 136). The use of technology to increase employee engagement is one of the most
prominent trends. Its platforms, which include well-liked applications, make it simple for staff members
to participate in conversations and share ideas. Additionally, one may make it possible for their staff to
use mobile applications to submit comments, report problems, and obtain company information.
Additionally, the technology fosters better collaboration and problem-solving between staff members and
management. The usage of performance management systems is another significant development. These
solutions improve the effectiveness of performance reviews and enable employees to offer input without
worrying about negative consequences. Technology can monitor growth and goal-setting, allowing
managers to rapidly spot areas where workers need additional training.

Businesses are starting to understand the value of benefits in the workplace. These consist of the
availability of wellness programs, flexible work schedules, and mental health assistance. Organizations
are also starting to understand how important diversity and inclusion are. Both are necessary to develop
an atmosphere where workers feel confident and empowered. In conclusion, numerous recent
advancements have been made in employee ownership and engagement. To foster an atmosphere where
employees feel valued and included, organizations want to consider implementing new technologies,
performance management programs, and employee benefits initiatives (Lartey, 2021, 137). Increased
morale, engagement, and production may result from empowered and engaged workers.

AC 1.2
Employee participation and employee involvement are similar ideas yet differ slightly. Employee
involvement often refers to the employees' more active participation and input in decision-making. The
conducting of focus groups where employees are requested to share their thoughts and offer feedback on
a particular project or procedure is one example of an employee involvement technique (Arifin et al.,
2019, 43). This enables the workers to participate more directly in decision-making, which helps foster
connections and trust between management and the workforce.

On the other hand, employee participation takes a more deceptive approach to interact with staff and is
frequently employed in the form of surveys and polls. Although this form of involvement can still be
successful in fostering relationships, it is more constrained because it does not provide workers with a
direct voice in decision-making (Arifin et al., 2019, 44). The input is utilized to support decision-making
and guarantee that the viewpoints of the personnel are taken into account. The employees can offer their
comments without feeling pressured or compelled to commit to a certain course of action, which is one
advantage of this indirect approach.
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Overall, fostering relationships between management and employees can be accomplished through both
employee involvement and employee participation. But ultimately, the decision between the two comes
down to personal preference and what would work the best. Employee involvement may be the most
excellent option if a more direct strategy is required (Arifin et al., 2019,45). However, employee
participation might be preferable if a more indirect approach is preferred.

Advisory Briefing Note

AC 2.1
Conflict within an organization occurs when two or more parties disagree. Conflict could result from
miscommunication or conflicting objectives for a specific work or project. Any organization will have
conflict naturally, and when it is correctly managed, it can result in creative solutions and better
performance (Hann and Nash, 2019, 2). Misbehavior is a type of aberrant behavior that deviates from the
organization's norms. Bullying, harassment, and prejudice are a few examples of improper behavior.
Organizational conflict and misbehavior are distinct from one another since the former occurs within
permissible behavior parameters while the latter deviates from the norm.

Informal conflict is a disagreement between two or more persons in a company that is not acknowledged
or handled by the company. It usually involves a quarrel between two people who, despite still working
together, have different opinions on specific topics. Informal conflicts can arise from disagreements
between coworkers over one particular project or subject or from personal differences between two
people (Hann and Nash, 2019, 6). Conflicts of this nature are frequently settled amicably without
management's participation. A formal conflict is a disagreement acknowledged and handled by the
organization between two or more individuals working there. It usually involves a dispute that cannot be
settled amicably between two or more parties. Grievances, disagreements between management and
employees, and collective bargaining between unions are examples of formal conflict. Formal processes
like arbitration, mediation, and talks are typically used to resolve formal conflicts.

AC 4.3
In the labor market, collective bargaining is crucial for employees to discuss compensation and working
conditions with their employers. In collective bargaining, a group of employees, who a union or other
labor organization typically represents, haggle with their employer about things like pay, benefits, and
working conditions. Workers and employers meet to discuss and negotiate the specifics of the collective
bargaining agreement during the collective bargaining process (Julius, 2020, 3). Multiple significant goals
are achieved by collective bargaining. The first benefit is that it gives employees a voice at work. Second,
collective bargaining enables employers and employees to agree on how to resolve disputes at work.
This can guarantee that both sides are happy with the negotiations' outcome. Third, collective
bargaining can also improve working conditions because when employers are aware that a union
represents their employees, they may be more inclined to spend money on better tools, offer better
training, and increase safety.
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It is crucial for employees to comprehend how the collective bargaining process operates because it is
complex. The majority of the time, the procedure starts when a union or labor organization submits a
petition to the National Labor Relations Board (NLRB). The NLRB will recognize the union as the
employees' representative if it finds that the union has enough support. To establish a collective
bargaining agreement, the union must present the employer with its objectives and suggestions
throughout the negotiations and attempt to secure concessions from an organization (Julius, 2020. 3).
The union and the employer, following an agreement, must sign the collective bargaining agreement.
The contract, which specifies the legal terms and conditions of employment, including pay, benefits,
working hours, and job security, is legally binding. Before going into force, the NLRB must approve the
deal.