Corporate Social Responsibility Week - 10

Image: 1, source: www.renewableenergyworld.com

Corporate Social Responsibility

Corporate social responsibility (CSR) has become a significant part of any organisation. Whether it is a small-scale or Multinational organisation it has to engage in some form of social activity. This has become the norm, people expect something in return from the business which operate in the community. When organisations engage in such activities consumers and people who revolve around these organisations they tend to embrace these kinds of institutes as their own.

 

Corporate social responsibility is known by different names. These include corporate responsibility, corporate accountability, corporate ethics, corporate citizenship or stewardship, responsible entrepreneurship, and “triple bottom line,” to name just a few. CSR has become increasingly integrated into modern business practices, there is a trend towards referring to it as “responsible competitiveness” or “corporate sustainability” (Hohnen, 2007).

Definition of CSR

Corporate social responsibility is exercised by organizations when they conduct their business in an ethical way, taking account of the social, environmental and economic impact of how they operate and going beyond compliance (Armstrong & Taylor, 2014).

CSR is concerned with treating the stakeholders of the firm ethically or in a responsible manner. ‘Ethically or responsible’ means treating stakeholders in a manner deemed acceptable in civilized societies. Social includes economic responsibility. Stakeholders exist both within a firm and outside. The natural environment is a stakeholder. The wider aim of social responsibility is to create higher and higher standards of living, while preserving the profitability of the corporation, for peoples both within and outside the corporation (Hopkins, 2004).

Most of the companies practice CSR and now it has become important like any other vital policies in organisations. According to Rionda (2002) 1400 companies which were generating more than US$1.5 trillion in San Francisco were engaging in CSR and in London, more than 60 major global companies were engaged in CSR. In developing countries such as India, Indonesia, Brazil were having a strong CSR presence in their organisations.

Source: Study.com

Areas of corporate responsibility

CSR initiatives fall into four main areas:

1. Workplace – focusing on the rights and well-being of employees and other workers in the value chain

2. Marketplace – including areas such as the impact of its products or services, supply chain issues, as well as fair trading, corporate taxes, and anti-bribery.

3. Environment – concerned with the organisation’s environmental impact

4. Community – focusing on how the organisation’s activities positively or negatively affect the societies in which they operate 

(CIPD, 2017). 

Introducing a corporate social responsibility strategy

The following guidelines may be helpful for the HR function and/or the business to consider when introducing a CR strategy:

* Identify all the stakeholder relationships that are necessary for ethical and sustainable business success.

* Clarify the areas of CR that are relevant to the organisation, from environmental impacts to           remuneration policy, to labour conditions in subcontractors and supply chains.

* Understand how the CR strategy is aligned with business strategy and HR practices.

* Get the top team on board, and know how to argue the case for CR, including the business benefits, to different stakeholders.

* Ensure CR is properly reflected throughout the suite of training provided.

* Effectively measure and evaluate CR performance so that the results of CR activity can be seen clearly and improved upon.

* Publicise and promote successes.

(CIPD, 2017) 

According to Hohnen (2007) Business can only flourish when the communities and ecosystems in which they operate are healthy. CSR is not a luxury that can be avoided but a necessity that has grown in importance through the global recession. And in ‘doing the right thing’ by their stakeholders, organisations will also realise a range of benefits from brand enhancement and reputation, to building employee retention and satisfaction (CIPD, 2017).

“We believe that the leading global companies of 2020 will be those that provide goods and services and reach new customers in ways that address the world’s major challenges—including poverty, climate change, resource depletion, globalisation, and demographic shifts.” Niall Fitzgerald, former CEO & Chairman, Unilever (cited in Hohnen, 2007).



CSR brings a range of benefits to organisations. It will create a positive name for the organisation and in return, companies will be able to reap the benefits out of the good name. Companies will benefit in many ways It will work as a good marketing tool and people will buy these products because it will give the consumers a positive feeling about the company and the products. CSR will help the company to recruit and retain the staffs. This will create a feeling of belongingness among employees. Everybody will want to associate with these organisations as it will make the stakeholders to be proud of being part of such organisations. CSR has become the unofficial face of the companies.

References:

Armstrong, M. & Taylor, S., 2014. ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE. 13th ed. London: koganpage.

CIPD, 2017. CIPD. [Online] Available at: https://www.cipd.co.uk/knowledge/strategy/corporate-responsibility/factsheet [Accessed 28 September 2018].

Hohnen, P., 2007. Corporate Social Responsibility: An Implementation Guide for Business. Manitoba: International Institute for Sustainable Development.

Hopkins, M., 2004. Corporate social responsibility: an issues paper. Geneva: International Labour Office International Labour Office.

Rionda, Z.L., 2002. WHAT IS CORPORATE SOCIAL RESPONSIBILITY? Washington: U.S. Agency for International Development. 

Image 1: https://www.renewableenergyworld.com/ugc/articles/2017/05/23/corporate-social-responsibility--how-renewables-have-expanded-the-field.html

Video 1 : https://www.youtube.com/watch?v=xoE8XlcDUI8

Organisational culture - Week 9

Organisational Culture

Image:1, Source: www.alphagamma.eu

As culture plays a major role in any society it plays a significant role in an organisation. Culture differs from one organisation to another and it may have different cultures in two different departments within one organisation (Armstrong & Taylor, 2014). Public sector culture will be completely different from the private sector. In the Public sector, emergency services culture will be different from the administration section. Culture is present in all the department of the organisation.

Definition of the Organisational culture

Organisational or corporate culture is the pattern of values, norms, beliefs, attitudes, and assumptions that may not have been articulated but shapes the ways in which people in organisations behave and things get done (Armstrong & Taylor, 2014).


According to the Chartered Management Institute (2018) organisational culture is the way that things are done in an organisation, the unwritten rules that influence individual and group behaviour and attitudes.

Factors which can influence organisational culture include:

* The organisation's structure

* The system and processes by which work is carried out

* The behaviour and attitudes of employees

* The organisation’s values and traditions

* The management and leadership styles adopted

(Chartered Management Institute, 2018)

Types of organisational culture.

According to Armstrong & Taylor (2014) there are four types of organisational cultures.

Power Culture	Role Culture
* Associated with autocratic leadership      * Power is in the centre of the organisation      * Managers are judged by results      * Competitive	* Power is associated with the position not people      * Controlled by procedures and rules      * Decision making is slow      * No creativity
Task Culture	Person Culture
* Teamwork      * Creativity is encouraged      * The culture is adaptable      * Empowered to make decisions	* Most creative type of culture      * Individual centred      * Maximum support is given by the organisation      * There is no emphasis on teamwork

Components of culture

According to Armstrong & Taylor (2014) organisational culture can be described in terms of values, norms, artefacts, and management or leadership style.

Values:

Values are beliefs about what is best or good for the organisation and what should or ought to happen.

Norms:

Informal guidelines on how to behave. These are the rules which are not documented but it is expected to follow.

Artefacts:

Visible structure and practices which includes policies and procedures, which can be seen, heard and felt by the people to get an understanding of the organisation.

Management or Leadership style:

The style managers use to deal with people. This is an important part of the culture in an organisation.

Image:2,  Source: www.markumgroup.com

Culture gives organisations a sense of identity and determines, through the organisation’s legends, rituals, beliefs, meanings, values, norms, and language. An organisations’ culture encapsulates what it has been good at and what has worked in the past. These practices can often be accepted without question by long-serving members of an organisation (O’Donnell & Boyle, 2008).

Organisational culture is vital, It must be given importance as any area other of the organisation. People make an organisation run and the culture will guide the people on the path they have to be. Even it will guide new employees how to behave in a particular organisation. The culture should come from the top management and it must be spread among the rest. If the culture is not positive then all the efforts must be taken to change the existing culture. Culture should be positive and should have a culture that makes the employees engaged with the organisation.

"Culture is to organisations what character is to individuals" (Schein, 2004)

References:

Armstrong, M. & Taylor, S., 2014. ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE. 13th ed. London: koganpage.

Chartered Management Institute, 2018. CMI. [Online] Available at: https://www.managers.org.uk/~/media/Files/PDF/Checklists/CHK-232-Understanding-organisational-culture.pdf [Accessed 26 September 2018].

O’Donnell, O. & Boyle, R., 2008. In Understanding and Managing Organisational Culture. Dublin: Institute of Public Administration.

Schein, E.H., 2004. In Organizational Culture and Leadership. 3rd ed. San Francisco: Jossey-Bass.

Image source:

Image 1: https://www.alphagamma.eu/entrepreneurship/organizational-culture-competitive-weapon/

Image 2: https://www.markumgroup.com/what-is-organizational-culture--why-does-it-matter.html

The Global context for HRM - Week 8

Source: conatusnews

Impact of globalisation on Human Resource Management

Thanks to technology developments the world is becoming one place without any boundaries. The world is changing and adapting to a new era. The world is moving towards one culture. There is no more local and global, now it is all about glocal.


Globalisation has taken over every aspect of human life. Businesses have to think in a global perspective as the needs and demand are changing and consumers are expecting new products and services in global standards.

"Gone are the days when companies created products at home and shipped them abroad “as is.” With the rapid expansion of global markets, managers are struggling to balance the paradoxical demand to think globally and act locally. That imperative requires them to move people, ideas, products, and information around the world to meet local needs" (Ulrich, 1998).



When businesses going global the Human resource management has to think and go global. Human resource management has to change according to the global needs. Companies go global for various reasons. Organisations go global for business expansion, looking for new talents, natural resources, technologies, and cheap labours etc.

According to the Israeli Ministry of Foreign Affairs,(2017) more than 70 multinational giants have opened their Research and Development department in Tel Aviv and these are the names of few companies Visa, Renault, Bosch, MasterCard, Google, Facebook, Amazon, Coca-Cola, Microsoft, AOL, Samsung, Siemens, Paypal, Deutsche Telekom, Citibank, Intel, Yahoo, Barclays, IBM, Apple and other multinational companies.

Globalisation requires that organisations increase their ability to learn and collaborate and to manage diversity, complexity, and ambiguity (Ulrich, 1998).

Advantages and disadvantages of globalisation for HRM

Table: 1

Advantages	Disadvantages
Qualified Personnel	Different labour laws to comply with
Skilled Labour	Cultural difference
International exposure	Attitude
Cross-cultural experience	Political pressure
Low-cost Labour	Language barriers
Committed staffs	communication barriers

(Dolan, 1996)

Conclusion

Human resource managers should have the ability to manage people from various cultures and countries. Being able to manage well between cultures will give a competitive advantage to the organisation which will help to retain talented employees and achieve its goals. Failure to evolve according to the globalisation perspective in HR will make the organisation unable to compete with others. Effective HR strategies must be developed to utilise a multinational workforce (Dolan, 1996).





References:

Dolan, S.L., 1996. Human resource management in an international context. International HRM, 96(3), p.20.

MFA, 2013. Israel Ministry of Foreign Affairs. [Online] Available at: http://mfa.gov.il/MFA/InnovativeIsrael/DoingBusiness/Pages/Tel-Aviv-Israels-RD-hub-for-corporate-giants-4-September-2017.aspx [Accessed 21 September 2018].

Ulrich, D., 1998. A New Mandate for Human Resources. Harvard Business Review, (January - February).

Image Source: 

https://conatusnews.com/globalisation-answer-unprotective-protectionism/

Employee engagement - week 7

Source slco.org

Employee engagement plays a crucial for any organisation. People who are committed tend to give their best to the organisation. According to Vence (2006), Employees who are engaged in their work and committed to their organisations give companies crucial competitive advantages—including higher productivity and lower employee turnover.

Definition of Employee Engagement

"Employee engagement is a workplace approach resulting in the right conditions for all members of an organisation to give of their best each day, committed to their organisation’s goals and values, motivated to contribute to organisational success, with an enhanced sense of their own well-being" (Engage for Success, 2018).

Engagement is something that the employee has to offer and cannot be ‘required’ as part of the employment contract or objective setting process (Bridger, 2014)

Levels of engagement

Each employee has a different level of engagement with the organisation. Everyone is on a different scale. According to CIPD (2017), employees tend to be more engaged are women, younger workers, managers and employees are on flexible contracts.

‘In the United Kingdom 17% of employees are engaged, 57% are not engaged and 26% are actively disengaged’ (Gallup 2011-2012 cited in Allen, 2018).



1. Engaged employees - These employees are characterised as loyal, committed, productive and deliver results. They are passionate workers who feel emotionally connected to the organisation.

2. Not engaged - The show little energy or passion for work. These employees tend to do just what is instructed. All ways on the look for another job vacancy.

3. Actively disengaged - These are a set of unhappy workers. They display their unhappiness publicly, they display a negative attitude and undermines the company and the team.

(Allen, 2018).

Companies in which 60% (or more) of the workforce is engaged have average five-year total returns to shareholders (TSR) of more than 20%. That compares to companies where only 40 to 60% of the employees are engaged, which have an average TSR of about 6%. (Baumruk et al. 2006: 24 cited in Storey et al., 2008).

Highly engaged employees achieve 12% more of their goals than employees with low engagement. 12% of an employee salary of $35,000 equates to $4,200. When considering the impact on an organization with 10,000 employees, the value of engagement can yield a major impact of $42 million (Storey et al., 2008).

Eliminating active disengagement from the workforce would result in a significant increase in productivity per employee. This increase, applied against the current average output per U.K. worker, would amount to between £52 billion and £70 billion in productivity gains nationwide per year (Allen, 2018).



According to Storey et al (2008), Organisations need to have the following factors to achieve employee engagement.

■ Vision: The work unit has a clear sense of the future that engages hearts and minds and creates pride among employees.

■ Opportunity: The work on offer provides a chance to grow both personally and professionally, through participation in the work unit’s activities.

■ Incentive: The compensation package is fair and equitable, including base salary, bonus, and other financial incentives.

■ Impact: The work itself makes a difference or creates meaning, particularly as it connects the employee with a customer who uses the employee’s work.

■ Community: The social environment includes being part of a team when appropriate, and working with co-workers who care.

■ Communication: The flow of information is two-way, so employees are in the know about what is going on.

■ Experimentation: The work hour, dress, and other policies are flexible and designed to adapt to the needs of both the firm and the employee





Having positive employee engagement, the company will thrive as everyone will work as a team. When an employee is engaged with the organisation employee will be more confident with them self as well as with the organisation. They will be self-motivated and will display a positive attitude towards the organisation. Engaged employees will bring a positive environment for themselves as well as for the overall business performance.

References

Allen, M., 2018. Insights. [Online] Available at: https://www.insights.com/media/1091/employee-engagement-a-culture-change.pdf [Accessed 20 September 2018].

Bridger, E., 2014. Employee Engagement. London: KoganPage.

CIPD, 2017. CIPD. [Online] Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/engagement/factsheet#6227 [Accessed 20 September 2018].

Engage for Success, 2018. ENGAGE FOR SUCCESS. [Online] Available at: http://engageforsuccess.org/what-is-employee-engagement [Accessed 20 September 2018].

Storey, J., Welbourne, T.M., Wright, P. & Ulrich, D., 2008. The Routledge Companion to Strategic Human Resource Management. London: Routledge.

Vance, R.J., 2006. Employee Engagement and Commitment: A guide to understanding,measuring and increasing engagement in your organization. USA: SHRM Foundation.

Image source:

https://slco.org/human-resources/employee-engagement/

Managing Performance - Week 6

Performance Management

FIgure 1, Source :www.cornerstoneondemand.co.uk

Performance management plays a key in any organisation. This is the process where the organisations manage, motivate, and develop their employee performances. This process conducted through the entire organisation where it will motivate the employees and make a positive impact on employee's efficiency and effectiveness in achieving the company goal.


Definition of Performance Management

‘Performance management is a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.’ Its five elements are agreement, measurement, feedback, positive reinforcement and dialogue'( Aguinis cited in Armstrong, 2014).



Performance management very often related to the past performance of the employee, we tend to discuss or review how an individual or team has performed in the last 6 or 12 months. But According to CIPD, (2012) Angela Baron emphasises the importance of looking forward in the performance management process. She points out that it should be focusing on the future, it must be about encouraging people to develop their capabilities, equipping people to be successful, making the staffs more flexible so they adapt to the changing environment. By just focusing on the past, it makes the performance management very limiting and damaging.

Performance management is a continues process, It must include, Plan, Act, Monitor, and Review and the following diagram illustrates the full cycle of the performance management.

Figure 2: The Performance management cycle, Source: Armstrong, 2014. page 337

Performance appraisal 

Both Performance Management and Performance Appraisal are usually thought to be the same. But in reality, performance appraisal is one of the biggest components of the performance management process. 

Figure 3, Source: empxtrack.com

According to CIPD, (2017) "Performance appraisals, sometimes called performance reviews, are one of a number of performance management tools that aim to ensure employees’ performance contributes to business objectives and should be used as part of a holistic approach to managing performance. The value of annual performance appraisals has increasingly been challenged in recent years in favour of more regular ‘performance conversations’. However, performance feedback or appraisal remains a crucial aspect of the performance management cycle".

Performance appraisal gives the organisation the opportunity to complete the performance cycle. This process helps to implement the elements of a performance management which are agreement, measurement, feedback, positive reinforcement, and dialogue. Performance appraisal meetings open the window of opportunity for the line managers to effectively communicate the company objectives and goals (Armstrong, 2014)

Traditional performance management is being challenged and organisations are trying to look at it from a different angle. Organisations are coming up with new ways to implement this process which will be suitable for the ever changing and ever challenging business world.

"Colorcon had found a more effective way of reinforcing desired behaviours and managing performance: Supervisors were giving people instant feedback, tying it to individuals’ own goals, and handing out small weekly bonuses to employees they saw doing good things"(Cappelli & Tavis, 2016).

The traditional method of reviewing once a year or twice in a year is not bringing the real essence of the performance management. It must be done very often and frequent. Issues need to be addressed as soon as possible and when it takes too long to rectify a problem then the business output will get affected.

"Once-a-year goals are too “batched” for a real-time world, and conversations about year-end ratings are generally less valuable than conversations conducted in the moment about actual performance. But the need for change didn’t crystallise until we decided to count things. Specifically, we tallied the number of hours the organisation was spending on performance management—and found that completing the forms, holding the meetings, and creating the ratings consumed close to 2 million hours a year. As we studied how those hours were spent, we realised that many of them were eaten up by leaders’ discussions behind closed doors about the outcomes of the process" (Buckingham & Goodall, 2015).




By implementing a successful performance management process, organisations will be able to achieve short-term and long-term goals. A good performance management process will motivate the employees to work towards the company goal with one shared vision. By rewarding, recognising and providing them with positive feedback employees will feel connected with the organisation. Performance management plays a vital role in any organisation which is driven by its workforce. 

References:

Armstrong, M., Taylor, S. 2014. Armstrong's Handbook of Human Resource Management Practice, 13th edition, London. KP.

Cappelli, P., Tavis, A., 2016. The Performance Management Revolution. Harvard Business Review, [Online]. October 2016, 58-67. Available at: https://hbr.org/2016/10/the-performance-managementrevolution.pdf [Accessed 3 September 2018].

Buckingham, M., Goodall. A., 2015. Reinventing Performance Management. Harvard Business Review, [Online]. April 2015, 40-50. Available at: https://hbr.org/2015/04/reinventing-performancemanagement [Accessed 3 September 2018].

CIPD. (2012). Implementing effective performance management. CIPD Podcast 72. [ONLINE]. 14 November 2012. Available from: https://www.cipd.co.uk/podcasts/implementing-effectiveperformance-management [Accessed: 3 September 2018].

CIPD. 2017. CIPD. [ONLINE] Available at: https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factsheet#26083. [Accessed 3 September 2018].

CIPD. 2017. CIPD. [ONLINE] Available at: https://www.cipd.co.uk/knowledge/fundamentals/people/performance/appraisals-factsheet. [Accessed 3 September 2018].

Image sources:

Image 1: https:///blog/performance-management-40-how-can-we-motivate-workforce

Image 2: Armstrong, M., Taylor, S. 2014. Armstrong's Handbook of Human Resource Management Practice, 13th edition, page 337, London. KP.

Image 3: https://empxtrack.com/blog/why-annual-performance-appraisal-fails-how-to-save-them/

New forms of employment - Week 5

New forms of employment

Employment is changing day by day. New forms of jobs are created while some of the traditional jobs are being obsolete. While some are being obsolete some jobs are being changed the way it used to be, It is performed in a different work environment.

New forms of employments are emerging all over the world but these changes are clearly visible mainly in the developed first world. There are certain countries still follow the traditional methods while some are following these new forms of employment but these are not regulated by any authorities. New Forms of works have emerged due to the flexibility needed by employers and employees.

"Flexible working is on the rise, giving employees flexibility on where, when and the hours they work. It's traditionally been associated with the needs of parents and carers, but increasingly organisations are recognising the business benefits of a more flexible way of working" (CIPD, 2018).

According to CIPD (2018), Flexible work is, the employee is given a degree of flexibility in terms of where, when, how long, and what time the employee works. Flexible work includes,

• Part-time work - Contracted to do part-time work
• Term time work - Employee works full time during school holidays
• Job sharing - Two people share the job responsibility between them
• Flexitime - Employees are allowed to choose when to start and end work
• Compressed hours - Working full time within a few days during a week
• Annual hours - Working the fixed annual number of hours within the length of the working day and week
• Working from home - Work carried out from home
• Mobile working/teleworking - This enables employees to work from a remote location
• Career breaks - Employees are given the opportunity to take breaks from work up to a certain period of time which will allow the employees to pursue anything they like
• Commissioned outcomes - Paid based on the output of the individual.

According to research conducted by "European Foundation for the Improvement of Living and Working Conditions" in 2015, they have identified new forms of employment which are available in Europe. Followings are the new forms of employment they have identified. Here they have analysed the positive and the negative impact of each form.

 Employee sharing

Employee or employees are jointly hired by a set of employers and these employees are being rotated in between the employers.  In this method, there are 2 distinctive ways of employee sharing.

1. Strategic employee sharing -  A network is formed by the employers and they recruit one or more workers and they will be sent to work within the network of the employers.

Positive side Negative side Practical within small and medium enterprises. Employee might be subjected to stress due to rotating work environment. Welfare and training of the employee is held by the participating company. Worker won't be having regular pattern of work. More flexibility for both parties. Need to adopt to different working environments. Employees get full time jobs and diversified working environment. Personal life could not be planned may be due to having to travel different locations. Develop their skills. Might have to deal with different managers with different expectations. Employers get skilled worker when needed, Employers might not get the required person when requires. Cost is shared among the participating companies. Details of one company could go to another

2.Ad-hoc employee sharing - Employer sends the employee to another organisation  to work due to unable to give employment temporarily.

Job sharing

Positive side Negative side Job sharing is beneficial for both parties. Comparison between employees. Employees are being able to work while they are committed with family or education. Employees might have to cover if other one fails Employers reap the benefit by having the full time position covered by 2 individuals. Extra cost for training, administration, uniforms. This system helps the employers to provide employment to disable people and new mothers who are returning to work after maternity leave. Two or more people will be trained for one job role. This allows employees to have a work-life balance while employers get to retain their skilful staffs Higher cost comparing to having a one full time staff. - Employer has to adopt according to the individuals.

In this employer hires two or more people to fill in a full time job. For example, an employer hires two part-time people to fill a full-time job role.

Interim management

Positive side Negative side Interim management is a short-term flexible work option. Higher cost for the company These managers are mostly in their 40's and 50's. Will have only a shorter period to achieve more  Need to manage the permanent staff of the organisation Interim managers might undergo high level of stress Highly paid comparing to the permanent manager They need to adopt quickly to a new working condition

Highly skilled experts are hired to solve a problem or to manage a project. In some cases interim managers are hired to fulfill a post until a suitable permanent manager is found.

Casual Work

The employee is not given a permanent job, only required to work if there is a demand by the employer.

	Positive side Negative side Employers get cheap labour Low skilled workers Lower HR costs Less committed workers Benefits for seasonal businesses Unable to plan personal life - Limited social security. - Zero hours contract

 

ICT based mobile work

This is the new way of work in the modern digital world. This allows the employee to work from anywhere and anytime through digital platforms.

	Positive side Negative side High flexibility Work intensification Job creations Increased stressed level Work autonomy possible confusion of work and personal working time Less infrastructure and administration cost for the employer Distraction of employees - Highly depended on digital technology - communication issues - Social isolation

 

Voucher-based work

This is where employer purchases a voucher from an government organisation or authorised body and pay the employee

	Positive side Negative side Enables employee to work legally No proper training given Will help the government to curb the illegal workers Health and safety issues Worker would be able claim from regular national insurance in the events of accident or damage Job insecurity High flexibility Low skill labour

 

Portfolio work

An individual works for many companies or clients doing contracted works or projects.

	Positive side Negative side Self managed only for highly skilled personnel Independent Need specialist knowledge in most of the area Highly paid Different working culture Different working environments Lack of trust between the worker and the organisation. Access to highly skilled and knowledgeable worker for organisations -

 

Crowd employment

This is also known as crowd sourcing or crowd work. This is a structure where online platforms are used to bring together talents all over the world to solve a specific problem or project.

	Positive side Negative side Collective effort by many individuals Lack of data protection Small project or tasks Less job security Flexibility Work might be halted in the middle Self employment -

 

Conclusion

In conclusion new forms of employments are emerging everywhere. And Employment format and structures are changing. New ways are being adopted to cope with the change. These new form of employments has its own positive and negative effects. Some of the forms are being widely used while some are not used much. Even though negatives are present in these new forms of employments mostly it brings flexibility, convenience to employers, employees and local governments (Eurofound, 2015).  

References

CIPD, 2018. CIPD. [Online] Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/flexible-working/factsheet#6652 [Accessed 1 September 2018].

Eurofound, 2015. New forms of employment. Luxembourg: Publications Office of the European Union.