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Employees are therefore more willing to work efficiently, leading to higher productivity."},{"text":"Higher absenteeism.","correct":false,"explanation":"Poor relationships often increase absenteeism because dissatisfied employees become less willing to attend work. Good relationships instead tend to raise productivity through stronger motivation and cooperation."},{"text":"Lower productivity.","correct":false,"explanation":"Lower productivity is associated with conflict, weak motivation or poor communication. Good employer/employee relationships generally encourage greater effort and therefore higher productivity."},{"text":"More industrial action.","correct":false,"explanation":"Industrial action usually results from serious conflict between employees and management. 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Departures caused by poor relationships create high labour turnover."},{"text":"Low employee motivation.","correct":false,"explanation":"Employee motivation describes workers’ willingness to perform well, rather than the rate of departure. When poor relationships make staff leave, labour turnover rises."}]},{"id":"aeb3d4a2-c0a3-4b46-a66a-bfa35e448300","cardType":"cloze","points":null,"front":"A contract of employment is a [ ] agreement between employer and employee.","back":"A contract of employment is a legally binding agreement between employer and employee.","mcqOptions":[{"text":"legally binding","correct":true,"explanation":"A contract of employment creates enforceable rights and obligations for the employer and employee. It is therefore a legally binding agreement."},{"text":"verbally agreed","correct":false,"explanation":"A contract can include terms agreed verbally, but this does not define its legal status. A contract of employment is legally binding on both parties."},{"text":"legally optional","correct":false,"explanation":"Treating the agreement as optional confuses a contract with informal guidance. Employment contracts are legally binding, so employer and employee must follow their obligations."},{"text":"automatically temporary","correct":false,"explanation":"Employment contracts may be permanent or fixed-term, so they are not automatically temporary. 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Key individual employment details must be given in a written statement of employment particulars."},{"text":"A verbal summary of employment particulars.","correct":false,"explanation":"A verbal summary does not meet the requirement for written information about key employment conditions. The employer must provide a written statement of employment particulars."}]},{"id":"57d7f6c0-a02d-4cc3-8f39-47f18a8b3cdb","cardType":"cloze","points":null,"front":"Health and safety means protecting employees, customers and visitors from [ ] at work.","back":"Health and safety means protecting employees, customers and visitors from harm at work.","mcqOptions":[{"text":"harm","correct":true,"explanation":"Health and safety seeks to prevent physical or psychological harm to anyone affected by workplace activities, including employees, customers and visitors."},{"text":"financial loss","correct":false,"explanation":"Avoiding financial loss is a business objective, not the defining purpose of health and safety. Health and safety protects people from harm at work."},{"text":"workplace change","correct":false,"explanation":"Health and safety does not prevent legitimate changes to roles or working practices. Its purpose is to protect employees, customers and visitors from harm."},{"text":"customer complaints","correct":false,"explanation":"Customer complaints concern service quality and satisfaction rather than personal safety. Health and safety measures are designed to protect people from harm at work."}]},{"id":"b52cd666-19f1-4b2c-ad21-9b6ad46543bd","cardType":"basic","points":1,"front":"Under health and safety duties, what should employees do if they notice hazards?","back":"Report hazards.","mcqOptions":[{"text":"Report hazards.","correct":true,"explanation":"Employees should promptly report hazards through the appropriate workplace procedure. This allows responsible staff to assess the risk and take suitable action."},{"text":"Ignore hazards.","correct":false,"explanation":"Ignoring a hazard allows the danger to continue and may lead to injury. Employees should report hazards so that appropriate corrective action can be taken."},{"text":"Repair hazards themselves.","correct":false,"explanation":"Employees should not attempt repairs unless authorised, trained and equipped to do so, as intervention could increase the danger. They should report hazards instead."},{"text":"Wait for an inspection.","correct":false,"explanation":"Waiting for a formal inspection leaves others exposed to the danger. Employees should report hazards promptly so the employer can address them safely."}]},{"id":"3f633c87-4348-4c3a-b03c-2c9e1c2acb78","cardType":"basic","points":2,"front":"Why can a safe workplace improve employee morale?","back":"Employees feel valued.","mcqOptions":[{"text":"Employees feel valued.","correct":true,"explanation":"Providing safe working conditions demonstrates that the employer cares about employees’ welfare. This makes employees feel valued and can increase morale."},{"text":"Employees feel closely monitored.","correct":false,"explanation":"Close monitoring can reduce trust and make employees feel controlled rather than supported. A safe workplace improves morale because employees feel valued."},{"text":"Employees feel easily replaced.","correct":false,"explanation":"Feeling easily replaced would weaken security and morale rather than improve it. Visible investment in workplace safety shows employees that they are valued."},{"text":"Employees feel under pressure.","correct":false,"explanation":"Feeling under pressure is likely to increase stress and reduce morale. Safety measures improve morale by showing employees that the business values their welfare."}]},{"id":"6e42ab05-3621-47db-bda4-b1a7018ac415","cardType":"cloze","points":null,"front":"The minimum wage is the legal minimum [ ].","back":"The minimum wage is the legal minimum hourly pay rate.","mcqOptions":[{"text":"hourly pay rate","correct":true,"explanation":"The minimum wage sets the lowest amount an employer may legally pay a worker for each hour worked, subject to the worker’s applicable age category."},{"text":"annual salary level","correct":false,"explanation":"This confuses hourly pay with yearly earnings. The minimum wage specifies the legal minimum hourly pay rate, although annual income depends on the number of hours worked."},{"text":"weekly bonus payment","correct":false,"explanation":"Bonuses are additional payments and are not the basis of the statutory minimum. The law sets a minimum hourly pay rate for eligible workers."},{"text":"monthly income total","correct":false,"explanation":"Monthly income varies with hours worked and other payments, so it is not the legal measure. The minimum wage is defined as an hourly pay rate."}]},{"id":"a2b4b801-1ff5-408c-863a-a9d24e619b05","cardType":"basic","points":1,"front":"What is the likely direct effect of minimum wage rises on hourly-paid firms?","back":"Higher wage bills.","mcqOptions":[{"text":"Higher wage bills.","correct":true,"explanation":"A rise in the minimum wage increases the hourly amount paid to affected employees, directly raising the firm’s total wage bill if staffing and hours remain unchanged."},{"text":"Lower wage bills.","correct":false,"explanation":"This reverses the immediate relationship. Paying affected hourly workers a higher legal rate raises wage bills unless the firm subsequently reduces employment or working hours."},{"text":"Higher profit margins.","correct":false,"explanation":"Higher profit margins are not the direct effect because increased hourly pay raises costs. The immediate impact on an hourly-paid firm is a higher wage bill."},{"text":"Lower labour costs.","correct":false,"explanation":"This assumes a wage rise reduces employment costs, when it initially does the opposite. A higher minimum wage directly increases wage bills for affected hourly-paid workers."}]},{"id":"36a7e9ed-a3e3-4a13-81ed-dd642785fda8","cardType":"basic","points":1,"front":"Which potentially fair dismissal reason covers theft or repeated lateness?","back":"Conduct.","mcqOptions":[{"text":"Conduct.","correct":true,"explanation":"Theft concerns employee behaviour, while repeated lateness may breach workplace rules after warnings. Both can therefore provide a potentially fair reason for dismissal based on conduct."},{"text":"Capability.","correct":false,"explanation":"Capability concerns whether an employee can perform the job because of skill, qualifications or health. Theft and repeated lateness are behavioural issues, so the relevant reason is conduct."},{"text":"Redundancy.","correct":false,"explanation":"Redundancy applies when the employer no longer needs the role or work, not when an employee behaves improperly. Theft or repeated lateness falls under conduct."},{"text":"Illegality.","correct":false,"explanation":"Illegality applies when continuing employment would break the law, such as losing a required work permit. Theft or repeated lateness is normally treated as conduct."}]},{"id":"c54c73c1-4c31-4c00-a2e9-10d99b799aa9","cardType":"basic","points":1,"front":"Which potentially fair dismissal reason applies when a role is no longer needed?","back":"Redundancy.","mcqOptions":[{"text":"Redundancy.","correct":true,"explanation":"Redundancy is a potentially fair reason for dismissal when the employer’s need for a particular role or type of work has ceased or substantially reduced."},{"text":"Conduct.","correct":false,"explanation":"Conduct concerns an employee’s behaviour, such as dishonesty or repeated rule-breaking. When the role itself is no longer required, the potentially fair reason is redundancy."},{"text":"Capability.","correct":false,"explanation":"Capability concerns whether the employee has the skills, qualifications or health needed to perform the role. A role that is no longer needed instead involves redundancy."},{"text":"Illegality.","correct":false,"explanation":"Illegality means continued employment would breach a legal requirement. If the job has disappeared because the work is no longer required, the appropriate reason is redundancy."}]},{"id":"7d3956e0-422d-4def-9a52-e131e2d7efc3","cardType":"basic","points":2,"front":"Why could dismissing a repeatedly late employee still be unfair?","back":"Poor process, such as no warnings or inconsistent treatment.","mcqOptions":[{"text":"Poor process, such as no warnings or inconsistent treatment.","correct":true,"explanation":"Even with a potentially fair conduct reason, an employer must follow a fair procedure. Failing to warn the employee or treating similar cases differently may make dismissal unfair."},{"text":"Strong evidence, such as records of every late arrival.","correct":false,"explanation":"Accurate evidence supports the employer’s case rather than making dismissal unfair. Unfairness could arise from poor process, including missing warnings or inconsistent treatment of employees."},{"text":"Clear rules, such as a published punctuality policy.","correct":false,"explanation":"Clear workplace rules help demonstrate expected standards and therefore support a fair dismissal. The dismissal may be unfair where the employer used a poor or inconsistent process."},{"text":"Repeated warnings, such as written notices and meetings.","correct":false,"explanation":"Repeated warnings and meetings are evidence that a fair disciplinary process may have been followed. A lack of warnings or inconsistent treatment could instead make dismissal unfair."}]},{"id":"8fa91fc7-be67-4316-a43c-a54bf848bb06","cardType":"cloze","points":null,"front":"Equal opportunities means fair access to jobs, training, promotion and pay regardless of [ ].","back":"Equal opportunities means fair access to jobs, training, promotion and pay regardless of protected characteristics.","mcqOptions":[{"text":"protected characteristics","correct":true,"explanation":"Protected characteristics include features such as age, disability, race, religion or belief, sex and sexual orientation. Equal opportunities seeks to prevent discrimination based on these characteristics."},{"text":"personal preferences","correct":false,"explanation":"Equal opportunities does not prevent employers considering every personal preference, such as preferred working patterns. It specifically requires fairness regardless of legally protected characteristics."},{"text":"performance differences","correct":false,"explanation":"Employers may lawfully distinguish between candidates using relevant evidence of performance or ability. Equal opportunities requires decisions not to discriminate because of protected characteristics."},{"text":"contractual obligations","correct":false,"explanation":"Contractual obligations describe duties agreed between employer and employee, not the grounds covered by equality law. Equal opportunities concerns fair treatment regardless of protected characteristics."}]},{"id":"88d461fa-4825-40c5-84a7-56f9d162e8c6","cardType":"basic","points":1,"front":"What does equal opportunities require instead of identical outcomes?","back":"A fair, relevant, non-discriminatory process.","mcqOptions":[{"text":"A fair, relevant, non-discriminatory process.","correct":true,"explanation":"Equal opportunities requires decisions to use fair and job-relevant criteria without unlawful discrimination. It does not guarantee that every individual or group will achieve identical outcomes."},{"text":"A guaranteed, identical outcome for every applicant.","correct":false,"explanation":"This confuses equality of opportunity with equality of outcome. Employers must use a fair, relevant and non-discriminatory process, but candidates may legitimately receive different outcomes."},{"text":"A quota-based selection process for every vacancy.","correct":false,"explanation":"Equal opportunities does not generally require fixed quotas, which can create unlawful positive discrimination. It requires a fair, relevant and non-discriminatory method of selection."},{"text":"A process based on managers’ personal preferences.","correct":false,"explanation":"Personal preferences may introduce irrelevant bias and discrimination into employment decisions. Equal opportunities instead requires a fair process using relevant, non-discriminatory criteria."}]},{"id":"9621ef23-ba3e-481c-bc74-fbb85fb65a39","cardType":"basic","points":1,"front":"How can equal opportunities benefit an employer’s recruitment?","back":"Access to a wider talent pool.","mcqOptions":[{"text":"Access to a wider talent pool.","correct":true,"explanation":"Removing discriminatory barriers allows people from more backgrounds to apply and progress. This gives the employer a wider pool from which to recruit capable workers."},{"text":"Access to a smaller applicant pool.","correct":false,"explanation":"A smaller pool would restrict recruitment rather than improve it. Equal opportunities removes unnecessary barriers and therefore gives the employer access to a wider talent pool."},{"text":"Access to a guaranteed low-cost workforce.","correct":false,"explanation":"Equal opportunities does not guarantee lower wages or recruitment costs, and pay decisions must remain fair. Its recruitment benefit is access to a wider talent pool."},{"text":"Access to a more uniform workforce.","correct":false,"explanation":"Equal opportunities tends to broaden participation rather than make the workforce more uniform. Its recruitment advantage is access to a wider and potentially more diverse talent pool."}]},{"id":"4f180b62-b567-41f5-b18a-1fcf111b8ef6","cardType":"cloze","points":null,"front":"[ ] is negotiation between employers and employee representatives on behalf of workers.","back":"Collective bargaining is negotiation between employers and employee representatives on behalf of workers.","mcqOptions":[{"text":"Collective bargaining","correct":true,"explanation":"Collective bargaining occurs when employers negotiate with employee representatives, usually trade unions, over collective matters such as pay, hours and working conditions."},{"text":"Individual bargaining","correct":false,"explanation":"Individual bargaining involves one employee negotiating on their own behalf. The representative process conducted on behalf of a group of workers is collective bargaining."},{"text":"Collective consultation","correct":false,"explanation":"Collective consultation seeks employees’ views but does not necessarily involve negotiation to reach an agreement. Negotiation through employee representatives is collective bargaining."},{"text":"Employee participation","correct":false,"explanation":"Employee participation is the broader involvement of workers in organisational decisions. Negotiation between employers and representatives on workers’ behalf is specifically collective bargaining."}]},{"id":"57a67b65-6e7b-4e6b-a797-dae9fd574425","cardType":"basic","points":1,"front":"What advantage can trade unions give employees compared with acting alone?","back":"Stronger bargaining power.","mcqOptions":[{"text":"Stronger bargaining power.","correct":true,"explanation":"By representing employees collectively, a trade union gives them greater influence in negotiations over pay, working conditions and other employment terms than most individuals possess alone."},{"text":"Guaranteed pay rises.","correct":false,"explanation":"A union may negotiate for higher pay, but it cannot ensure that an employer will agree to every demand. Its general advantage is stronger bargaining power."},{"text":"Automatic legal protection.","correct":false,"explanation":"Trade union membership does not automatically protect an employee from every lawful employer decision. The central advantage over acting alone is stronger bargaining power."},{"text":"Complete decision control.","correct":false,"explanation":"Collective representation increases employees’ influence, but employers retain decision-making rights and may reject demands. The actual advantage is stronger bargaining power, not complete control."}]},{"id":"9aed043a-7da4-4afd-a707-3a825228866e","cardType":"basic","points":2,"front":"How can a recognised union help a large employer communicate?","back":"It provides one organised channel.","mcqOptions":[{"text":"It provides one organised channel.","correct":true,"explanation":"A recognised union can gather and communicate employees’ views collectively, allowing management to deal with one structured representative channel rather than many separate individuals."},{"text":"It provides many individual channels.","correct":false,"explanation":"Using separate channels for every worker would make communication more fragmented, not more efficient. A recognised union instead provides one organised channel between employees and management."},{"text":"It provides one legal channel.","correct":false,"explanation":"A trade union is an employee representative body rather than a court or statutory communication service. Its benefit is providing one organised channel for workplace communication."},{"text":"It provides one informal channel.","correct":false,"explanation":"An informal channel may lack consistency and clear representation. Recognition enables the union to provide one organised channel through which management can communicate with employees."}]},{"id":"52ad4842-f9bc-4276-96c3-aa6094031b94","cardType":"basic","points":1,"front":"What employer disadvantage can trade unions create over pay?","back":"Increased wage pressure.","mcqOptions":[{"text":"Increased wage pressure.","correct":true,"explanation":"Collective employee representation can strengthen demands for higher pay, placing greater pressure on the employer to raise wages and potentially increasing labour costs."},{"text":"Reduced wage pressure.","correct":false,"explanation":"Stronger collective bargaining is more likely to increase pressure for higher pay than reduce it. The relevant employer disadvantage is increased wage pressure."},{"text":"Increased price pressure.","correct":false,"explanation":"Price pressure concerns the prices charged for goods or services, not negotiations over employee pay. Trade unions can instead create increased wage pressure."},{"text":"Increased recruitment pressure.","correct":false,"explanation":"Recruitment pressure relates to attracting and hiring staff rather than collective pay negotiations. The employer disadvantage created over pay is increased wage pressure."}]},{"id":"4abe8253-cb0f-4b45-97d9-4dd335b48ecb","cardType":"basic","points":2,"front":"How does industrial action differ from employer/employee conflict?","back":"

Conflict is the disagreement.
Industrial action pressures the employer.

","mcqOptions":[{"text":"

Conflict is the disagreement.
Industrial action pressures the employer.

","correct":true,"explanation":"Conflict is the underlying disagreement between employees and the employer. Industrial action consists of organised steps, such as strikes, intended to pressure the employer over that disagreement."},{"text":"

Conflict pressures the employer.
Industrial action is the disagreement.

","correct":false,"explanation":"This reverses the concepts. Conflict is the disagreement itself, while industrial action is organised behaviour used by employees to pressure the employer."},{"text":"

Conflict is the negotiation.
Industrial action resolves the disagreement.

","correct":false,"explanation":"Negotiation may be used to resolve conflict, but conflict is the disagreement rather than the discussion. Industrial action applies pressure to the employer."},{"text":"

Conflict reaches the agreement.
Industrial action removes the pressure.

","correct":false,"explanation":"Conflict does not itself guarantee agreement, and industrial action normally intensifies pressure rather than removing it. Conflict is disagreement; industrial action pressures the employer."}]},{"id":"e4ccd596-69a2-4be7-a8fd-69218c7338dc","cardType":"basic","points":1,"front":"Which industrial action means employees do only what their contract strictly requires?","back":"Work-to-rule.","mcqOptions":[{"text":"Work-to-rule.","correct":true,"explanation":"During work-to-rule, employees follow their contracts and workplace procedures exactly while refusing extra flexibility or unpaid duties, reducing output without formally withdrawing all labour."},{"text":"Overtime ban.","correct":false,"explanation":"An overtime ban means employees refuse overtime but may otherwise perform their normal duties flexibly. Strictly limiting all work to contractual requirements is work-to-rule."},{"text":"Strike action.","correct":false,"explanation":"A strike involves employees withdrawing their labour rather than continuing to perform only their precise contractual duties. The latter form of action is work-to-rule."},{"text":"Go-slow action.","correct":false,"explanation":"A go-slow involves deliberately reducing the pace of work. Employees who instead follow every contractual requirement and procedure strictly are taking work-to-rule."}]},{"id":"020ce6ef-5a86-41c9-8866-f9afbace1fe4","cardType":"cloze","points":null,"front":"[ ] is direct discussion to reach agreement; [ ] asks for views before a decision.","back":"Negotiation is direct discussion to reach agreement; consultation asks for views before a decision.","mcqOptions":[{"text":"Negotiation is direct discussion to reach agreement; consultation asks for views before a decision.","correct":true,"explanation":"Negotiation involves direct discussion aimed at reaching an agreement. Consultation involves seeking affected parties’ opinions before making a decision, without necessarily transferring final authority."},{"text":"Mediation is direct discussion to reach agreement; consultation asks for views before a decision.","correct":false,"explanation":"Mediation requires a neutral third party to help the sides communicate, so it is not simply direct discussion. Negotiation is the correct term; consultation seeks views before decisions."},{"text":"Negotiation is direct discussion to reach agreement; arbitration asks for views before a decision.","correct":false,"explanation":"Arbitration gives an independent third party responsibility for deciding a dispute rather than merely requesting opinions. Negotiation reaches agreement directly, while consultation asks for views."},{"text":"Consultation is direct discussion to reach agreement; communication asks for views before a decision.","correct":false,"explanation":"Consultation seeks views rather than necessarily reaching agreement, while negotiation is more than one-way communication. The correct pairing is negotiation followed by consultation."}]},{"id":"6ab90cfd-87a6-4793-bad6-40ea2a9df69e","cardType":"basic","points":2,"front":"How do ACAS conciliation and arbitration differ?","back":"

Conciliation helps sides reach their own agreement.
Arbitration uses an independent decision-maker.

","mcqOptions":[{"text":"

Conciliation helps sides reach their own agreement.
Arbitration uses an independent decision-maker.

","correct":true,"explanation":"In conciliation, an independent conciliator facilitates discussion while the parties retain control of the outcome. In arbitration, an independent arbitrator considers the dispute and makes a decision."},{"text":"

Conciliation uses an independent decision-maker.
Arbitration helps sides reach their own agreement.

","correct":false,"explanation":"This reverses the two methods. Conciliation supports the parties in finding their own settlement, whereas arbitration places the outcome in the hands of an independent decision-maker."},{"text":"

Conciliation imposes a settlement on both sides.
Arbitration uses direct negotiation between sides.

","correct":false,"explanation":"A conciliator facilitates agreement rather than imposing a settlement, while arbitration is not direct negotiation between the parties. It uses an independent decision-maker."},{"text":"

Conciliation collects views before a decision.
Arbitration leaves all decisions to the sides.

","correct":false,"explanation":"Conciliation does not simply collect opinions, and arbitration does not leave the outcome entirely to the parties. Conciliation facilitates agreement; arbitration uses an independent decision-maker."}]}]}],"examCountdown":{"examDate":"2027-05-13","paperLabel":"Component 1"},"heading":"Employer/employee relationships","title":"Employer/employee relationships Flashcards","topbar":{"backHref":"/a-level/business/eduqas/flashcards"},"topicSidebar":"$L38"}]}],"topicId":"c2f6a99c-0af7-523b-8d07-103a858a023f","walled":"$L39"}],"$L3a","$L3b"]