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Essay / Research Paper Abstract
This 8 page paper looks at 3 aspects of UK employment law as it relates to a human resources managers. The first part of the paper critically evaluates the legislative framework for employment within the UK, and analyses its' relationship to the range of human resource processes a manager may be required to perform. The second part of the paper examines the legal and financial implications of retaining seasonal staff rather than replacing them. The last section Evaluate the impact of employment legislation on the Human Resource Management strategies available to industries with volatile staffing requirements. The bibliography cites 10 sources
Page Count:
8 pages (~225 words per page)
File: TS14_TEelawhrm.rtf
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Unformatted sample text from the term paper:
the role of common law as well as tort law and the influence of EU law are all felt. These all come together to form a complex environment which it
is the job of the human resources manger to operate and ensure that is complied with inside the organisation. If we look at range of employment law most tends
to ensure the fair treatment of employees, increasing the rights when compared to former years. Legislation will range form legislation such as the health and after at Work Act, which
will be mostly within the remit of the operations manager, but these managers will still need training to meet their job requirements. Other legislation contains a plethora of statutes and
regulation to protect employees against unfair treatment or discrimination. It is interesting to note that until recently it may not have been acceptable to discriminate on the basis of race
or gender, but was acceptable to discriminate o religious grounds (but not in Northern Ireland). Even this is no longer the case. In certain areas there may be some expected
jobs. The legislation includes the Race Relations Act 1976, the Equal Pay At 1970, the Sex Discrimination Act 1986, with these latter two being amended in 1996 (Lockton, 2000).
The way that discrimination may take place may be direct or indirect, and as such all need to be monitored to see if there are any actions that lead to
indirect discrimination in terms of the impact of a policy. This impacts on all aspects of HRM from the initial recruitment through to the training promotion and dismissal. The requirement
here is not only to ensure there is no discrimination but to also monitor the results of personnel polices and also to provide training in the legal requirements to the
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